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Review of the Afghanistan Program - Annexes

Annex 1—Summary of Afghanistan's Risks, Constraints & Challenges

Security:

  • Ongoing insurgent attacks and coalition operations have slowed and in some cases, prevented programming.
  • Insufficient Afghan Security Forces available to provide basic security.
  • Focus on police reform is intended to improve local capacity to ensure security.

Absorptive capacity:

  • There is a paucity of implementing agencies capable of executing projects. Many have either drawn-down or withdrawn their staff in the current environment
  • This remains a perennial problem. CIDA is working with the UN and other such organizations to ensure programming takes place.

Weak Governance:

  • Local Afghan administration is very rudimentary, rendering the identification of potential projects, which respond to immediate Afghan priorities problematic.
  • Concerns that corruption can be endemic; public confidence is low. Tribal relations are critical
  • The Agency is working through the Provincial Development Committees and District Development Assemblies to ensure CDN programming responds to Afghan identified needs. This process, while essential to ultimate success, invariably lengthens the timeframe for project implementation.
  • CIDA is also seeking to improve their knowledge base.

CDN Capacity:

  • While Canadian capacity to select, plan, implement, monitor, and evaluate projects is growing, it remains limited.
  • An increase in project management capacity at the PRT, including through the deployment of CF technical and administrative personnel as well as additional civilian (CIDA) officers, is addressing this challenge.
  • The capacity of local officers of international organizations (e.g. UN) has been harnessed to support project planning and delivery.

Financial administration and risk management:

  • Accountability and risk management remain key challenges. In particular, the rules governing financial administration of Canadian funding are not conducive to operating efficiently in an insecure environment (e.g. tendering, sole-sourcing).
  • CIDA is working with TBS and PWGSC to identify potential measures, which meet CDN accountability requirements but recognise the practical realities of working in Kandahar.
  • The Agency is also exploring the application of Canada Fund Terms and Conditions to help address financial administrative issues.

Annex 2—CIDA's disbursements to Afghanistan

Projects with disbursements of $1 million or more during the last 3 years (as of Jan 31, 2007)

Project No Projects Title Transfer Instrument Funding Channel or Partner Disbursements in C$ million
Current Budget FY
2004/05
FY 2005/06 As of end Jan FY 2006/07 Total Disb.
Budgetary Support
A-032445 ARTF Operating
Budget Support
G World Bank 60.00 20.00 22.00 18.00 60.00
Rural Livelihoods and Social Protection
A-32660/32209 National Solidarity
Program 2005/09
G World Bank 30.00 7.00 10.00 13.00 30.00
A-032234 Micro-finance Invest.
Support Facility
(MISFA)
G World Bank 52.35 5.00 10.00 22.00 37.00
A-32609/32002 National Area Based
Develop.
(NABDP)
G UNDP 18.75 6.00 3.00 6.10 15.10
A-032440 Afgha. Community
Renewal Program
(ACRP)
CA AKF-C 7.00 0.00 1.25 0.50
A-32630 Integr. Alternative
Livelihoods Prog.
Kan. (IALP)
UNDP
/MRRD
5.00 0.00 5.00 0.00 5.00
A-32194 Women's Rights
Fund (WRFA)
CA R & D 1.75 0.52 0.72 0.28 1.52
A-32600 Refugee Return &
Integration
G HCR 5.00 5.00 0.00 0.00 5.00
Natural Resources
A-32170 ADB Hari Rud River
Basin Study
CA ADB 1.00 1.00 0.00 0.00 1.00
A-033143 Western Basins
Water Resources
CA ADB 15.00 0.00 10.00 0.00 10.00
Security and Rule of Law
A-32446 Afghanistan Stabilization
Program (ASP)
G World Bank 45.00 12.00 0.00 0.00 12.00
A-032168 UN Mine Action
National Dev. Budget
G UNMAS 24.00 10.00 5.00 0.00 15.00
A-32597 Disarmament/
Demobilization/
Reintegration (DDR)
G UNDP
/UNAMA
6.50 6.50 0.00 0.00 6.50
A-32671 Ammunition Survey &
Destruction (ASD)
G UNDP
/UNAMA
1.20 1.20 0.00 0.00 1.20
A-32431 Heavy Weapons
Cantonment (HWC)
G UNDP
/UNAMA
1.20 1.20 0.00 0.00 1.20
A-032956 Disarming Illegal
Armed Groups (DIAG)
G UNDP 7.00 0.00 4.00 0.00 4.00
A-032995 A/P Mine & AMMO
Stockpile Destruction
UNDP 7.00 0.00 4.00 0.00 4.00
A-32169 Law & Order Trust
Fund (LOTFA)
G UNDP 2.00 2.00 0.00 0.00 2.00
A-32484 Strengthening rule
of Law, AF
CA IDLO 6.34 0.50 2.00 1.80 4.30
A-32531 Making Budgets Work G UNDP 3.00 1.20 0.00 1.80 3.00
A-32806 Support to the Estab.
Afghan Legislature
(SEAL)
G UNDP 1.20 0.00 1.20 0.00 1.20
A-032503 Counter-Narcotics
Capacity Building
G UNODC 1.00 1.00 0.00 0.00 1.00
A-32165 Election Support -
Presidential
G UNDP 8.00 0.00 0.00 8.00
A-32623 Parliamentary
Elections Support
G UNDP
/JEMB
13.00 0.00 13.00 0.00 13.00
A-32189 Media Support CA IMPACS 2.08 0.99 0.61 0.00 1.60
Multilateral Branch
M-011660 Kabul Widows
Humanitarian Project
CA CARE Int. 9.00 1.02 4.68 0.00 5.70
Common to all sectors managed by Asia Branch
A-31648 Program Support Unit -
Afghanistan
CA CIDA/PSU 4.3 0.68 0.91 0.63 2.22
Sub total 90.81 97.37 64.11 252.29
Other projects managed by various branches 12.19 3.63 16.89 32.71
Total disbursements by Fiscal Year 103.00 101.00 81.00 285.00

Annex 3—Benchmarking of human and other support services resources available to deliver Afghanistan, Iraq and Haiti Programs

  2004-05 2005-06 2006-07
I- Level of effort related to budget to be managed per resource
a) Afghanistan compared to Iraq:
The Program in Afghanistan was managing twice (1.9) more budget per resource than Iraq in 2004-05. The situation was normalized in 2006-07 i.e. the ratio was reduced to almost the same 1.1 to 1.
1.9 1.3 1.1
b) Afghanistan compared to Haiti:
The Program in Afghanistan was managing six times more (6.1) more budget per person than Haiti in 2004-05. The gap increased for a ratio of almost 9 to 1 in 2006-07.
6.1 4.8 8.7
II- Level of effort related to the number of contribution
agreements to be managed per resource available
a) Afghanistan compared to Iraq:
The level of effort in Iraq is higher than Afghanistan. It was almost the same in 2004-05 and become 10 times more in 2006-07.
0.8 0.3 0.1
b) Afghanistan compared to Haiti:
The level of effort is the same for 2004-05 and 2005-06 and almost twice as much in Haiti in 2006-07, the reason being the profile of the Haiti Program, which has a lot of contribution agreements.
1.1 1.1 0.6
III- Level of effort related to the number of grant agreements
to be managed per resource available
a) Afghanistan compared to Iraq:
The level of effort with regard to the management of Grant agreement with international multilateral organizations are much higher in Afghanistan compared to Iraq 5 times more in 2004-05 and 2.4 times more in 2006-07.
5.2 2.2 2.4
b) Afghanistan compared to Haiti:
The gap is even higher with the Haiti Program i.e. 10.6 times more grant agreement
to be managed per person in Afghanistan in FY 2004-05 and 8.2 times more in 2006-07.
10.6 5.8 8.2

Annex 4—Persons interviewed

CIDA, Afghanistan Program, Asia Branch

  • Vice President, Asia Branch (CIDA)
  • Director General of Afghanistan Program (CIDA)
  • Assistant Director, Operations (CIDA)
  • Head of Aid, Canadian Embassy at Kabul, Afghanistan (CIDA)
  • Assistant Director, Planning (CIDA)
  • Senior Development Officer (CIDA)
  • Development Officers (CIDA)
  • Afghanistan Program Analyst
  • First Secretary, Canadian Embassy, Kabul, Afghanistan
  • Development Officer, Canadian Embassy, Kabul, Afghanistan
  • Strategic Management Division
  • Development Officer
  • Program Administrative Assistant
  • Contracting Officer, Strategic Management Division
  • Program Officer, Strategic Management Division
  • Head, Accountability and Results Unit
  • Project Officer (CIDA)
  • Development Officer (CIDA)

CIDA, former Afghanistan Program

  • Former Head of Aid, Director Info. & Business Solutions, Business Operations Group,
  • Program Manager, Pakistan and Central Asia Division, Asia Branch
  • Senior Development Officer, India, Nepal, Sri Lanka Division, Asia Branch
  • Development Officer, Mainland South East Asia, Asia Branch
  • Program Officer, India, Nepal, Sri Lanka Division, Asia Branch
  • Development Officer, Sudan Program, Africa Branch

CIDA, Other

  • Policy Advisor, Social Sciences, Asia Branch
  • Senior Program Manager, United Nations and Commonwealth Programs Division, Multilateral Programs Branch (Desk Officer for the UNDP)
  • Program Analyst, Sudan Program, Africa Branch (Fragile States)

Consultants to the Afghanistan Program, Asia Branch, CIDA

  • Evaluation Consultant (for the Rights and Democracy, Free Media, NABDP Projects)
  • Gender Consultant.
  • Program Monitor.

DND

  • Senior Official, Canadian Expeditionary Forces Command (CEFCOM)
DFAIT
  • Deputy Director, Policy and Advocacy, Afghanistan Task Force
Others
  • Senior Official, Ministry of Rural Rehabilitation and Development, Kabul.
  • Head of the Microfinance Support Facility for Afghanistan, Kabul.
  • Head of Parwaz, a Microfinance Institution, Kabul.
  • Advisor to the Ministry of Interior Affairs, Kabul.
  • Country Director, UNDP, Kabul
  • Program Director, Tiri (International NGO, fragile states)

Annex 5—Documents consulted

Pictures

  • World Bank. The World Bank Update in Country Update (October 2006)

Previous evaluations by CIDA's monitoring Agent

  • Johnson, Harley and Posgate, Dale. Ongoing Review of CIDA Afghanistan Program (January 2007)
  • Johnson, Harley. Ongoing Review of CIDA Afghanistan Program (August 2006)
  • Johnson, Harley and Posgate, Dale. Ongoing Review of CIDA Afghanistan Program (February 2006)
  • Johnson, Harley and Posgate, Dale. Ongoing Review of CIDA Afghanistan Program (July 2005)

National Solidarity Programme (NSP)

  • Barakat, Sultan et al. Mid-term Evaluation Report of the National Solidarity Programme (NSP), Afghanistan. Post-war Reconstruction & Development Unit (PRDU), University of York, and Ministry of Rural Rehabilitation and Development, Islamic Republic of Afghanistan. (May 2006)
  • Altai Consulting. Assessment of NSP Facilitating Partners Common Final Report (August 2004)
  • Oversight Consultant Team. Quarterly Report from Jan. 1 to March 31,2006
  • Oversight Consultant Team, GTZ. Analysis of Experiences and Lessons Learned in Program Implementation 09/2003 to 03/2006 (March 2006)

Microfinance Investment and Support Facility for Afghanistan (MISFA)

  • Nagarajan, Geetha, Henry Knight and Taara Chandani (18 October 2006) Mid-term Review of the Microfinance Sector and MISFA in Afghanistan. Final Report.
  • MISFA. Microfinance—Times (October 2006)
  • MISFA. Grant/Loan Policies and Procedures (April 2005)
  • MISFA. Financial & Administration Policies and Procedures (April 2005)
  • KPMG. Financial Statements for the year ended March 31, 2006 (2006)
  • KPMG. Auditors' report to the Steering Committee of MISFA, as of March 31, 2005 (October 2006)
  • BRAC. Afghanistan Microfinance Program Audited Financial Statement, Year ended December 2005 (2006)

Afghanistan Reconstruction Trust Fund (ARTF) - Budget Support

  • ARTF Administrator. ARTF Report to Donors (November 2006)
  • World Bank, Poverty Reduction and Economic Management Sector Unit. Managing Public Finances for Development—Main Report Vol. 1 (December 2005)
  • World Bank. Afghanistan Managing Public Finances for Development—Vol. 1 & Vol 5 (December 22, 2005)
  • World Bank. ARTF Fiduciary Controls (August 2006)
  • Price-Waterhouse. July 2004 -Monthly Monitoring Report (August 2004)
  • World Bank. Report on Internal Control over Fin. Rpt of Trust Funds (June 30, 2006)
  • World Bank. Report on Internal Control over Fin. Rpt of Trust Funds (June 30, 2005)

National Area-based Development Program (NABDP)

  • Elizabeth Winter. Findings, Conclusions and Recommendations from the Independent Evaluation of National Area-Based Development Programme (Autumn 2004)
  • UNDP, NABDP. 2005 Annual Report—from Jan. 1 to Dec. 31, 2005 (2006)

Integrated Alternative Livelihoods Program in Kandahar (IALP)

  • MRRD. Technical Assistance—Semi annual Progress report (September 2006)
  • MRRD. Progress Update April—Sept. 2006 (December 2006)

Afghanistan Community Renewal Program (ACRP)

  • AgaKhan Foundation Canada. Semi-Annual Narrative Report April 1—Sept. 30, 2006 (November 2006)

Women's Rights Fund, Afghanistan (WRFA)

  • Isla Paterson, CIDA Consultant. Final Assessment Report: Women's Rights in Afghanistan Fund (WRAF) Project, Vol.  1 &  2 (May 2006)

Refugee Return & Integration

  • HCR. Global Report for 2003

Mine Action National Development Budget

  • UNMACA. Short report on Canadian funding (December 2006)
  • UNMACA on behalf of The Islamic Republic of Afghanistan. Mine Action Program for Afghanistan—1384 Progress Report (October 2006)
  • CIDA. Project Approval Document
  • UNMAS. UNMAS Annual Report 2004 (2005)
  • UNMAS. UNMAS Annual Report 2005 (2006)

Disarmament Demobilization Reintegration (DDR)

  • UNDP, ANBP, DDR. 4th DDR Client Satisfaction Survey (July 2004)
  • UNDP. Afghanistan New Beginnings Program (ANBP) (2006 Second Quarter Report)
  • Vera Chrobok, Bonn International Center for Conversion. Demobilizing and Reintegrating Afghanistan's Young Soldiers: A Review and Assessment of Program Planning and Implementation (May 2005)
  • Afghanistan New Beginnings Programme. Final Report for CIDA Grant (February 2005)
  • D&R Commission. A Review of Disbandment of Illegal Armed Groups (DIAG) in Afghanistan (November 25, 2006)

Law and Order Trust Fund (LOFTA)

  • UNDP. Evaluation Mission of UNDP LOTFA Project, Final Report (May-June 2005)
  • The New-York Times. Panel Faults U.S.—Trained Afghan Police (December 2006)

Strengthening rule of Law, AF (IDLO)

  • IDLO. Semi-Annual Narrative Report, (October 31, 2006)

Parliamentary Elections

  • Margie Cook & 2 consultants for UNDP. Evaluation of Voter Registration 2003 and Elections Projects 2004-05 (May 2006)
  • Chief Electoral Officer of Afghanistan & Chairman of the JEMB. National Assembly & Provincial Council Elections 2005 (December 2005)
  • UNDP—Joint Electoral Management Body (JEMB). 2004-05 Afghan Elections Project PHASE II, second quarter report—April to June 2005 (August 2005)

Support to the Development of Free Media in Afghanistan

  • Isla Paterson, CIDA Consultant. Support to the Development of Free Media in Afghanistan Project, Final Evaluation Report (September 2005)

Support to the Establishment of the Afghan Legislature (SEAL)

  • UNDP. SEAL Project Evaluation (October 2006)

Making Budgets Work

  • Colin Reynolds, consultant. Project Evaluation Draft Report for Comment (December 2006)
  • Colin Reynolds, consultant. Evaluation Report, UNDP—MoF Making Budgets Work Project (January 18, 2007)

Afghan Stabilization Program (ASP)

  • Altos Consulting. Interim Assessment and Audit—Ver. 3.0 Draft (January 2006)

Counter Narcotics Capacity Building

  • UNDP. Support to the Counter Narcotics Trust Fund (CNTF) (1st & 2nd Quarter 2006)
  • UNDP. Support to the Counter Narcotics Trust Fund (CNTF)—Reporting Period: Third Quarter 2006

Other Reports and Evaluations Documents

  • Ministry of Foreign Affairs of Denmark. A Joint Evaluation—Humanitarian and Reconstruction Assistance to Afghanistan 2001-05 (October 2005)
  • GoA, UNAMA, JCMB. Implementation of the Afghanistan Compact: Bi-Annual Joint Coordination and Monitoring Board Report (November 2006)
  • US Government Accountability Office (GAO). Report to Congressional Committees on Afghanistan Reconstruction (July 2005)
  • Expect MORE US Dept of State. US Dept of State Assessment of UNDP (August 2006)
  • CMI - CHR MICHELSEN INSTITUTE. Findings on Education, Environment, Gender, Health, Livelihood and Water and Sanitation (June 2005)
  • Social Impact Inc., for USAID. USAID/OTI Afghanistan Program: Final Evaluation (August 2005)
  • CIDA. Desk Review of the Integration of Equality between women and men in UNDP Programming, 2002- 2006 (January 2006)
  • CIDA. Working Towards the Advancement of Women and Equality between women and men in Afghanistan (June 2006)
  • DevTech Systems Inc for USAID. OTI Afghanistan Program Evaluation (Oct 2001-June 2005): Gender Initiatives and Impacts (October 2005)
  • Ministry of Foreign Affairs of Denmark, Evaluation Department. Peer Assessment of Evaluations in Multilateral Organizations: UNDP (December 2005)
  • Bureau for Crisis Prevention and Recovery, DfID for the UNDP. Afghanistan New Beginnings Programme: Mission Report (2006)
  • Bradford University et al, for DFID. Evaluation of Conflict Prevention Pools: Afghanistan (April 2004)
  • Senlis Afghanistan. An Assessment of the Hearts and Minds Campaign in Southern Afghanistan (Autumn 2006)
  • Center for Strategic and International Studies for the International Organization for Migration. In the Balance: Measuring Progress in Afghanistan: Summary Report (July 2005)

Other Documents

  • World Bank. Japan Social Development Fund Grant (Capacity Building for National Solidarity Program-51247)—Financial Statements and Reports (March 20, 2005)
  • World Bank. Japan Social Development Fund Grant (Capacity Building for National Solidarity Program-51429)— Financial Statements and Reports (March 20, 2005)
  • World Bank. ARTF Grant Agreement (Micro Finance Fund Project) Financial Statement and Reports (March 20, 2005)
  • United Nations—Economic and Social Council. The situation of women and girls in Afghanistan (December 30, 2005)
  • United Nations—General Assembly Security Council. Report of the Secretary General: The situation in Afghanistan and its implications for international peace and security / Emergency international assistance for peace, normalcy and reconstruction or war-stricken Afghanistan (March 7, 2006)
  • UNDP. ToRs—UNDP Evaluation Office—Evaluation of UNDP's Transition Assistance in the Immediate Post-Crisis Period (July 2005)
  • Islamic Republic of AF—UNAMA. Joint Coordination & Monitoring Board (JCMB) — Facts for Journalists (April 2006)
  • CIDA. CIDA Influence in the field.
  • Ministry of Finance. Making Budget Work—Advisory & Review Committee (November 9, 2006)
  • Ministry of Finance. Concept Paper: Exit Strategy for UNDP Making Budget Works Project, Budget Department, Ministry of Finance (September 2006)
  • UNDP. TORs—Making Budget Work Project Evaluation
  • UNDP. Annual Report—UNDP / Afghanistan. Reporting period: April 1, 05 to March 31, 06 (April 2006)
  • UNDP, ANBP, DIAG. Disbandment of illegal armed groups (DIAG) Project and related projects—Phase 1 Evaluation Report (April 2006)

Annex 6—List of Criteria used for Financial Accountability


Compliance with the Treasury Board Secretariat's Policy on Transfer Payments

For all Grants instruments, we have to ensure that:
  1. There is a formal agreement between CIDA and the recipient (The Word Bank or UN organizations).
  2. Grants are paid in instalments and must be based on the project cash flow requirements. (T&C for CIDA IDA indicate, "Payments may be in single tranche")
  3. The recipient used the funds for the specified purposed or to meet specified objectives.
  4. Due diligence is exercised to ensure:

    1. Understanding of the purpose and objective to be achieved;
    2. understanding of respective authorities, responsibilities and accountabilities;
    3. There is ongoing monitoring to ensure reassessment and effectiveness; and
    4. It is supported by competence and capability of information, resources and skills. i.e. the implementing agency is an eligible recipient and a "Trusted Partner"..

Management controls exercised by the Program Desk/Mission

For all operational projects, we have to ensure that:

A Project Approval Document was prepared and received proper contractual and financial signing authorities.

A grant arrangement was prepared and signed by the proper CIDA level of authority.

Due diligence report was prepared before the release of funding and included sections on: Capacity of the implementing organization;
Assessment of previous progress/annual reports;
Previous assessment reports on its performance produced by credible international donor community, and
Analysis on the adequacy of internal control system in place and risk assessment.
  1. There is an adequate Afghanistan monitoring framework in place approved by CIDA senior management.
  2. Monitoring reports are reviewed by management for comments and to establish an action plan for implementation of corrective measures.
  3. Progress and Annual Reports on activities undertaken, as well as certified financial statements or any other financial reports described as per the grant agreement with International Institutions, are received and examined by the responsible program officer.

Annex 7—List of Donor Countries and Organizations for Afghanistan

Donor codes are derived from the International Organization for Standardization (ISO 3166) list of country codes.

036 AUSTRALIA
040 AUSTRIA
050 BANGLADESH
056 BELGIUM
124 CANADA
156 CHINA
208 DENMARK
246 FINLAND
250 FRANCE
276 GERMANY
356 INDIA
360 INDONESIA
364 IRAN (ISLAMIC REPUBLIC OF)
372 IRELAND
380 ITALY
392 JAPAN
410 KOREA, REPUBLIC OF
414 KUWAIT
442 LUXEMBOURG
458 MALAYSIA
528 NETHERLANDS
554 NEW ZEALAND
578 NORWAY
586 PAKISTAN
616 POLAND
620 PORTUGAL
634 QATAR
642 ROMANIA
643 RUSSIAN FEDERATION
682 SAUDI ARABIA
724 SPAIN
752 SWEDEN
756 SWITZERLAND
792 TURKEY
784 UNITED ARAB EMIRATES
826 UNITED KINGDOM
840 UNITED STATES
990 Asian Development Bank
991 European Community (EC)
992 Islamic Development Bank
993 North Atlantic Treaty Organization (NATO)
994 United Nations System
995 World Bank

Last Updated: June 2004 source: AIMS UNDP

Annex 8—Management Response to the Review of the Afghanistan Program

General

CIDA's management accepts the findings and recommendations of the Review, and is committed to addressing areas identified for improvement.

The Review covers a representative distribution of major program activities, accounting for a majority of program expenditures. We note that additional information was provided by the Review team on the balance of the program portfolio, and we support comprehensive coverage in future exercises.

We understand that difficult local security conditions worked against field visits for the Review team. We do note however that the Review made full use of available documentation from international reviews, including systematic monitoring and independently documented evaluations undertaken with international partners of major projects. We have also worked through such initiatives such as Making Budgets Work to strengthen the capacity of the Government of Afghanistan for accountable management and oversight of its development efforts.

Effective development involves risk, and conditions in Afghanistan—poor security, a weak institutional base, and the legacy of decades of oppression and poverty—will continue to pose unique challenges for some time to come. Set against this backdrop, the generally positive results of the Review are encouraging; although we acknowledge that deep-rooted problems remain. The Review provides a useful summary of accomplishments, and has underlined the importance of high performance programs that we have been supporting, such as the National Solidarity Program and the Microfinance Investment Support Facility.

Lessons identified in the review and the recommendations related to reporting requirements by multilateral organizations are likely applicable to country programs across the Agency, and we are committed to ensuring that lessons learned in Afghanistan are shared across all relevant programs, especially other fragile states.

We also appreciate the specific focus on Canadian partners working with CIDA on the Afghanistan Program. We believe there is much to gain from close working relationships and we are actively seeking ways to collaborate further with partners as their programming evolves.

The following table summarizes: a) the recommendations; b) commitments and action already taken or to be taken to address the recommendations; c) the responsibility centre; and d) the target completion date.

Recommendations Commitments / Actions Responsibility Center Target Completion Date
1.a) CIDA reporting requirements were noted in existing agreements with partners. In order to allow Program staff to effectively monitor the initiatives implemented by its partners, the Program should ensure that the Agency's reporting requirements, with regard to financial information and progress on development results, are more clearly reflected in the agreements with its partners, and respected. In the case of multi-donor arrangements, such as with the Multilateral Organizations, CIDA will need to work with other donors to ensure this happens. 1.a) Agreed. Reporting requirements in all CIDA agreements will be systematically crosschecked for completeness and consistency. As noted in the report, CIDA contracts, grants and contributions already reflect CIDA's reporting requirements, but we will request whatever additional information may be warranted, including in concert with other donors, to ensure full accountability and results reporting throughout the program portfolio. Follow-up action in this regard is already underway with specific priority attached to those examples highlighted in the report. 1.a) Afghanistan Task Force; Director of Operations 1.a) Effective immediately
1.b) In order to strengthen accountability for results and support knowledge building for future programming and decision making, monitoring activities performed by CIDA field and Headquarters (HQ) staff should be documented on a more systematic basis and include clear indications on progress, variance analysis of expenditures and development results on a cumulative basis, identification of issues, lessons learned and follow-up actions taken. The Program may also want to consider providing staff with appropriate training in this area as needed. 1.b) Agreed - Systematic documentation of the monitoring of progress, expenditures, development results, lessons learned and follow-up actions is a key component of the terms of reference of the new Results and Accountability Unit. An updated results architecture is currently under development. The Unit will produce periodic reports based on monitoring carried out by CIDA staff and other relevant multilateral organizations. For better documentation of staff monitoring activities including progress, and variance analysis, adding the crucial additional staff resources required by the Program in the field and at Headquarters will greatly assist in implementing this recommendation, as will ensuring appropriate additional training for staff as required. The Program will identify the training required and put the rest of the new complement of officers into place. 1.b) Afghanistan Task Force; Director General (for the required hiring), and Director of Operations (for training needs) 1.b) First wave of new staff to be in place by June 2007, with final placements taking effect by Fall, 2007.

Related training needs to be identified by Fall, 2007, with a training plan designed and launched.

2) The recently created "Results and Accountability Unit" (RAU) at HQ needs to be fully operationalized to ensure the enhancement of the Results-Based Management (RBM) framework of the Program to allow management to improve its reporting of development results and knowledge sharing. This Unit would analyse the data and the information outlined in monitoring, evaluation and audit reports in order to extract results at the different levels (i.e. output, outcome and impact), lessons learned and actions to be taken for their integration into the programming cycle. 2. Agreed. The Results and Accountability Unit was created in the Fall of 2006 as an innovative response to the special requirements of the Afghanistan program. It has done an excellent job of capturing/reporting results at the output/activities level. The Results and Accountability Unit currently has 3 staff and recruitment for another 3 staff is taking place and it is expected that the Unit will be fully staffed by July 2007. This will allow the Unit to advance efforts to the outcome and impact level and build a practical Results-based Monitoring framework for reporting results and capturing lessons learned. 2. Afghanistan Task Force; Director General (for hiring the Unit Manager hiring), and overseeing the RBM framework design in collaboration with the VP, Afghanistan Task Force. 2. Unit staffed by July 2007, with new RBM Framework by Fall 2007.
3.a) The Agency should give consideration to increasing the number of staff in Afghanistan in order to cope with the challenges and required level of effort needed to more effectively manage the Program (e.g. intelligence gathering, analysis, monitoring, various pro-active and follow-up actions and the numerous meetings with Donors representatives and GoA officials in the field). 3.a) Agreed. The Program has been actively seeking to enhance its field presence both at the Mission in Kabul as well as in Kandahar. DFAIT and CIDA have also been working to address logistical and security constraints associated with a strengthened field presence, and to enhance overall field coherence. New and replacement staff members have been identified, with postings scheduled to take effect over the Summer of 2007.

In addition, three new local Afghan officers were just hired for the CIDA PRT work in Kandahar, including two women for local Afghan NGO outreach.

An additional CIDA officer will be added to the Strategic Advisory Team (SAT).

3.a) Afghanistan Task Force; Director General for hiring, in collaboration with the VP, Afghanistan Task Force working with DFAIT towards the space solution. 3.a) Kabul and Kandahar positions to be created and staffed by Fall 2007.

Additional SAT Officer by late Summer 2007.


3.b) CIDA should explore with DFAIT, TBS and other central agencies, as appropriate, options to enhance the field compensation package allowed by the Foreign Service Directives (FSD) in order to provide an enhanced incentive package (accommodation, overseas allowances, home leave, etc.), which better reflects the relative hardship level and security risks that staff face in countries of conflict/crisis such as Afghanistan. This would enable the Program to attract, hire and retain high quality experienced staff with the right profile. 3.b) Agreed. Work has been underway for some time on an improved incentive package for civilians working in Kandahar and Kabul. This has included extensive input to a joint CIDA-DFAIT communication Treasury Board Secretariat in Spring 2006, which so far has resulted in enhanced Rest and Recuperation (R&R) provisions. The Program has also established overtime policies that reflect the massive number of hours worked by our field teams in this environment. CIDA will continue to work with DFAIT and central agencies to enhance this package further. CIDA is also increasing its number of field staff, which will build a more sustainable and manageable experience for overworked individuals in the field. In addition, CIDA will pursue additional measures within its control and authority, to provide incentives to attract field employees, such as stretch assignments upon an officer's return to Headquarters, and learning and professional development opportunities. 3.b) Afghanistan Task Force; Director General and VP 3.b) Complete new proposals to central agencies in Spring-Summer 2007
3.c) The Program Support Unit should be operationalized on a priority basis to provide the necessary assistance to the CIDA Program to implement its strategy in the most optimal manner. The roles and responsibilities of this unit (e.g. on site intelligence gathering, monitoring, sector analysis, data collection to establish base lines, logistical and administrative support, etc.) should be clearly defined. 3.b) Agreed. The management team launched efforts in Fall 2006 to strengthen the Unit and take it from logistical support to a more comprehensive Knowledge and Program value-added operation. A new Director (who speaks the local language) has been hired, and further enhancements, including a new, larger location just selected for the PSU, are underway. The security environment will be an important factor to consider as the Program determines what kind of operational support could be provided by the PSU and whether meeting the key operational challenges faced by the Program could be better met by sending more CIDA staff to Afghanistan. 3.b) Afghanistan Task Force; Director General (for overall vision), and Director of Operations and Head of Aid, for implementation 3.b) New Director now hired.

Re-assessment of PSU contract by May 2007.

New PSU location by Spring, 2007

New plan for clearly defined PSU responsibilities by Fall, 2007.

New staff in key remaining PSU positions by Fall 2007.