UNDP Management Response - Final Evaluation - Community-Oriented Policing Services (COPS) Project

Sep 11, 2026

UNDP provides management responses to the final evaluation of the Community-Oriented Policing Services (COPS) project in Afghanistan. The document addresses seven evaluation recommendations, covering improvements to project design and partner capacity assessment tools, enhanced contingency and risk planning through integrated risk management, and an early exit strategy to strengthen sustainability and national ownership. It also responds on implementation and monitoring, staffing and recruitment oversight, strengthening risk management in complex security contexts, building a robust M&E system, and assigning gender and LNOB focal points to mainstream related aspects.

LanguageEnglish

CategoryLetters

FormatPDF

Pages3

Reading Time1 min

AccessFree to download

Management responses

Evaluation recommendation 1

Evaluation recommendation 2

Evaluation recommendation 3

Evaluation recommendation 4

Evaluation recommendation 5

Evaluation recommendation 6

Evaluation recommendation 7

DocuSign Envelope ID: C1D5AA5E-B4A0-441C-85D9-EB7A2222B73F UNDP Management Response Final Evaluation of “Community-Oriented Policing Services” Project (COPS) in Afghanistan Date: 14 November 2022 Prepared by: Sainey Ceesay Position: Project Manager Unit/Bureau: AFG/RBAP Cleared by: Surayo Buzurukova Input into and update in ERC: Hashmatullah Waisy Position: Deputy Resident Representative (Programme) Unit/Bureau: AFG/RBAP Position: RBM Associate Unit/Bureau: Development Effectiveness Unit | Evaluation recommendation 1. To improve the project design, especially in the context of future interventions, annex to the ProDoc the Partner Capacity Assessment Tool and HACT Micro Assessment when the project employs the HACT modality. In the case of the COPS project, this was particularly relevant as the ProDoc indicated that the assessment of the MOIA capacities concluded that the institution was not able to meet the standards to undertake financial services. | | | | | | | --- | --- | --- | --- | --- | --- | | Management response: Agreed. No “Key Action(s)” required as the project has been foreclosed because of the sudden political shift in the country i.e., 15th August 2021. | | | | | | | Key action(s) | Completion date | Responsible unit(s) | Tracking | | | | | | | Comments | | Status | | 1.1 | | | | | | | 1.2 | | | | | | | 1.3 | | | | | | | Evaluation recommendation 2. To improve the contingency planning during the project design. Conducting a comprehensive risk analysis could provide viable mitigation measures during the project implementation phase. | | | | | | | Management response: Agreed. The Country Office has established an Integrated Risk Management Unit (IRMU), which conducts comprehensive risk analysis for projects during design phase and follows up its implementation throughout the project life cycle. | | | | | | | Key action(s) | Completion date | Responsible unit(s) | Tracking | | | | | | | Comments | Status | | | 2.1 | | | | | | | 2.2 | | | | | | | 2.3 | | | | | | | Evaluation recommendation 3. To elaborate an exit strategy from the beginning of the intervention. The project design should reflect the vision of how the results will be secured and what follow-up actions are expected from the authorities following the project's finalization. This aspect could improve sustainability and national ownership | | --- | | Management response: Noted. However, sustainability of project results and exit strategy are an integral part of project development template. | DocuSign Envelope ID: C1D5AA5E-B4A0-441C-85D9-EB7A2222B73F | Key action(s) | Completion date | Responsible unit(s) | Tracking | | | --- | --- | --- | --- | --- | | | | | Comments | Status (initiated, completed or no due date) | | 3.1 | | | | | | 3.2 | | | | | | 3.3 | | | | | | Evaluation recommendation 4. To improve implementation, enhance the planning and hands-on monitoring of the project implementation. Many of the staffing and recruitment challenges could have been addressed through better project oversight. Respectively, to tackle the recruitment challenge, UNDP has various modalities in place, such as sourcing people from other country offices to provide initial support to projects. Another recommendation to tackle this challenge is the prioritization of project staff recruitment at the operationalization/ inception phase of the project. Alternatively, when the project is continuously facing “double-hatting”, the project team could receive on-the-spot training that allows increasing capacities to take over the tasks or positions that remain vacant or the ones that were annulled/ cancelled. | | | | | | Management response: Noted. The Country Office has established a human resource pooling mechanism to tackle the capacity gap at the projects’ level. | | | | | | Key action(s) | Completion date | Responsible unit(s) | Tracking | | | | | | Comments |

FAQs

What is the purpose of this UNDP management response document for the COPS project?

It records UNDP’s official management responses to the final evaluation recommendations for the Community-Oriented Policing Services (COPS) project in Afghanistan.

How does UNDP plan to address improvements in project design and partner capacity assessment?

UNDP agrees to attach the Partner Capacity Assessment Tool and HACT Micro Assessment to the ProDoc when the HACT modality is used, noting relevance to the MOIA capacity conclusions.

Which areas does the document cover regarding risk management and monitoring?

It addresses contingency planning and comprehensive risk analysis via an Integrated Risk Management Unit, and it outlines a robust M&E system plus an M&E working group to support data collection, analysis, and reporting.

Sep 11, 2026

Upload by Berry Peter