PROJECT IMPLEMENTATION PLAN

Transcription

1 United Nations Development Programme PROJECT IMPLEMENTATION PLAN Country: Project Initiation Plan Title: Expected CP Outcome: Afghanistan Transitional Support to Elections in Afghanistan UNDAF 5/CP Outcome 1- Improved legitimate, transparent and inclusive governance at all levels that enables progressive realization of human rights Initiation Plan Start Date: 1 August 2015 Initiation Plan End Date: 31 December 2015 Implementing Partner: UNDP Project Description This Project Initiation Plan (PIP) is a vehicle through which the international community may continue its support to electoral management bodies. It is intended to bridge the period between the operational closure of the ELECT II project on 31 July 2015, and the signing of a new project document, defining the terms and modalities of future electoral support, to be implemented partnership with the National Unity Government (NUG). This interim plan builds upon progress realized by past projects. Recognizing that future electoral support will be substantively less than was availed through past projects, this plan envisages full national ownership and long-term sustainability of national electoral management bodies. To this end, it is implemented by a small team of essential advisors in core focus areas and prioritizes three outputs: 1. Technical advisory support to Special Electoral Reform Commission (SERC) through the United Nations Assistance Mission to Afghanistan and the office of the Deputy Special Representative to the Secretary General (DSRSG); 2. Technical and advisory support to national electoral management bodies in their transition to fully statefunded bodies, implementation of electoral reform measures, as recommended by the Special Commission on Electoral Reform; and adoption of practical sustainability measures and; 3. Engagement of national and international stakeholders, to garner consensus on a new electoral support project, to be funded by donors through UNDP, and adopted and implemented in partnership with the NUG and its electoral management bodies. Programme Period: August-December 2015 CPAP Programme Component: Improved legitimate, transparent and inclusive governance at all levels, that enables progressive realization of human rights. Total resources required US $2,119,957 Total allocated resources: US $2,119,957 UNDP Resources US $ 500,000 Donors US$ 1,624,732 Atlas Award ID: Unfunded budget: PAC Meeting Date In-kind Contributions Agreed by UNDP: 1

2 I. PURPOSE 1. Since the conclusion of the 2014 electoral process, Afghanistan has faced a number of critical challenges, including security, economic and fiscal challenges, and a protracted government formation process. The situation has led to delays in the electoral reform process envisaged in the National Unity Government (NUG) agreement, and to the postponement of the Parliamentary elections which, according to the Constitution, should have been held by April or May 2015, as acknowledged by Second Vice President Danish on 1 April 2015 at the Wolesi Jirga (Lower House of Parliament). On 19 June, after consultations with stakeholders, the President s Office issued an official statement, directing the Wolesi Jirga to continue its work until the next elections, citing technical, security and financial challenges in conducting the elections on time, as well as the need for electoral reforms. 2. As part of the NUG agreement, a Special Electoral Reform Commission (SERC) was envisioned to make electoral reform recommendations to ensure that future elections are fully credible in Afghanistan. However, as the SERC had yet to be established and in the absence of an electoral timeline, on 7 May 2015, Enhancing Legal and Electoral Capacity for Tomorrow II (ELECT II) project donors agreed to a Bridging Plan to facilitate the immediate downsizing and eventual closure of the project by 31 July In support of Government efforts, with a view to strengthen national ownership and sustainability, and as part of the downsizing of ELECT II; international funding of electoral management bodies (EMBs), including daily operational costs and staff salaries (both via salary topups to Tashkeel staff and National Technical Assistance contracts) was discontinued by 10 June With support from ELECT II, budget and staff size negotiations between both electoral management bodies (EMBs) and the Ministry of Finance, in May and June 2015, resulted in a formal agreement with the Ministry of Finance, to fund both institutions from early July, until the end of 2015; for key staff positions and daily operational expenses (electricity, internet, security, cleaning, etc.) as part of the regular government budget 1. A restructuring process will take place in late 2015 with the Civil Service Commission and Ministry of Finance to ensure a fully Tashkeel EMB structure within a 2016 government budget. 4. Following a project formulation mission in mid-june and desk review undertaken by the Electoral Affairs Division 3, it was determined that due to the broad political context, lack of electoral timeline and lack of progress on electoral reform process, the UN was not in a position to complete the formulation of a new, longer-term electoral support project in partnership with the Government prior to the closure of the ELECT II project on 31 July As such, and in order to maintain basic technical advisory capacity, support the expected electoral reform process and provision of technical advisory assistance to the EMBs during their transition to state-funding, donors to the electoral process in Afghanistan have agreed to an interim Project Initiation Plan (PIP) to allow for a transition of the electoral support from ELECT II to a future electoral support project funded by donors through UNDP, largely focused on capacity development and operational support to the next elections, in partnership with the Government of Afghanistan. 5. The PIP represents a streamlined and slimmed down bare minimum level of electoral support given the current realities of Afghanistan. Given the 16 July 2015 naming of the Special Electoral Reform Commission (SERC) by President Ghani, it is expected that there will be greater clarity in the months ahead at which time a more comprehensive electoral needs assessment will 1 On 28 July 2015, President Ghani approved the IECs revised structure and budget through 2015; IEC approval from President Ghani is pending. 2 The Project Formulation process was led by Niall McCann, Lead Electoral Advisor, Bureau of Programme and Policy Support of UNDP, and supported by UNAMA and the UN Electoral Assistance Division. 3 The UN Focal Point for Electoral Assistance approved the Desk Review undertaken by the Electoral Affairs Division on 7 July

3 be conducted leading to a long-term electoral assistance package encompassing future elections. Although an interim solution, the PIP builds upon and continues the work with EMBs accomplished through the prior projects over the years - particularly ELECTI and ELECTII and the work during the bridging period. 6. As previously mentioned, after consultations with the government undertaken by the project formulation mission, the PIP has been recommended as an interim way forward due to the fact that the government did not feel that this was the right time to launch a full scale electoral assistance project given the myriad of unknown variables. In this context, within the proposed duration of the PIP (August December 2015), if: (a) the electoral timeline is announced; (b) recommendations integral to electoral planning and timeline (for activities such as on voter registration and the conduct of the district council elections) are received from the SERC and endorsed by the government; and (c) the government budgetary planning process outlining clearly the government contributions; the PIP will give way to a full-fledged electoral assistance project formulation. However, if by December 2015, there are still uncertainties around key issues - particularly the three areas detailed above, UNDP, in collaboration with all its partners will decide how best to proceed. 7. Prior to the formulation of the future full scale electoral assistance project, as per UN guidelines, a Needs Assessment Mission (NAM) will be undertaken, led by the UN Department of Political Affairs-Electoral Assistance Division (DPA-EAD), to set out the parameters of support. II. OUTPUTS The PIP will thus be based around three outputs: 1. Technical advisory support to the Special Electoral Reform Commission (SERC) through the United Nations Assistance Mission to Afghanistan (UNAMA) and the office of the Deputy Special Representative to the Secretary General (DSRSG); 2. Technical and advisory support to national electoral management bodies in their transition to fully state-funded bodies, implementation of electoral reform measures, as recommended by the SERC; and adoption of practical sustainability measures and; 3. Engagement of national and international stakeholders, to garner consensus on a new electoral support project, to be funded by donors through UNDP, and adopted and implemented in partnership with the NUG and its electoral management bodies. Gender as a Cross-Cutting Priority Technical assistance to the reform process will include advice on the gender aspects of the reforms and specifically on the full and safe participation of women in the electoral process as candidates, voters and electoral staff. Advice will be provided in coordination with UNWOMEN and the use of gender experts as necessary. Continued capacity support to the electoral bodies will include designated support to the gender unit of the Independent Election Commission (IEC) and the Independent Electoral Complaints Commission (IECC). The stakeholder engagement process for the design of the long-term electoral project will include gender-specific discussions with the IEC Gender Unit, IECC, UNWOMEN, civil society organizations, Afghan security organs, observer groups and political parties. Output 1: Technical advisory support to the SERC through UNAMA and the office of the DSRSG. A Presidential decree, dated of 2 March and announced on 21 March 2015, established a SERC. However, as a result of differences within the NUG with regard to its composition, scope of work and, in particular the chairmanship, this named commission did not materialize. 3

4 On July , President Ghani issued a new decree naming the 14-member committee, with the UN through the UNAMA DSRSG Pillar 1 sitting as a non-voting member. UNDP will therefore provide technical advisory support to the SERC through the DSRSG Pillar 1. Support to the SERC as articulated in this PIP will be provided in the form of substantive technical advisory support on electoral issues/areas to be addressed by the Commission. As UNAMA will serve as the primary focal point of support to the SERC through DSRSG Pillar 1, all experts/consultants retained specifically for support to the SERC will work under its guidance. The Chief Technical Advisor (CTA) and other technical advisors will be called upon for advice and support as necessary. Advisors implementing the activities to realise this output will be financed by this PIP under UNDP contracts, but will substantively work under UNAMA direction with input and guidance provided by the CTA. Technical Advisory Support to the SERC UNDP support to the SERC relates to advice that the UN will provide on substantive issues, upon request, to the SERC in any or all of the areas that will encompass the reform agenda as decided by the commission. This technical advisory assistance, to be led by a highly experienced senior electoral expert (with other shorter-term experts to be engaged as required), will be provided in a non-prescriptive manner. Note that this process is an Afghan-led process and therefore advice will focus on identifying the options available under topics chosen by the SERC, and the implications of each option, from both a legal, political, operational and financial sustainability perspective. In the past, reform discussions have centred on the following concerns which may be indicative of possible future areas of discussion chosen by the SERC: EMB structure This area could also include the composition, the staff organigrammes and Tashkeel structure, reporting lines, roles and responsibilities of the provincial offices vis-àvis the Secretariats, etc.; Voter registration This area could examine ways to compile specific polling centre and station lists for the next elections, as well as longer term sustainability measures and eventual synergy with the e-tazkira project; Polling and counting fraud prevention and detection measures This area could include ways to both deter, and detect, irregularities that demonstrate fraud tactics such as ballot stuffing that marred the 2014 presidential elections; Gender - Technical assistance to the reform process will include advice on the gender aspects of the reforms and specifically on the safe participation of women in the electoral process as candidates, voters and electoral staff. Advice will be provided in coordination with UNWOMEN and the use of gender experts as necessary. Other areas of technical assistance may include topics as electoral system reform, legal framework of SERC to implement its recommendations, sustainability etc. Output 2: Technical and advisory support to national electoral management bodies in their transition to fully state-funded bodies, implementation of electoral reform measures, as recommended by the SERC; and adoption of practical sustainability measures. This output will be implemented by two sets of activities. The first will be to support both EMBs to transition from bodies that have, up to June 2015, been historically funded primarily by the international community, to ones whose day-to-day operational funding comes exclusively from the Afghan national authorities. The second set of activities will provide intensive support to the operational, timeline and budgetary planning of the electoral institutions in preparation for the next elections. Both set of activities will take into account the relevant electoral reform recommendations. Technical Advisory Support to EMBs in Transition from International to National Funding 4

5 The activities that are intended to strengthen the EMBs capacities to transition from bodies that, since their formation have been funded primarily by the international community, to ones whose dayto-day operational funding comes exclusively from the Afghan national authorities. Where applicable, this transition incorporates the relevant electoral reform recommendations. Work towards the transition process was initiated during the bridging period; and both the IEC and IECC have been supported to engage with the MOF to provide inputs to the national budget for the upcoming fiscal year. ELECT II assisted the IEC to rationalize its operational and recurrent costs. As an outcome, the IEC presented detailed budgets to the NUG (through the MOF) to secure state-funding for core staff and operations. This proposal has since been approved by the President s Office. The proposal from the IECC has yet to be approved. Output 2 builds on this progress, providing technical advice to better equip EMBs to: Review all staff positions in line with transition to more sustainable structure and salary modalities (i.e Tashkeel) Finalize the Tashkeel structure and organigram, including the number of permanent staff necessary for the transition to civil service structure; Engage with the Civil Service Commission to develop, incorporate and adopt all Terms of Reference for the Tashkeel positions of every grade/level; and Establish staff development and evaluation plans. Technical Advisory Support to EMBs in Preparing Electoral Plans and Budgets This activity will assist the EMBs to both advise the NUG on the timeline, budgetary requirements and planning needs for the next elections, and to complete certain deliverables that had been initiated as part of the 2015 Action Plan in areas such as fraud mitigation, capacity development, gender etc. In the event that a date for the next elections is announced, technical assistance will also be provided to develop election-specific plans (electoral operations plan, voter registration plan, etc) and initiate their implementation. The enforceable electoral reform recommendations will be implemented where applicable. These efforts were initiated as part of the ELECT II project, which focused on key areas identified in the 2015 Action Plan, including inter-alia, sustainability, integrity and technical measures of electoral reform. During the bridge period, ELECT II advisors engaged the IEC in extensive discussions in thematic areas, resulting in a series of proposals relating to election reform, sustainability, and enhanced integrity measures. These proposals have been submitted to the President s Office by the IEC. In the meantime, to move the discussion forward and take concrete steps to improve the sustainability of the IEC, nine thematic working groups have since been formed. In addition, the IEC was supported to bring to attention of the NUG, areas such as restructuring of the institution, use of civil servants as polling staff, use of government assets - particularly air and ground assets for logistic operation and reassessing the polling centres based on population and availability of government buildings. Voter registration is another area in which more practical and realistic options have been put forward. According to the PIP, this support will continue through provision of technical advice, relating to: Budgetary planning for regular, non-election-related funding of the IEC and IECC for the regular 2016 budget, including all annual budget line costs with a key focus on sustainability measures and involvement of state institutions in supporting the elections process as mandated by the Constitution; 5

6 Budgetary scenarios depending on the operational parameters set by the IEC/IECC in consultation with the NUG, including with the Ministries of Finance, Interior, Defense (e.g. with regards to the use of air assets and military transport for materials delivery and retrieval) and Education (e.g. for the use of teachers as polling staff); IEC/IECC operational plans for an election date expected sometime in 2016, with different planning scenarios depending on an earlier date (e.g. starting from April) or a later (e.g. starting from September); Operational and budgetary planning for possible new voter registration and election operations with a focus on integrity measures; Development of the IEC s strategic plan and capacity development plan; Strengthening the integrity measures involving technical fraud detection and prevention measures and supporting IEC in implementation of its technical electoral reform platform; Procurement planning for the voter registration and election operations with a key focus on building IEC s procurement unit capacity for undertaking electoral procurement and ensuring sustainability of electoral procurement; IEC s development of voter education strategy and plan based on the results of the voter education survey for the elections and fostering partnerships with other state institutions and civil society organizations and groups; Exploring and developing options for more sustainable voter registration and electoral operations. These options would be consistent with recommendations of the SERC; consider lessons learnt; and respond to feedback received from observers; IECC for strategies with regards to handling and processing of complaints, and communicating the modalities and outcomes of its work to the relevant parties and wider public; and Gender-specific discussions with the IEC Gender Unit, IECC, UNWOMEN, civil society organizations, Afghan security institutions, observer groups and political parties to ensure the maximum and safe participation of women in elections, with a view to finalize a gender strategy. Output 3: Engagement of national and international stakeholders, to garner consensus on a new electoral support project, to be funded by donors through UNDP, and adopted and implemented in partnership with the NUG and its electoral management bodies. The third output relates to the stakeholder engagement necessary to agree the parameters of international community support to future electoral processes and both draft, and finalise, a new UN led electoral support project document in partnership with the government and EMBs. This process will also include a comprehensive needs assessment led by DPA/EAD. The activities envisaged under this output include: Stakeholder Consultation These activities would support consultations to engage the NUG leadership, as well as key officials (Minister and Deputy Minister level) in the relevant Ministries (i.e. Finance, Interior, Defence, Education) on national commitments to the sustainability of the elections and the long-term electoral process. Included in the activity, where relevant, will be organization of stakeholder consultation/validation workshops. This process will also envision a full needs assessment including consultation with some of the above stakeholders. Drafting of Project Document As a means to garner full buy-in and ensure strong partnerships with key stakeholders, including EMBs, NUG, and donors, drafting of the Project Document will include extensive stakeholder engagement, and will draw heavily on their input. The new project document will include a thorough series of indicators, with achievable targets, benchmarking the electoral institutions institutional capacity. 6

7 A final project report and an independent final evaluation of the ELECTII project will also be undertaken. III. MANAGEMENT ARRANGEMENTS Implementing Partner The PIP will be implemented by UNDP, under the overall supervision of the ELECT II Chief Technical Advisor (CTA). The UNDP Country Office, via the Elections Programme Specialist, will be responsible for project oversight, financial management, reporting, procurement and recruitment services. The CTA will be responsible for substantive and technical leadership as well as overall management of the project activities and will provide high-level/strategic electoral advice to the IEC/IECC, with oversight of support to and strategic engagement with the SERC. He will be supported in this task by a team of Senior Technical Advisors. The technical and operational assistance team will work directly with the different IEC/IECC departments, and will provide assistance with a major skills transfer to national counterparts. The Programme Specialist within the UNDP Country Office will be responsible for the day to day operational and financial oversight of the implementation of the PIP activities. The programme specialist will provide quality assurance of the project, oversee regular reporting, ensure compliance with UNDP rules and regulations and undertake donor coordination. Progress Review Meetings The current platform of donor meetings established for ELECTII will be continued as a forum for reviewing progress on PIP, receiving feedback from donors and undertaking discussions and consultations with regard to PIP activities. For discussions with EMBs, periodic meetings could be organized based on the requirements. On issues related to support to the SERC, UNAMA will continue to lead the discussions. IV. MONITORING AND QUALITY ASSURANCE UNDP will be responsible for overall monitoring of the implementation and quality assurance of the PIP. In addition to a narrative and financial progress report that will be prepared at the end of the PIP, a risk log will also be maintained to capture potential risks and associated measures to manage risks. V. STAKEHOLDER ENGAGEMENT During the PIP implementation phase, close coordination will be ensured with all stakeholders. The engagement will take place at the following levels: Political engagement to be led by UNAMA through SRSG and DSRSG with the Presidents and CEO s Office to ensure that both the offices are fully involved and informed about the discussions with regard to project development and electoral related issues. Program development process will be led by UNDP National Governance Unit, with the Programme Specialist as the focal point, to keep donors abreast about the discussions with other stakeholders and continuously keep donors involved in key discussions related to the development of the project document. 7

8 Technical discussions will be led by the CTA, who will engage in discussions with the EMBs for seeking inputs to the project formulation process and also to continue discussions on areas of sustainability, integrity and inclusiveness of the election operations/process. The CTA will keep the donors and UNAMA informed about these discussions. For the SERC a dedicated Senior Advisor will be engaged to provide technical support to the SERC. The Senior Advisor will support UNAMA in assisting the SERC. It is anticipated that the Senior Advisor will be supported by additional short-term advisors to the SERC. Advisory Activities and Key Stakeholders Output Activity Lead Actor Key Stakeholders 1 Technical advisory support to the SERC through UNAMA and the office of DSRSG; 2 Technical and advisory support to national electoral management bodies in their transition to fully state-funded bodies, implementation of electoral reform measures, as recommended by the Special Commission on Electoral Reform; and adoption of practical sustainability measures 3 Engagement of national and international stakeholders, to garner consensus on a new electoral support project, to be funded by donors through UNDP, and adopted and implemented in partnership with the NUG and its electoral management bodies. 1.1 Upon their request, provide the SERC with advice on substantive issues related to the reform agenda. 1.2 Upon their request, identify to the SERC all available options and their respective legal, political, operational and financial implications. 2.1 Provide EMBs with technical advice on transition-related activities. 2.2 Provide EMBs with technical advice on planning and budgetrelated issues. 3.1 Facilitate stakeholder consultation. 3.2 Draft new Project Document, based on stakeholder inputs. Senior Advisor to the SERC CTA; Technical Advisors EAD; UNDP Programme Specialist; CTA; Technical Advisors President/CEO; SERC; UNAMA; Donors EMBs; President/CEO; Ministries of Finance, Education, Interior, Defense, Transport, Communication, Hajj, Women s Affairs; Civil Service Commission; IDLG; CSO; UNAMA; Donors EMBs; President/CEO; Ministries of Finance, Education, Interior, Defense, Transport, Communication, Women s Affairs; UNAMA; Donors 8

9 VI. WORK PLAN: AUGUST DECEMBER 2015 EXPECTED OUTPUT And baseline, indicators including annual targets 1 Technical advisory support to the SERC through UNAMA and the office of DSRSG Baseline: The SERC is newly-established. PLANNED ACTIVITIES List activity results and associated actions 1.1 Upon their request, provide the SERC with advice on substantive issues related to the reform agenda. TIMEFRAME RESPONSIBLE PLANNED BUDGET 8-9/ /15 12/15 PARTY Funding Source Budget Description Amount (US$) UNDP/UNAMA Staff Cost 140, Operational Cost 20, Indicators: Electoral experts are engaged and assigned to provide advice to the SERC. Electoral experts have responded to all SERC requests for technical advisory support. Target: Related CP Outcome Improved legitimate, transparent and inclusive governance at all levels, that enables progressive realization of human rights. 1.2 Upon their request, identify to the SERC all available options and their respective legal, political, operational and financial implications. Consultancy Cost Workshops Conferences Consultations 300, ,

10 EXPECTED OUTPUT And baseline, indicators including annual targets 2 Technical and advisory support to national electoral management bodies in their transition to fully statefunded bodies, implementation of electoral reform measures, as recommended by the Special Commission on Electoral Reform; and adoption of practical sustainability measures Baseline: EMB departmental responsibilities are unclear; staff lack official Terms of Reference; evaluations are not conducted. Indicators: EMBs have been adequately and appropriately advised on transition-, planning- and budget-related issues and are thereby equipped to design and implement relevant plans. Target: Related CP Outcome Improved legitimate, transparent and inclusive governance at all levels, that enables progressive realization of human rights. PLANNED ACTIVITIES List activity results and associated actions Provide EMBs with technical advice on transition-related activities, including: Review all staff positions in line with transition to more sustainable structure and salary modalities (i.e Tashkeel) Finalize the Tashkeel structure and organigram, including the number of permanent staff necessary for the transition to civil service structure ; Engage with the Civil Service Commission to develop, incorporate and adopt all Terms of Reference for the Tashkeel positions of every grade/level; and Establish staff development and evaluation plans Provide EMBs with technical advice on planning and budget-related issues, including: Budgetary planning for regular, nonelection-related funding of the IEC and IECC for the regular 2016 budget, including all annual budget line costs with a key focus on sustainability measures and involvement of state institutions in supporting the elections process as mandated by the Constitution; Budgetary scenarios depending on the operational parameters set by the IEC/IECC in consultation with the NUG, including with the Ministries of Finance, Interior, Defense (e.g. with regards to the use of air assets and military transport for materials delivery and retrieval) and Education TIMEFRAME RESPONSIBLE PLANNED BUDGET 8-9/15 10/15 11/15 12/15 PARTY Funding Source Budget Description Amount (US$) UNDP Staff Cost 560, Operational Cost 80, UNDP Staff Cost 350, Operational Cost Workshop Conferences Consultations 50, ,

11 (e.g. for the use of teachers as polling staff); IEC/IECC operational plans for an election date expected sometime in 2016, with different planning scenarios depending on an earlier date (e.g. starting from April) or a later (e.g. starting from September); Operational and budgetary planning for possible new voter registration and election operations with a focus on integrity measures; Development of the IEC s strategic plan and capacity development plan; Strengthening the integrity measures involving technical fraud detection and prevention measures and supporting IEC in implementation of its technical electoral reform platform; Procurement planning for the voter registration and election operations with a key focus on building IEC s procurement unit capacity for undertaking electoral procurement and ensuring sustainability of electoral procurement; IEC s development of voter education strategy and plan based on the results of the voter education survey for the elections and fostering partnerships with other state institutions and civil society organizations and groups; Exploring options and developing options for more sustainable voter registration and electoral operations. These options would be consistent with recommendations of the SERC; consider lessons learnt; and respond to feedback received from observers; 11

12 IECC for strategies with regards to handling and processing of complaints, and communicating the modalities and outcomes of its work to the relevant parties and wider public; and Gender-specific discussions with the IEC Gender Unit, IECC, UNWOMEN, civil society organizations, Afghan security institutions, observer groups and political parties to ensure the maximum and safe participation of women in elections, with a view to finalize a gender strategy. 12

13 EXPECTED OUTPUT And baseline, indicators including annual targets PLANNED ACTIVITIES List activity results and associated actions TIMEFRAME RESPONSIBLE 8-9/15 10/15 11/15 12/15 PARTY Funding Source PLANNED BUDGET Budget Description Amount (US$) 3 - Engagement of national and international stakeholders, to garner consensus on a new electoral support project, to be funded by donors through UNDP, and adopted and implemented in partnership with the NUG and its electoral management bodies. Baseline: No project document exists. Indicators: Two-year project document (draft) is complete; reflects the inputs of all key stakeholders; and is ready for approval. Target: Related CP Outcome Improved legitimate, transparent and inclusive governance at all levels, that enables progressive realization of human rights. 3.1 Facilitate stakeholder consultation. Design full stakeholder engagement plan Coordinating senior UNAMA/UNDP CO engagement with NUG leadership UNAMA/UNDP Principals meet with NUG leadership to secure NUG sustainable funding commitments for the electoral process, including possible elections in Draft new Project Document, based on stakeholder inputs. Draft project document, including comments gathering process. Undertake independent final evaluation of ELECTII project. UNDP/UNAMA Staff Cost 350, UNDP/UNAMA Operational Cost 50,

14 TOTAL BUDGET 2,004, TOTAL UNDP FUNDING 500, TOTAL DONOR FUNDING 1,504, GMS DONOR FUNDING 120, TOTAL FUNDS REQUESTED TO BE TRANSFERRED FROM ELECT II ANTICIPATED SAVINGS 1,624,

15 Annex 1: Budget Details Summary of PIP Funds Required Sl. # Description 2015 (Aug-Dec) 1 PIP Staff Cost 907,047 2 Consultants for ERC 300,000 3 Activities related cost 100,000 4 Regular Operations Cost 197,334 5 Sub-Total 1,504,381 6 GMS 120, Total Estimated Cost for PIP requested to be transferred from ELECT-II donor savings 1,624,732 8 Five experts funded through UNDP Funds 9 Miscellaneous 10 Sub Total for UNDP funds 11 Total Estimated Cost for PIP 495,225 4, ,000 2,119,957 15

16 Annex 2: Budget Notes Cost of Consultants to Special Election Reform Commission (SERC) A Senior Technical Advisor for 5 months has been $ 28,000 / month making a total cost of $ 150,000. Advisors in at least four specialized areas voter registration, electoral laws, fraud mitigation / integrity and electoral systems, each for 2 $ 20,000 / consultant making a total of $ 160,000. Therefore the total cost for consultancies for SERC is $ 300,000 Event Costs The cost for the events have been planned as $ 100,000, this is related to the events conducted by SERC, IEC as well as IECC. A block allocation has been made, however, the events include consultation workshops for the strategic plan of IEC, a prospective visit to India indicated by the President for understanding the electoral system and large scale sessions planned by SERC in hotels. If the visit to India gets materialized then it alone will 3,000 per person for a 5 day visit and for 15 participants from the SERC and EMBs will cost $ 45,000. For the consultation meetings or sessions organized by SERC a budget has been estimated for 4-5 such events in security cleared venues. Each event costs as average of $ 5,000 for 100 participants each (@ $ 50 / person) making a total of $ 25,000. For IEC the discussion for strategic plan will require at least 3 consultation events and this will cost $ 15,000 with some continued training programs for $ 5,000 and then $ 10,000 for the IECC. Operational Costs The detailed breakdown has been made available for all the areas of operational costs related to the project that include security, internet, transportation services, stationery, telephone and maintenance. International Advisory Costs Consultant Category Chief Technical Advisor (CTA) Operations Advisor Information Management Specialist Capacity Building & Legal Specialist Administrative & Finance Specialist (40% time) Responsibilities During PIP As lead electoral advisor, remains responsible to provide advice to IEC and IECC at policy level, guidance to the support to electoral reform process, engages with the donors to keep them informed about the electoral reform process, keeps the UNAMA and UNDP leadership informed and involved in discussions around election reform and issues related to IEC and IECC. Engages with the IEC to provide advice on all areas of sustainability of elections and election budget & planning processes. Additional responsibility added is to also provide the same technical support to IECC. Also will be involved in providing inputs to the project development process and provides second tier leadership within ELECT team. Results management systems, IEC information systems, electoral operations, voter registration and integrity measures remain the key focus of the Information Management Specialist. These areas need continuous improvement and development not only based on the outcomes of lessons learnt from last elections but also because of the advanced technological requirements. The two areas of Capacity Building and Legal have been combined and this person will lead the process for development of strategic plan and capacity development plan. Also one additional area that has been assigned to this person is to maintain a regular interface, dialogue and discussion with IECC. As IFES and UNOPS arrangement has been phased out therefore this person will act as the lead advisor for IECC. Only 40% time has been allocated for this person to provide support in administration and financial matters to the IEC and IECC as well, this will include the ongoing process of development of financial systems of IEC and the same work will be undertaken for IEC. 16

17 Training and Procedure Specialist Public Outreach & Gender Specialist Supply Chain Specialist Assets & Warehouse Management Analyst Field Operations & Logistics Specialist External Relations & Reporting Specialist The training of polling staff and development of procedures for polling and other areas is another core area of elections and this needs a constant work especially based on the lessons learnt from past elections including the 100% vote audit process. The updated and improved procedures, training methodology, plans and material need to be ready in time well before the election process. Here the two roles of public outreach and gender have been combined and this remains a key area of support during the PIP as well because it requires proper planning based on the lessons learnt to improve the public outreach and gender activities. This include a focus on sustainable approaches, partnership approaches with government institutions, use of social media, targeted approach to reach out to the most vulnerable and disadvantaged groups. Using evidence based input for design of the public outreach and gender campaigns to ensure maximum outreach, all this required considerable ground work to ensure that the new public outreach strategy and design is ready before the start of the election process. The entire supply chain management process that includes procurement remains a weak link within IEC and to ensure that the IEC Procurement and Logistic Department dealing with the supply chain management process develops in house capacity to undertake procurements in a transparent manner that brings in competition, value for money and quality of the goods and services. This is a very intensive and time consuming exercise and this specialist will be working together with IEC in this regard and also on sustainability aspects of electoral procurement. Over the past years IEC received support in millions of dollars and improvements have been made for safe storage and inventory of the assets purchased. These are very valuable items and this specialist will further enhance the capacity of IEC for effective assets tracking, ensuring the efficient reuse of stock of electoral materials and safe custody and use of these assets. The two key areas of election operations, field operations and logistics have been combined into one area and this is the core of the election operations. This person will be fully engaged with the development of new design of the election operations and finalization of the election operational plan. The functions of external relations and reporting have been combined and this person will be dealing with not only External relations area of IEC but also keep all the stakeholders informed through robust reporting during the PIP period. Keeping all the stakeholders informed remains also part of the engagement strategy and this person will ensure the implementation of the strategy. 17

18 Activity Post Title PIP Staffing Estimate Aug - Dec 2015 from Donor Funds National/ International Grade 2015 Pro Forma Cost Budget Estimate Year 2015 (Aug- Dec) # of months Chief Technical Advisor (CTA) International P 6 26,106 5 Operations Advisor International P 5 23,216 5 Information Management Specialist International P 4 20,669 5 Legal Specialist International P 4 20,669 2 Administrative & Finance Specialist (40% time) International P 3 10,781 5 Training and Procedure Specialist International P 4 20,669 5 Administration Associate National SB 3 4,076 5 Security Associate National SB 3 4,076 5 ICT Officer National SB 4 5,390 5 Procurement Officer National SB 5 6,613 5 Language Services Manager National SB 5 6,613 5 Interpreter National SB 3 4,076 5 Translator National SB 4 4,076 5 Assets Warehouse Officer National SB 4 5,390 5 Admin/Transport Associate National SB 3 4,076 5 Budget & Finance Officer National SB 4 5,390 5 Total 130, , ,345 41,338 53, ,345 20,380 20,380 26,950 33,065 33,065 20,380 20,380 26,950 20,380 26,950 18

19 2.1 HR Officer National SB 4 5, , HR Assistant National SB 2 2, , Driver National SB , Driver National SB , Driver National SB , Driver National SB ,550 Total 907,047 PIP Staffing Estimate Aug - Dec 2015 from UNDP Funds 2.2 Public Outreach Specialist International P 4 20, , Procurement Specialist International P 4 20, , Warehouse Management Analyst International P 2 16, , Field Operations Specialist International P 4 20, , Communication/ External Relations Specialist International P 4 20, ,345 Total 495,225 Budget Account ELECT Regular Operations Budget Estimate Description Per Month Estimate Year 2015 (Aug-Dec) # of months Total Travel Travel for project staff monitoring the project activities 3, , Materials & Goods Fuel for office vehicles 6, , Communic & Audio Visual Equip Thuraya charges , Communic & Audio Visual Equip Courier Charges & Delivery to regional offices ,500 19

20 72400 Communic & Audio Visual Equip Post Paid telephone charges 1, , Communic & Audio Visual Equip Pre-Paid telephone charges , Office Supplies Stationery 1, , Office Supplies Cleaning Services 1, , Information Technology Equipmt Internet Services for ELECT Project Link 5mbps 4, , Information Technology Equipmt Internet Services for ELECT Project Country Office Link 5, , Information Technology Equipmt Internet Services through dongles , Information Technology Equipmt Printers, Photocopier Cartridges, parts & Service 3, , Information Technology Equipmt Country Office Charges Per User Account Staff , Information Technology Equipmt Country Office Charges Per User Account Drivers Information Technology Equipmt Daily Support received from Country office Rental & Maintenance-Premises UNOCA common premises 5, , Rental & Maintenance-Premises IDG Security 5, , Rental & Maint of Info Tech Eq Licensing of IT equipment (Software/ hardware) 1, , Rental & Maint of Other Equip Repair and Maintenance of Vehicles 1, ,000 TOTAL 40, , Miscellaneous Expenses Miscellaneous expenses from UNDP Funds 1, ,775 20