Final Performance Evaluation of the Cash Transfer Assistance Project for Civil Service Reform

The project aimed to continue building the internal capacity of IARCSC and support the institutionalization of key civil service reforms. The development hypothesis of the project was that strengthening IARCSC's internal capacity through on-budget support would enable the Commission to lead and implement civil service reform effectively nationwide, resulting in improved management and performance of civil servants and more efficient and effective service delivery. The project had a total budget of $15,000,000 and was scheduled to run from October 2011 to January 2014, with an extension granted until July 2014. The evaluation focused on the project's performance during this period. The specific objectives of the evaluation were to evaluate the effectiveness of the project, identify lessons learned, and recommend options for future USAID support for civil service reforms. The evaluation also aimed to evaluate the performance benchmarks achieved during the project, identify shortcomings, and recommend future areas for support to build capacity. The Evaluation Team used a combination of qualitative and quantitative data collection and analysis approaches, including key informant interviews with USAID/Afghanistan's Office of Democracy and Governance (ODG) staff, interviews with key staff of IARCSC and seven relevant ministries, and interviews with provincial and district level entities who were direct beneficiaries of the project's activities. The evaluation examined the project's performance in several areas, including human resources management, performance appraisal, and women's advancement. The evaluation found that the project had made significant progress in building the internal capacity of IARCSC and supporting the institutionalization of key civil service reforms. The project had established a Human Resources Management Information System (HRMIS) and implemented a performance appraisal system, which had improved the management and performance of civil servants. The project had also made progress in promoting women's advancement, with a significant increase in the number of women in leadership positions. However, the evaluation also identified several challenges and shortcomings, including the need for further capacity building in areas such as financial management and procurement. The evaluation recommended that future USAID support for civil service reforms should focus on building the capacity of IARCSC and other relevant institutions, and that the project should continue to support the institutionalization of key civil service reforms. The evaluation also recommended that the project should prioritize the development of a comprehensive performance management plan and the implementation of a robust monitoring and evaluation system. The project's performance was evaluated against a set of performance benchmarks, which included the establishment of a functional HRMIS, the implementation of a performance appraisal system, and the promotion of women's advancement. The evaluation found that the project had achieved several of these benchmarks, but that there were still significant challenges to be addressed. The evaluation recommended that the project should continue to work towards achieving these benchmarks and that future USAID support should focus on building the capacity of IARCSC and other relevant institutions to implement these reforms. Overall, the evaluation found that the Cash Transfer Assistance Project for Civil Service Reform had made significant progress in building the internal capacity of IARCSC and supporting the institutionalization of key civil service reforms. However, the project still faced several challenges and shortcomings, and the evaluation recommended that future USAID support should focus on building the capacity of IARCSC and other relevant institutions to implement these reforms.