Evaluation Summary
1. Outline of the Project
Project title: Basic Vocational Training in Afghanistan
Country: Afghanistan(Former

title:

Basic

Training

for

Reintegrationof

Ex-Combatants)
Issue/Sector:

Technical

andVocational

Education and Training

Cooperation scheme: Technical Assistance Project

Division in charge: Technical Education Team,

Total cost (as of the evaluation): Approx. 135 million yen

Group II, Human Development Department(second stage: 18 months)

May 2006 – 31 March, 2008
(second stage, based on the
Periodof

Cooperation

M/M signed on 2 May, 2006.
The entire period of cooperation
including the first stage is from
2004, with R/D signed on 31
May, 2005)

Partner Country’s Implementing Organization: Ministry ofLabor, Social Affairs, Martyrs and Disabled (MoLSAMD)
Supporting Organization in Japan: Ministry of Health, laborand Welfare
Related Cooperation: Dispatch of individual experts (DDR*
vocational training advisors)*DDR: disarmament, demobilization and reintegration of
combatants

1-1 Background of the Project
In October 2003, the Afghan government established the Afghanistan New Beginnings Program (ANBP)
assisted by the United Nations Development Plan (UNDP) and the United Nations Assistance Mission in
Afghanistan (UNAMA), and started promoting the disarmament and reintegration of ex-combatants through theprovision of counseling, education, vocational training, and employment opportunities.
Based on the request from the Afghan government regarding assistance for the reintegration of
ex-combatants, JICA dispatched individual experts (DDR vocational training advisors) in January 2004 to start
providing assistance for the reintegration of ex-combatants. In May 2005, activities by the individual experts
were organized under the framework of a project, and R/D had been signed between the Ministry of Labor andSocial Affairs (MoLSA) (now MoLSAMD).
This technical assistance project is divided into two stages. During the First Stage (preliminary stage andperiod from May 2005 to May 2006), seven vocational training courses aimed at promoting the reintegration of
ex-combatants were implemented (554 trainees in total had completed training), and a total of 68 vocational
trainers had received development training.
The general overview of the First Stage was carried out through the Mid-term Evaluation implemented from
April to May 2006. Thereafter, in the Second Stage (from May 2006 to March 2008) that was restarted based on
the results of the Mid-term Evaluation, the MoLSAMD implemented basic vocational training by expanding
trainee targets to include socially vulnerable people, such as returnees, IDPs and jobless youths. Specifically,
vocational training centers (VTCs) under the control of the MoLSAMD implement basic skills training forsocially vulnerable people and have established a system for implementing and administrating vocational
training programs at the MoLSAMD. At the same time, they aim to improve the standard of living and topromote the reintegration of socially vulnerable groups through the provision of training opportunities.
This Terminal Evaluation was implemented mainly by focusing on the Second Stage.
1-2 Project Overview
1-2-1 Overall Goal
Vulnerable people acquire vocational skills to get a job opportunity for better livelihood.
1-2-2 Project Purpose
Center-based vocational training system is established for vulnerable people by the MoLSAMD.
1-2-3 Outputs(1) The administrative system of VTC is established in MoLSAMD and its provincial offices.
(2) Necessary facilities and equipment for basic vocational training are appropriately maintained at theVTCs.
(3) Training courses are adequately implemented at the VTCs.
(4) Training courses are adequately monitored and evaluated in provincial VTCs.
* Targeted VTCs are as follows:(i) Training sites under the direct management of the MoLSAMD (three VTCs): Kabul, Bamyan and Mazari
Sharif(ii) Sites for monitoring and evaluation (nine VTCs): Three VTCs of (i) above, Jalalabad, Gardez, Kunduz,
Herat, Jowzjan, and Kandahar
1-2-4 Inputs (as of evaluation, October 2007)(1) Japanese side
Dispatch of long-term experts: 2 people
Provision of equipment: Approx. 13 million yen
Trainees accepted in Japan: 1 person
Local cost: Approx. 57 million yen
Lecturers invited from third countries: 2 people(2) Afghan side
Assignment of counterparts: 15 people
Local cost: Approx. 13 million AFALand and facilities provision: VTC facilities (officially handed over from Japanese side to the MoLSAMDin May 2006)
PCIU Office (including offices for Japanese experts)
2. Evaluation Team
Members of Evaluation

Leader: Mr. Motoharu Watanabe, Team Leader, Technical and Higher Education

Team

Team, Group II, Human Development Department, JICA

Cooperation Planning: Ms. Sachiko Goto, Technical and Higher Education Team,Group II, Human Development Department, JICA
Vocational Training: Mr. Yukio Utsumi, Technical Advisor, International
Cooperation Department, Overseas Vocational Training Association
Evaluation Analysis: Ms. Kyoko Kojima, Senior Consultant, Social Development
Department, INTEM Consulting Inc.
Evaluation

PeriodFrom October 20, 2007 to November 8, 2007

(On-site)Type of Evaluation: Terminal
Evaluation

3. Results of Evaluation
3-1 Project Performance
3-1-1 Achievement of Major Outputs(1) Output 1 (Establishment of VTC administrative system)
Assignment of necessary personnel by the MoLSAMD to the Ministry, provincial offices and each VTC
site was implemented as scheduled. Although much of the administrative work relating to directly-managed
vocational training using the VTCs is a new experience for the MoLSAMD, the accumulation of knowledge
and skills necessary for administrating training programs at the VTCs is attempted by implementing OJTs andholding regular VTC management workshops. Through interviews with experts and counterparts and VTC
inspections, it was confirmed that the knowledge and abilities of allocated staff regarding the administrationof training at the VTCs are steadily improving compared to before the start of the Second Stage of the project
thanks to the project activities explained above.
However, it has been pointed out that it may be difficult to guarantee sufficient implementation of sometasks at the current stage without external technical assistance. Specifically, these tasks include follow-ups fortraining course graduates, the development of training curriculums and materials, and financial managementof the VTCs.
In addition, although it is necessary to clarify the position of the VTCs within the organization of the
MoLSAMD in order to continuously assign and allocate personnel and budgets for them, the VTC has yet tobe approved as an official department in the present organizational framework of the MoLSAMD. Because
during this Terminal Evaluation the MoLSAMD indicated its schedule for officially including the nine VTCs
as a department under the General Directorate of Skills Development in its organization chart for FY2008(scheduled to be revised as of January 2008), it is important to closely watch whether it is actually carried out.
For the reasons mentioned above, it is judged that Output 1 is basically on course for being achieved
according to the schedule, although there are some tasks that need reinforcement or a follow-up in the future.
(2) Output 2 (Maintenance of VTC facilities and equipment)
During the Second Stage of this cooperation period, the official handing over of the nine VTC facilities
constructed using Grassroots Grant Aid from the Japanese government to the MoLSAMD (in May 2006) andthe official handing over of all equipment procured including those for the First Stage (in May 2007) werecompleted. The facilities and equipment handed over were sufficiently and appropriately used to implement
training courses as part of this project.

As for the maintenance of these facilities and equipment, it is intended to standardize the procedures
through measures such as the preparation of maintenance formats by the PCIU (Project Central
Implementation Unit), and instructions given to MoLSAMD staff assigned to the VTCs and trainers in charge.
It was confirmed through the VTC inspections that there were no serious technical/safety problems for bothclassroom lectures and practical workshops, and that the equipment was generally appropriately stored.
It is also considered that there are no immediate concerns with regard to the maintenance offacilities/equipment in terms of the budgets that will be necessary for repairs and renovation on a certain
scale, which had been one of the worries related to maintenance. Financial resources have now been secured
through the cooperation with the RSPE (Reintegration Support Project for Ex-Combatants) which is
implemented by the UNDP.
From above reasons, it is judged that the prospect for the achievement of Output 2 is favorable.
(3) Output 3 (Implementation of basic training courses at the VTCs)
As for the training areas, based on the results of a labor market needs survey and a job opportunity survey,
four trades (welding/plate work, electric wiring, computer, tailoring) for Kabul and Mazari Sharif, as well asfive (welding/sheet metal, electric wiring, computer, tailoring, plumbing) for Bamyan were selected. Based on
this selection, basic training courses are currently being implemented in three VTCs as scheduled. Trainees
are selected mainly from returnees, IDPs and jobless youths, and the training is provided so as to benefit
socially vulnerable people in accordance with the initial intention of the project.
As for the actual outcomes of the training, a total of 199 people for five trades in JFY2006 and a total of
306 people for six trades in the First Session of JFY2007 had finished training. Assuming that the completion
rate of the Second Session of JFY2007 - currently being implemented - is 86% (which is a figure conforming
to the past performance), it is expected that 236 people will complete training in the three VTCs, taking thetotal number of those who completed training during the Second Stage of the project to 744.
A total of 38 trainers - two for each trade - had been employed in the three VTCs (among them, 12 left thejob or were replaced, and 26 are still employed as of this evaluation). Regarding the quality of trainers, it issuggested that their training ability is generally intermediate, judging from the fact that the majority of
trainees evaluate themselves favorably in the questionnaire survey and from the technical evaluation by theshort-term experts. However, the technical levels differ according to the trades, and there were some trainers
who could not carry out lesson planning and class management effectively. Therefore, it is confirmed thattraining methods have not been standardized among trainers. It is obvious that the training abilities of thesetrainers have an impact on trainees acquiring level of technological skills, and consequently on theemployment of trainees. Thus, in response to this problem, it is considered necessary to implement a
short-term retraining session for trainers who do not have sufficient technical and pedagogical skills. Whenconsidering the retraining session, it is necessary to formulate a detailed training plan concerning training
methods (particularly the utilization of teaching aids such as posters and models, which scored relatively low
in the questionnaire survey to trainees) and standard skills required for trainers.
Curricula and teaching materials are being developed for all trades. Because more than 70-80% of the
respondents to the trainee questionnaire answered that the quality of the curricula and teaching materials were“favorable” or “highly favorable,” it can be judged that the quality is generally sufficient for basic training.
However, it is necessary to continuously update them in accordance with changes in the conditions atworksites. As for the textbooks for tailoring prepared using materials made in Iran as a reference, there wererequests from both trainers and trainees to revise the contents to make it more suited to the state of
Afghanistan in terms of language and culture. This problem should be addressed in the future.
Support for the employment of trainees is being addressed by staff in charge of employment support
assigned to each provincial office. However, as a result of the interview with the relevant parties of the
project, it has been pointed out that they still depend largely on Japanese experts and PCIU staff, indicating
the need for the further reinforcement of approaches related to the capacity building of personnel in charge inthe future.
For reasons above, while Output 3 is basically on course for being achieved, the necessity of improving thequality of trainers, establishing a system to renew/revise curricula and teaching materials, and reinforcing
activities to support employment after training remains to be addressed.
(4) Output 4 (Monitoring and evaluation of vocational training programs at targeted VTCs
Exclusive format for monitoring has been developed, and monitoring activities including regular on-site
reviews and interviews with relevant parties are being implemented. These activities are implemented mainlyby the MoLSAMD officer assigned to the PCIU in charge of monitoring and evaluation. The reportsummarizing the results of such monitoring/evaluation is shared accordingly with relevant parties as well as
being submitted to the PCIU and MoLSAMD. Thus, the monitoring system is in the process of being
established. On the other hand, as for evaluation, questionnaire sheets for course evaluation and trainer
evaluation have been prepared, and questionnaire surveys are being implemented at the time of thecompletion of the training course. By analyzing the results of these surveys, the appropriateness of the
training curricula and the details of instructions given by trainers are checked on a regular basis, aiming toprovide better training programs.
The results of such monitoring and evaluation are reviewed at VTC management workshops, while also
being evaluated annually, to identify problems and consider countermeasures.
As explained above, activities related to monitoring and evaluation are implemented appropriately andeffectively. It is judged that Output 4 is being achieved favorably.
3-1-2 Achievement of the Project Purpose and the Overall Goal
(1) Achievement of the Project Purpose
As mentioned in the preceding 3-1-1, the project is generally being implemented as planned. While there
are some points that require improvement/reinforcement in terms of the achievement of the Outputs, it isjudged that the project is being carried out smoothly on the whole. Up to now, the training has been provided
to 508 people (with the average completion rate of about 85%), and the average employment rate within threemonths after (or later) the completion of training in the first year of training has been 63%. These arefavorable figures considering the high unemployment rate of Afghanistan, and are also better than the cases of
supporting projects by other donor organizations. Because tasks related to the administration of these training

courses are being implemented by MoLSAMD personnel assigned to the Ministry, provincial offices and the
VTCs without significant delays, it is suggested that the Project Purpose of the establishment of center-based
vocational training system for vulnerable people by the MoLSAMD utilizing the VTCs is on course for being
achieved.
However, as mentioned in 3-1-1 above, there are some remaining issues for Outputs 1 and 3 that require
follow-ups or improvements in the future. In order to ensure the achievement of the Project Purpose, it isnecessary to reinforce approaches to address these issues. Specifically, the capacities and systems of
MoLSAMD are still rather insufficient in areas such as the standardization of the quality of trainers,
employment support, autonomous development/renewal of training curricula and teaching materials and thefinancial management of VTCs. Also, the official approval of the VTCs in the MoLSAMD organizational
chart, which was expressed by the MoLSAMD during this evaluation, requires further close watch in the
future so that the measure is taken as scheduled.
For reasons above, it is judged that necessary measures should be taken to address these issues and further
accumulation of skills/know-how in the MoLSAMD be attempted in the future in order to ensure theachievement of the Project Purpose.
(2) Achievement of the Overall Goal
As for the Overall Goal, all respondents of the interview survey to the training graduates gave “monthly
income increased” or “standard of living improved” as the effect of the training. They also answered that they
are “utilizing” the skills obtained through training at the VTCs. Therefore, even the provision of short-termand basic vocational training may contribute to securing a way to make an income for and improving thestandard of living of trainees. If training at the VTCs by the MoLSAMD is being continuously provided, it
can be evaluated that there is a possibility that the Overall Goal, namely “Vulnerable people acquire
vocational skills to get a job opportunity for better livelihood,” is being achieved.
On the other hand, there are some points to consider in the future, such as the fact that many of those whocompleted training responded that “skills and knowledge that were not taught in the VTCs are also required[in the worksite],” that more than one member of staff in charge of implementing or administrating thetraining gave “the difference in the number of those who complete the training and the number of jobs”(number of positions is fewer than the number of job applicants) and “insufficient employment support
services” as reasons for not being able to get a job. According to the results of these surveys, it is consideredthat it is important for the MoLSAMD to accurately understand the volatile needs of the labor market andreflect such needs to the selection of trades and curricula accordingly, as well as to implement active
employment support activities including cultivating new employers, in order to increase the possibility ofachieving the Overall Goal.
In addition, the securing of budget funds related to the continuous implementation of training programs
should be an issue after the completion of this cooperative project. Because the budget allocated directly fromthe government to the MoLSAMD is limited, it is planned to participate in the NSDP (National Skills
Development Program). In order to achieve this in a sustainable manner, it is essential to formulate training
proposals meeting a certain level and to ensure the quality of training by implementing appropriate

monitoring/evaluation, and the MoLSAMD is required to upgrade its knowledge and experiences related tothese issues in the future. Also, in order to continuously secure financial support not only from the NSDP but
also from other supporting programs and organizations, the Ministry should clarify its skill development
strategy. It is considered that ensuring the implementation of these measures should increase the possibility ofachieving the Overall Goal.
3-2 Summary of Evaluation Results
3-2-1 RelevanceIn the “Interim Afghanistan National Development Strategy: I-ANDS, (2006-2010),” the Afghan government
positioned socioeconomic development as one of the pillars of its development policy, and set capacity building
and security through the economic empowerment of socially vulnerable groups as sector goals aimed at poverty
reduction. This strategy identifies the mid- and long-term priority issue of supporting the reintegration ofsocially vulnerable people such as jobless youths, discharged soldiers and IDPs. In addition, Afghanistan
established the NSDP (2006-2021) involving eleven ministries including the MoLSAMD and the Ministry of
Education, under the objective of promoting socio-economic rehabilitation through the development ofvocational education and training (VET). Through this, the country is promoting the prioritized national
program of enhancing the standard of living of vulnerable people by providing opportunities for vocational
training to help meet the demands of the labor and business market.
This project sets socially vulnerable people as its beneficiaries and aims to improve their standard of living by
providing opportunities for vocational training. Therefore, it is consistent with the policies and needs ofAfghanistan as explained above.
Furthermore, this project is positioned as corresponding to the development issue of “expanding theopportunities and enhancing the qualities of education and skills development” under the prioritized area of“capacity development for mid- and long-term development” set forth in the JICA Country Program for
Afghanistan. Therefore, its priority in Japan’s aid policy is also high.
From the above reasons, it is evaluated that the relevance of this project is high.
3-2-2 EffectivenessAs also explained in 3-1-1 above, the MoLSAMD assigns necessary personnel to the Ministry, its provincial
offices and VTCs, and is implementing training administration tasks by exercising its autonomy at VTCs theyown. It is judged that the Outputs are generally being achieved smoothly. The interviews to the relevant partiesof the project show that the work experiences and know-how accumulated through such directly-managed
programs are effective for steadily improving the capacity of the MoLSAMD to manage training programs. As aresult, completion rates for training at the VTCs are currently favorable. 508 trainees completed the training,making the completion rate about 85%. The Project Purpose of the establishment of a center-based vocational
training system for vulnerable people by the MoLSAMD is expected to be on course for being achieved within
the scheduled period.
However, as already mentioned, there are also points considered to be strengthend in the future, such as thestandardization of the quality of trainers, employment support activities, development of curriculum/teachingmaterials and the financial management of VTCs. Particularly for the first two points, it should take a certain
amount of time to implement approaches that bring sufficient results.
For the reasons above, although the project is found to be effective, some additional approaches are necessary
in terms of the quality of trainers and employment support activities in order to ensure the achievement of the
Project Purpose.
3-2-3 Efficiency
As for human input, dispatch and assignment from the Japanese side (Japanese experts, lecturers from third
countries, VTC trainers, PCIU local staffs) and assignment by the MoLSAMD (staff in charge at the
MoLSAMD, PCIU, provincial offices, VTCs) have all been implemented according to the schedule, and most ofsuch personnel are actively participating in the project activities. Among them, people who received the TOT(training of trainers) in the First Stage of the project are employed as trainers for welding/sheet metal. There arealso personnel invited from the vocational training institutes of Malaysia and Iran (Malaysia CIAST, Iran
TVTO) to which JICA had provided assistance in the past as third-country lecturers. By effectively using theassets of past cooperative projects as such, the project realizes inputs suited to the conditions of Afghanistanwith fewer logistical efforts and costs. In addition, as the utilization of the outputs and resources from the First
Stage, there was also the reuse of curricula (for welding/sheet metal, with some parts updated in accordancewith the project), as well as the use of information on employers in employment support activities.
As for facilities and equipment, VTC facilities constructed by the Grassroots Grant Aid of Japanese embassy
and virtually all equipment procured in the First Stage are being utilized continuously, representing an effective
input using the existing resources. Also in terms of project costs, costs borne by the Japanese side (training
expenses, transportation fees of trainees and trainers, trainers’ salaries, etc.) and by MoLSAMD side (salaries of
personnel assigned to the Ministry, fixed assets tax and light, fuel and water expenses of facilities used, daily
allowances and travel expenses paid to MoLSAMD staff when holding workshops, etc.) are all distributed
without delay or excess/deficiency.
Furthermore, in this project, cooperation with the UNHCR, JICA-MRRD (Ministry of Rural Rehabilitation
and Development) joint project on supporting rural development (implemented at Bamyan), ESC (Employment
Service Center) and NGOs involved in vocational training (provide project information to get trainees
introduced, etc.) is also taking place, resulting in the effective/efficient identification of trainees who have astrong need for the training provided by this project.
As such, with inputs effectively utilizing existing resources available being implanted basically as planned,
the desired Outputs are being achieved in general. It can be judged that the project has been implemented
efficiently.
3-2-4 Impacts
Those who completed the training and started working in jobs consistent with the trade they were trained foraccount for about 70%. As mentioned above, according to the survey on the employment situation, theemployment rate three months after starting work is also as high as 63%. Thus, the outcome of the training isfavorable in general. Also, according to the results of on-site interviews with trainees, all the respondents

answered favorably to the questions about an increase in income and the improvement of standard of living
following the training. From these facts, it can be judged that the provision of center-based basic vocational
training over a short term by the MoLSAMD is effective in securing a way to make an income for andimproving the standard of living of socially vulnerable people. It is expected that the Overall Goal will beachieved by continuing the management system of the training that had been established in the project.
In order to achieve the Overall Goal, it is important to update training contents and strengthen employment
support activities to meet the needs of the labor market. Further establishment of the system and accumulationof know-how is desirable.
In addition, as a wider effect of the project, it is noteworthy that there were opinions such as “I gained
confidence with myself” or “I was able to find my raison d’etre in the community” from those who completed
training as a result of acquiring knowledge/skills, or consequently obtaining employment. These opinions showthat the acquisition of skills may not only bring economic benefits but may also have positive social/mental
effects, so this was a positive impact that was unexpected.
3-2-5 Sustainability
In terms of the policy/institutional aspect, the sustainability of the project is expected from the fact that
supporting socially vulnerable people is one of highly prioritized important issues for the Afghan government,
and that the future continuation of support to vulnerable people through vocational training projects by the
MoLSAMD is expressed at the higher level of the Ministry.
In terms of the organizational aspect, while the MoLSAMD assigns necessary personnel to the Ministry,
provincial offices and VTCs, there is a problem that the official position of nine VTCs within the MoLSAMD,
which serves as a premise for sustainable/stable assignment of personnel and allocation of budgets in the future,is yet to be defined. Approval in the organizational chart for FY2008 mentioned in this evaluation is much
awaited.
In terms of the financial aspect, securing financial resources for the implementation and management oftraining programs is an issue to be addressed by the MoLSAMD, which has large restrictions on budgets
secured on its own. As for FY2007/2008, funding from the NSDP has virtually been decided (currently at thestage of negotiating the contract). In order to further ensure the continuous participation in this scheme, it isnecessary to achieve steady results for the programs implemented in FY2008, and to formulate training
proposals for the following term based on such results. In the future, it is necessary for the MoLSAMD toacquire/accumulate know-how related to monitoring/evaluation in consistency with the requirements of the
NSDP and the formulation of training proposals. This may also be a technical issue to increase the sustainabilityof the project. In addition to this, in terms of technical aspects, issues such as improving the quality of trainers
and accumulating experience/know-how related to the follow-up activities for those who completed training
should be increasingly addressed.
For the above reasons, although a certain level of sustainability is expected, there are also some remaining
financial and technical issues. It is desirable to take additional measures to address these issues.
3-3 Factors promoting the production of effects

3-3-1 Factors pertaining to planning
One of the characteristics of this project is that the MoLSAMD is directly involved in the administration oftraining programs instead of assigning it to others. Consequently, the MoLSAMD staff`s knowledge/ability to
implement related tasks has been improved, as well as the establishment of organizational structure bepromoted, which contributed largely to the steady achievement of the Project Purpose.
3-3-2 Factors pertaining to the implementation process(1) Factors resulting in the smooth administration of training
Under this project, VTC management workshops are regularly held for the purpose of sharing
achievements of project activities, exchanging opinions on the progress of training or problems faced at eachsite, and providing technical guidance in terms of VTC administration. Through these measures, thepromotion of common understanding and smooth decision-making among the relevant parties of the projectis attempted. At the same time, the improvement of the autonomy and motivation of the MoLSAMD is being
promoted.
(2) Factors resulting in more efficient implementation of activities
Under this project, active cooperation with other donor organizations and projects is taking place. For
instance, trainee candidates were referred from the UNHCR, ESC, and JICA rural development support
project (in Bamyan) at the selection stage. Such cooperation facilitates access to target people for the
training of this project, such as returnees and IDPs, and contributes to increasing the efficiency of trainee
selection.
3-4 Factors inhibiting the production of effects
3-4-1 Factors pertaining to planning
No factors pertaining to planning that inhibited the production of effects were identified in particular.
3-4-2 Factors pertaining to the implementation process(1) While the training completion rate shows a high level of about 85% in average, there were some cases oftrainees leaving without completing the course for the reasons below.
(i) There were cases particularly seen among returnees where the trainee had economic difficulties living in
Afghanistan and returning to the countries they had been evacuated to before (Iran, Pakistan, etc.). There
were also some trainees who found jobs and withdrew from the training course from the necessity of
feeding their family.
(ii) Because the VTC is inside the city in Bamyan, it became increasingly difficult for some trainees wholive in rural areas to continue commuting to the center, especially in the severe winter weather, resulting
in withdrawal from the course. On the other hand, in the case of Mazari Sharif, the VTC was away fromthe center of the city and bus routes to the center were also limited. This forced trainees who live invillages far away to take a long walk to the center, and such a burden to commute affected the attendance
rate of the training to a certain extent.
(2) In Bamyan, market demand dropped significantly due to the bad weather during the winter season from2006 to 2007. Employment opportunities also showed a sharp decline accordingly, resulting in a
downturn of the employment rate of those who completed training.
3-5 Conclusion
Under this project, training was held for five trades in total, providing basic skills training to 508 sociallyvulnerable people (who completed the courses). In the process, the MoLSAMD accumulated experience andknow-how related to the implementation and administration of directly-managed training, and the system forcenter-based vocational training is in the process of being established. Those who completed training are
keeping their jobs at a rate as high as 63% on average, even in the severe employment situation of Afghanistan,suggesting that the basic skills training provided by the project is providing a way to make an income andbringing actual effects in terms of improving their standard of living. Also, the implementation of training is not
only bringing economic effects such as the improvement of standard of living, but is also having desirable socialand mental effects in terms of the confidence of trainees and their ties with the community. For these reasons, it
is evaluated that the project is achieving the desired effect and it is on course for achieving the Project Purpose.
However, as mentioned above, there are also problems, such as the standardization of the quality of trainers
and support for employment. In order to ensure the achievement of the Project Purpose, additional support toaddress these problems is necessary. Also, participating in the NSDP scheme is assumed to be the main measure
to secure funding for training after the cooperation period of this project. Formulation of a training plan andmonitoring in compliance with the procedure/level required by the NSDP scheme will be necessary. In order toimprove the sustainability of the project, it is considered important to aim for strengthening the ability of the
MoLSAMD related to these issues.
3-6 Recommendations (Specific measures, suggestions and advice related to the project)
3-6-1 Allocation of operation and maintenance cost
In order to sustain activities of VTCs, operation and maintenance cost of facilities and equipment should besecured by MoLSAMD.
3-6-2 Assignment of staff
Necessary number of staff should be continued to be assigned for the sound management of VTCs.
3-6-3 Official recognition of 9 VTCs
Since 9 VTCs were officially handed-over from the Government of Japan to MoLSAMD in 2006, these 9
VTCs should be recognized as official institutes in the year 2008 organization chart of the General Directorateof Skills Development, MoLSAMD.
3-6-4 MoLSAMD’s role in vocational training sector
As MoLSAMD has explained that the ministry plays a role as policy maker as well as training provider.
Medium and long term strategy of MoLSAMD is expected to be created for the effective implementation ofprograms.

3-6-5 Coordination within the vocational education and training sector
There are several stakeholders in the sector of vocational education and training. Further coordination andcollaboration within the sector is expected.
3-6-6 Collaboration with NSDP
The proposal for NSDP has been submitted and it is under contract negotiation at the moment. It is important
to utilize such funding resources and to establish capacity to formulate such proposals for ensuring thesustainability of the activities of VTCs.
3-6-7 Training aids
Training aids should be developed such as posters, models and so on, for more efficient and effective training.
3-6-8 Sufficient Analysis of Causes of Lower Completion and Employment Rates
In terms of completion and employment rates, the gap among trades and sites are found. It is recommended
for the project to analyze factors which have caused the lower completion and / or employment rates, so theproject would take some countermeasures for more effective and efficient program.
3-6-9 Capacity Development of Job Placement Officers
Job placement service is one of the MoLSAMD ̀s important tasks, and the capacity development of theofficers in charge is strongly needed. It would be a good measure for the project to learn other projects which
work in employment services.
3-6-10 Upgrading of Trainers
Technical and pedagogical skill of existing trainers is not enough at the moment. It affects the achievement
and employment of trainees. It is, therefore, recommended to up-grade the knowledge and skills of existing
trainers.
3-6-11 Extension of the project
In order to achieve the original project purpose and to ensure the sustainability of the project, one year
extension of the project period should be considered.
3-7 Lessons Learned
Lessons learned that should be made use of when implementing similar projects in the future are as follows.
3-7-1 Center-based training is advantageous in providing intensive and organized training by using machineryand equipment. On the other hand, compared to community-based training, center-based training has
disadvantage in approaching extremely vulnerable individuals in remote rural areas.

3-7-2 Setting low entry qualification of the course will lead to low possibility of employment. Therefore, it isnecessary to balance the entry qualification, target group and labor market.
3-7-3 Third country experts from Malaysia and Iran worked as very important human resources to improvetraining courses. Both experts are relating to JICA’s former cooperation in respective countries. Use of such
resources which has advantage in language and appropriate skill is very effective.
3-7-4 Supplemental training program such as business skills and literacy learning were effective to promote
employment and entrepreneurship.
3-8 Follow-up
Ex-post evaluation is scheduled to be held around three years after the completion of the project.