Kandahar Strategic Development Framework by Sasaki

Kandahar Strategic Development Framework

June 2020

Kandahar Strategic Development Framework

Acronyms AEIC AMA ARA AUWSSC DABS ESC ICE IDLG MAIL MoCI MoCIT MoE MoEc MoEW MoHRA MoI MoIC MoLSAMD MoMP MoPH MoRR MoTCA MRRD MUDL NEPA SDF WRA

Afghan Energy Information Center Afghanistan Microfinance Association Afghanistan Railway Authority Afghanistan Urban Water Supply and Sewerage Company Da Afghanistan Breshna Sherkat Energy Steering Committee Inter-ministerial Commission of Energy Independent Directorate of Local Governance Ministry of Agriculture, Irrigation and Livestock Ministry of Commerce and Industries Ministry of Communications and Information Technology Ministry of Education Ministry of Economy Ministry of Energy and Water Ministry of Hajj and Religious Affairs Ministry of Interior Ministry of Information and Culture Ministry of Labor, Social Affairs, and Martyrs and Disabled Ministry of Mines and Petroleum Ministry of Public Health Ministry of Refugees And Repatriation Ministry of Transport and Civil Aviation Ministry of Rural Rehabilitation and Development Ministry of Urban Development and Land National Environmental Protection Agency Strategic Development Framework Water Regulatory Authority

Kandahar Strategic Development Framework

Contents

Executive Summary I

Introduction

City Profile and Key Drivers

III

Framework 1 Urban Growth and Development Strategy for the 21st Century 2 Resilient Communities 3 Heritage, Cultural Landscape, and Tourism 4 Livelihoods and the Agricultural Economy 5 Inclusive Planning and Governance

Action Plan and Implementation

Urban Design and Development Toolkit

Capital Investment Plan Annex

VII

Appendix

Statement of Purpose Guidance from H.E. President Ashraf Ghani For centuries, Afghan cities were hubs of international commerce and culture. Today, Afghan cities are struggling to leverage economic and cultural assets to create prosperous cities and meet the basic needs of the country’s growing urban population. A strategic framework is needed to enable Municipalities to build towards the future, by strengthening value chains and building management capacity, while addressing immediate challenges that each Afghan city faces: informality and affordable housing, the preservation of cultural heritage, protecting water resources, and developing resilient infrastructure to reduce risk to environmental hazards. Furthermore, planners and policymakers must look beyond municipal boundaries and consider these provincial and regional centers as educational, transit, and regional hubs within a system of cities. Links between cities and rural areas must be strengthened, facilitating the flow of natural resources and rural commodities to cities for processing and production. Furthermore, we need to leverage the comparative advantages of Afghan cities to be competitive with cities beyond borders. These Strategic Development Frameworks must bridge national and local policies, coordinate regional investment in infrastructure, and facilitate regional and international exchange While the challenges that Afghan cities and regions face are many and complex, the Strategic Development Frameworks must be clear and concise, enabling transparent policymaking and prioritization. The Frameworks should articulate a clear vision for where and how each provincial capital city should grow and define the ‘rules of the game’ regarding investment and development in each city. While the Frameworks, as policy and planning documents, establish a roadmap for investment, they also aim to build the capacity of each Municipality, along with MUDL and key implementation partners. There is a sense of urgency. Municipalities, with the help of national administrations, must develop the means to generate revenues, establish clear lines of authority and accountability, and to coordinate across sectors and scales. Above all, the government must be accountable, articulate the rules of the game, and build the capacity to translate ideas into action.

Kandahar Strategic Development Framework

Executive Summary A Strategic Approach Kandahar has seen significant development in recent decades that has led to informality. Recent developments such as Aino Meena and master plans have been somewhat successful in directing development, but are still somewhat rigid and complex, making it challenging to keep up with the pace of change, particularly as investment around Kandahar grows. A strategic tool is needed to coordinate basic infrastructure with economic development while respecting the historic development of the city. The Strategic Development Framework (SDF) has been formulated to address these complex urban challenges. The SDF is an integrated urban management tools that: (a) synthesize national priorities and activities with local needs, (b) establish a broad direction and guidelines for urban development, and (c) identify key strategic investments for implementation. Stakeholder engagement was critical to the formulation of the SDF and consisted of household surveys, focus group discussions, key informant interviews, and city consultative workshops. The synthesis of engagement outputs, policy assessments, and critical spatial analysis were foundational inputs in the formulation of the SDF in addressing several key drivers of growth in Kandahar: »

Investment in regional integration, international trade, and connectivity

Management of water resources, mitigation of environmental risk, and building resilience

Capacity and coordination across local directorates and utilities for planning, implementation, and municipal revenue generation

Urban sprawl, informality, service delivery, and housing a growing population

Improving value chains and creating economic opportunities for youth, IDPs, and women

Preservation of heritage assets and promoting regional tourism

Overview of the Framework

Prevent Encroachment on Hillsides

Protect Agriculture Land

1 4

2 3

Protect Agriculture Land

Direction of Urban Expansion Urban Core Nodes Urban Periphery Nodes Industrial Nodes Development Prevention Major Regional Roads

Direction of Growth for the Next 20 Years Over the next 20 years, the population of Jalalabad is projected to grow by approximately 145%. While estimates of the existing population vary, the city should anticipate between 200,000 and 350,000 new residents by 2040. Accommodating this rapid growth will require a spatial strategy to inform planning and investment decisions. See urbanization diagram above. 1. Protect agricultural areas and hydrological systems in the south and west through consolidated development strategies to secure a sustainable water supply for Kandahar 2. Reinforce compact urban development towards the east and northeast building on the success of Aino Meena 3. Strengthen connections and catalyze urban development between Aino Meena, Dorahi, and Shorandam through economic and cultural investments along AH1 and A75 4. Reinforce secondary roadways through physical and social infrastructure investment for underserved neighborhoods to integrate new and old parts of the city 5. Reinforce connections and promote industrial investment along A75 toward the airport and Spin Buldak Executive Summary

The SDF has been structured through the identification of five critical themes, each of which host a select number of goals and strategic objectives. These are:

1 Urban Growth and Development Strategy for the 21st Century As Kandahar continues to expand, service delivery and economic development may become more difficult to manage. The city should strive to promote and reinforce compact urban growth to the east and northeast , around Aino Meena, Dorahi, and Shorandam. Neighborhood upgrading should be promoted in the Old City as well as in the north and west to ensure residents have access to basic infrastructure. The promotion of development and infrastructure investment along key urban spines should include amenities and commercial opportunities for mixed-income communities and drive private-sector investment. This critical theme has three goals: 1.1 Strengthen compact development and structure urban growth through corridors and nodes 1.2 Guide sustainable growth and foster neighborhood integration 1.3 Improve connectivity and mobility choices

2 Resilient Communities Despite incredible development over the past two decades, much of the population still lacks access to basic services. Improvements to basic infrastructure such as drinking water, wastewater, and solid waste management should be promoted to build overall resilience. Affordable housing should also be emphasized to support an influx of IDPs and other populations, particularly at the urban periphery, but also within newly developing areas like Aino Meena. The city should also look to implement landscape strategies and blue-green corridor linkages to mitigate flooding in key areas in the north as well as informal neighborhoods throughout the city to ensure all neighborhoods are livable and resilient. Likewise, improving the overall social and economic well-being of vulnerable populations, such as IDPs and women, is an imperative for a healthy society. More work can be done to improve women’s economic well-being, representation, and educational opportunities by establishing a women’s market and investing more in entrepreneurship programs for women. This critical theme has four goals: 2.1 Provide adequate urban services to all citizens 2.2 Invest in sustainable infrastructure and building urban resilience 2.3 Support inclusive social development for underserved populations 2.4 Improve access to affordable housing and community infrastructure

3 Heritage, Cultural Landscape, and Tourism Kandahar’s old city and the many heritage sites of the city are of great cultural relevance to Afghan history. The Arghandab region and the city’s iconic hillsides are characteristic of Kandahar. The city should preserve and improve built heritage assets and regional landscapes that can support an inclusive civic and cultural identity of the city and its citizens. Revitalization of heritage sites, preservation of the regional ecology, and promotion of recreation can help boost the tourism economy and improve livelihoods for residents. This critical theme has two goals: 3.1 Foster local identity through investment in culture and built heritage 3.2 Develop cultural and recreational landscapes

4 Livelihoods and the Agricultural Economy Kandahar is the key economic and trade hub of the south. Economic development should leverage the significant investment in trade infrastructure across the region, reinforce connections to Spin Buldak and regional trade networks in Pakistan. There is a major opportunity for the mining sector, but legal frameworks and investments in supportive infrastructure such as roads, power, and water supply are needed to unlock it. Improvements to the value chain should focus on higher education to train specialists in support of the extractive, agriculture, and manufacturing sectors. More investment is also needed in agricultural processing facilities, cold storage, and marketing for regional agricultural specialties such as grapes and raisins, pomegranates, apricots, and figs, and wool carpets. Investment should be made to support an agro-industrial hub that can boost international trade and improve domestic distribution capacities. This critical theme has four goals: 4.1 Strengthen regional logistics capacities and cross-border linkages 4.2 Facilitate economic diversification and develop the local labor market to support future economies 4.3 Strengthen the agricultural sector and develop sustainable value chains 4.4 Promote a sustainable extraction economy and develop mining related value chains 7

Kandahar Strategic Development Framework

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5.5

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Goal 3.1 Foster local identity through investment in culture and built heritage

Goal 3.2 Develop cultural and recreational landscapes

5 Inclusive Planning and Governance To address the critical challenges of economic development and urban management, Kandahar must continue to invest in building expert knowledge and capacities for planning and coordinated implementation. This is even more important as the new Municipal Law increases the mandate of the municipality across several sectors of service delivery and management. The municipality and its implementation partners should focus on promoting participatory approaches, particularly the involvement of gozars and CDCs in planning and implementation. This should also include improving women’s representation, enhancing tenure security and registration, addressing land conflicts, streamlining approvals processes, promoting regional cooperation in natural resource management, and strengthening frameworks for implementation coordination. The management of water resources will also be a crucial factor in Herat’s continued development, and institutions must be developed to protect and manage its use. This critical theme has five goals: 5.1 Strengthen trust in institutions and empower citizens 5.2 Leverage sustainable financial resources and improve municipal revenue generation 5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.4 Develop a sustainable framework for natural resource management in the region 5.5 Establish a SDF implementation framework Executive Summary

Action Plan and Investment Roadmap Translating these goals and subsequent strategic objectives into actionable steps, including projects and programs, is supported by an Action Plan. The associated Implementation Framework provides flexible communication and monitoring tools and benchmarks to support the implementation of a long-list of projects and programs that have been identified. These will be led and supported by a multiplicity of entities, including several key stakeholders: »

Kandahar Municipality and Provincial Government

Ministry of Urban Development and Land (MUDL)

Afghanistan Urban Water Supply and Sewerage Company (AUWSSC)

Da Afghanistan Breshna Sherkat (DABS)

Ministry of Agriculture, Irrigation and Livestock (MAIL)

Water Regulatory Authority (WRA)

To support the implementation of strategies identified in the SDF, a prioritization framework is used to evaluate key projects from the Action Plan to include as part of the Capital Investment Plan (CIP) Annex based on their potential social, economic and environmental impact. Projects are divided into two buckets: »

A 10-year Municipal CIP Annex contains prioritized catalytic projects that are within the jurisdiction of the municipality for implementation. This CIP Annex, is meant to build on projects identified by parallel initiatives, and serve as a foundation on which the municipality can develop and institutionalize a 10 year CIP and build capacity for medium- to long-term municipal budgeting. A select number of catalytic projects will then be funded by the World Bank Cities Investment Program.

A Strategic Investment Roadmap contains projects outside of the jurisdiction of the municipality but are critically important projects that address the priorities of the city and strategic goals of the SDF. These projects are largely within the jurisdiction of AUWSSC, DABS, and other entities. This document will assist the municipality and other entities within the SDF implementation committee to negotiate priorities and coordinate implementation.

High ranking projects have been assessed for implementation through the World Bank Cities Investment Program based on additional criteria such as: catalytic nature, support for rural-urban connectivity, gender equity, climate change and resilience, strategic balance, and investment viability. These include the following projects: »

Kandahar-Uruzgan Road Urban Corridor includes streetscape improvements, stormwater and green infrastructure, public spaces and transit investments that will catalyze private sector development.

A Women’s Center includes a park and community center that will focus on women’s empowerment and education to establish and strengthen economic links between markets, handicrafts, and rural products.

Dorahi Exchange Complex is an exchange market that will promote mixed-use development opportunities near the regional bus terminal.

Textile and Carpet Innovation Center will help to build capacity of rural supply chains and has the potential to strengthen Mirwais Meena as an urban and economic node that encourages development and private investment in the western part of Kandahar.

Restoration and Revitalization of Historic Core includes infrastructure upgrades, historic protection, and public space improvements that will generate broader, private investments in surrounding areas and support the local population.

For additional projects and programs identified in the SDF, Urban Design and Development Toolkits provide guidance for the development of cross-cutting strategies that address specific issues of urbanization in Afghanistan. The toolkits are organized into four broad categories:

Urban Growth Management addresses a range of contexts, from high-density urban development around corridors, to managing the gradual transition of land from agricultural to urban uses in ecologically sensitive areas.

Landscape Ecology covers four strategies that address ecological systems at a variety of scales: from regional conservation to site-scale urban interventions

Social Equity and Cultural Heritage focuses on inclusive social development and the preservation of cultural heritage sites.

Economic Development focuses on agricultural value chains, but also includes resources on management and vocational training that will be broadly applicable to secondary and tertiary economic sectors.

Kandahar Strategic Development Framework

INTRODUCTION

Background Afghan Cities are characterized by rapid urbanization and strong rural connections Cities in Afghanistan are growing at significant rates with city populations expected to double over the next 20 years. This growth has generally improved the quality of life of many residents; however, it is increasingly common for cities to struggle to provide services such as drinking water, sanitation, electricity, education and others, while also trying to manage unplanned urban expansion. Management of this growth is complicated by competing pressures to address economic and social development needs across agriculture, industry, commerce, as well as urban and rural settlements alike. SDFs provide flexible strategies to guide and manage rapid growth, even when information about the exact rate or magnitude of that growth is unavailable. Managing increasingly “urban” areas is also complicated by the fact that major Afghan cities are intimately linked to their rural peripheries. This “artificial” binary precluded the complex interrelationships between cities and their peripheral areas. The urbanrural dichotomy is further called into question by the UN in a report on the New Urban Agenda as it states that overcoming the urban-rural dichotomy is “a precondition for the achievement of many of the Sustainable Development Goals” that Afghanistan’s Urban Policy Framework has built upon the foundation of.

There is a need for strategic planning tools to address complex urban challenges Up to now, the national government has addressed the rapidly urbanizing context through a series of policies and programs aimed at providing services at the local level while improving governance and planning functions of the municipalities. A new Municipal Law will introduce additional planning instruments and guidelines alongside statutory planning tools, as well as additional responsibilities that Municipalities will need to build capacity for. Traditional spatial planning instruments such as master plans are also changing. The National Urban Policy has noted that master planning has become too rigid and complex to address changing circumstances and the pace of urbanization. Under the proposed changes to the Urban Development Law, it is likely that spatial planning will move away from the rigidity of land use planning in favor of new instruments to manage urbanization and expansion. Strategic tools are needed to quickly address the challenges and opportunities available in the city, particularly to help manage rapid unplanned urban development at the periphery of cities and facilitate coordination between service providers in a flexible way.

The SDF at a Glance The Strategic Development Framework (SDF) is a strategic urban management tool that establishes a broad direction for future development. It focuses on a few key priorities with consideration towards implementation capacity and timeline. The SDF builds on recently completed Strategic Municipal Action Plans (SMAPs) and associated Strategic Nahia Action Plans (SNAPs) that have been developed through a local consultationdriven process to identify short-term service needs across each city. The SDF looks at the medium- (5-10 years) to long-term (10-25 years) time horizon to provide municipalities with a future vision from which to coordinate the various activities of ministries and directorates at multiple scales. The SDF includes strategies to enable and empower local communities in their own planning efforts while drawing on national-level policies and strategies. Through the identification of strategic investments, the SDF also coordinates infrastructure planning with relevant national infrastructure utilities and agencies such as DABS, AUWSSC, MOEW, MOPW, and others.

Introduction

I.3

SDFs are defined by the policy and planning context Key Policies and Programs The SDF formulation process included a review of key national-level programs and policies that inform urban development: »

Afghanistan National Peace and Development Framework (ANPDF) 2017-2021

Urban National Priority Program (U-NPP) 2016-2025

First National Urban Policy of 2019-2021

Citizen’s Charter (2016-2026)

National Urban Development and Housing Law

Municipal Law

Subnational Governance Policy (2010 version and 2017 Draft)

as well as other Urban and Municipal Policies

As part of the UDSP program, the SDF formulation included a review of several key studies and associated reports: »

Municipal Financial Assessment

Urban Planning Functional Review

Housing Supply and Demand Assessment

National Sectoral Plans In the future, the SDF planning process will be informed by regional planning. However, in the current context, regional plans have not been developed comprehensively. Therefore, the SDF must draw on national sectoral plans developed by and across ministries to coordinate investment and other activities within the authority of ministerial departments and other directorates.

Relevant National Sectoral Plans Sector

Plan

Ministries Concerned

Date of Report

Key National Plans

Sector

Plan

Ministries Concerned

Date of Report

Other National Plans

Infrastructure

National Infrastructure Plan 2017-2021

Multiple

2016

Transportation

National Railway Plan

ARA

2018

Transportation

Transport Sector Master Plan 20172036

MoPW, MoTCA, MRRD

Transportation

National Rural Access Program

ICT

Information and Communications Technology Sector Plans

Urban Development

Equity/Human Resources

National Education Strategic Plan 2017-2020

MoE, MoHE

2017

Equity/Human Resources

Higher Education Development Project 2016-2020

MoHE

2016

MRRD, MoPW

MoE, MoLSAMD, MoWA

2019

Equity/Human Resources

National TVET Strategy 2019-2024

MoCIT

2016

Human Capital National Priority Program

2018

MUDL

Equity/Human Resources

MoF

Urban National Priority Program

MoMP

2019

Women's Economic Empowerment National Priority Program

2016

Mining Sector Roadmap

Equity/Human Resources

MoWA

Extractive Water, Agriculture

National Irrigation Plan/Water Sector Plans

MAIL

Health

National Health Strategy 2016-2020

MoPH

2016

Governance

MRRD, IDLG

2016

Agriculture

National Comprehensive Agriculture Development Priority Program 20162021

MAIL

2016

Citizen's Charter National Priority Program

Governance

National Justice and Judicial Reform Plan

2016

Environment

National Biodiversity Strategy and Action Plan 2014-2017

NEPA

2014

Governance

Effective Governance National Priority Program 2019-2024

2018

Environment

Afghanistan's Climate Change Strategy and Action Plan

NEPA

Economy

Private Sector Development National Priority Program 2018-2023

2018

Risk

Afghanistan Strategic National Action Plan for Disaster Risk Reduction

NDMA

2011

Extractive

Extractive Industries National Priority Program 2017-2021

MoMP

2017

Trade

National Export Strategy

MoCI

2018

Energy

Islamic Republic of Afghanistan: Power Sector Master Plan (ADB)

MEW

2010

Energy

Afghanistan Renewable Energy Development Issues and Options (World Bank)

MEW, DABS

2018

Environment

Post-conflict Environmental Assessment (UNEP)

2003

I.4

Kandahar Strategic Development Framework

Spatial Planning Context and Relationship to Other Plans The review of materials also included the Strategic Municipal Action Plan, Priority Project list, and relevant Master Plans. These ongoing or recently completed planning projects are part of a developing framework for spatial planning at various levels of governance. The SDF fits within a larger context of planning that spans multiple scales and levels of detail. Compared to statutory plans, the SDF is high-level in nature. They inform future planning processes that provide detail that is aligned with regulatory and other implementation requirements. In Afghanistan, the SDF draws from both national level plans and builds on the foundation of SMAPs. The SDF will then inform more detailed urban design frameworks where regulatory information can provide detailed guidance to key implementation agents. See the table below for a comparison of statutory plans, strategic plans, and the associated time horizons.

Key Scales of Planning Level

Plan Type

Review Timeframe

Planning Time Horizon

Nation

National Spatial Plan and Sectoral Plans

10 years

Medium to Long (5 -20 years)

Region

Regional Spatial Plan

5 years

City Region

Strategic Development Frameworks

5 years

Strategic Municipal Action Plans

N/A

Zoning and Land Use Plans

10+ years

Detail Plans

As needed

Municipal Neighborhood

Short to Long (1 -20 years) Short (1-5 years)

Levels of Governance Involved in Spatial Planning A Nation National Administration The national scale frames relationships of cities with national priorities within a legal and political system. National priorities may be exercised through the municipal system. Considerations of cross-boundary relationships are also important to understand the key international networks that each city has within the wider landscape and the political and economic relationships that may govern them.

B Regional Development Authority State Organizational Unit and State-Owned Corporation B

Currently, Afghanistan is divided up into several regions for the purposes of security and rule of law. In the future, Regional Development Authorities (RDAs) are intended to operate as State-Owned Corporations to plan and implement regional projects and effectively coordinate between national, provincial, and municipal governments.

C Province Administrative Division C

Since each of the five cities within this study are provincial capital cities (PCCs), the province as a political boundary is important to consider when approaching the role each PCC plays within it.

D District or Municipality (Sharwali) Administrative Division D

Districts are sub-administrative units governed by the provincial administration. Municipalities operate semi-autonomously within a province but are under the direct authority of the IDLG.

Introduction

I.5

Structure and Approach Process and Contents Project Inception

Establish advisory group and identify stakeholders Establish project team and develop work plan

Data Collection and Consultation

Synthesis

SDF Formulation and Refinement

Capital Investment Planning

Conduct household Surveys and key informant interviews

Synthesize issues and opportunities and confirm key drivers of growth

Conduct spatial analysis and determine appropriate directions for growth

Identify critical investments through prioritization framework

Conduct stakeholder consultative workshops and SWOT analysis

Identify critical themes and core goals

Formulate framework for goals, strategic objectives, projects and programs

Develop high-level technical proposals

Collect & validate spatial & quantitative data

Identify broad strategies to address key drivers

Develop action plan and implementation framework

Review legal, policy, and planning documents

The SDF is composed of a collection of components that have specific functions within the planning and implementation process: Section

Description of Components

2 City Profile and Key Drivers

The city profile provides a baseline assessment of the city’s planning and regional context Key drivers of urban growth are identified as a foundation for goal-setting

3 Framework

Critical Themes organize the document along key components of a future vision for the city Goals are established to measure progress over time according to the strategic vision established by the critical themes Key Indicators provide a metric to measure progress of goal achievement over time Strategic objectives translate goals into actionable steps and identify specific projects, programs, and policy guidelines to achieve them

4 Action Plan and Implementation

Provides a flexible structure for implementation of the plan by breaking down objectives into even more specific actionable steps that can be assigned to responsible implementers

5 Toolkits

Best practices and guidance has been provided for a range of selected strategies to aid in the feasibility planning and implementation

I.6

Kandahar Strategic Development Framework

Collaborative and Evidence-based

(Top) Goal setting at the city consultative workshop. Source: Utopians Planners.

The quality of information is key to a plan’s success. Information and input was gathered from a number of sources involving spatial data, assessments and other key documents, but most importantly stakeholder engagement. Stakeholder engagement was critical to the formulation of the SDF and consisted of household surveys, focus group discussions, many key informant interviews, and a city consultative workshop. Consultation activities were composed of decision makers in local and national government as well as implementation partners from civil society and multilateral organizations to inform the development of appropriate strategies and projects.

Surveys and Focus Group Discussions The quantitative household surveys covered over 800 households across the city and included proportional sampling to reflect the core population within the municipality’s boundaries, as well as IDPs and residents of adjacent townships. The surveys covered a broad range of topics and collected a statistically valid database of metrics disaggregated by gender. Additionally, approximately eight Focus Group Discussions (FGDs) were held across the city covering key subject areas.

Key Informant Interviews Approximately 250 Key Informant Interviews were conducted that included video interviews with high level officials from each provincial capital and from national-level ministries. In addition to providing valuable information about the perspectives of key decision makers, these interviews served as an introduction to the project team and should encourage further collaboration over the course of the SDF formulation.

City Consultative Workshop A full-day stakeholder workshop was held in each city with 20 to 30 key stakeholders and potential implementation partners from the Municipality and provincial districts of relevant ministries. Stakeholders participated in a SWOT exercise and identified Introduction

I.7

preliminary key drivers and critical themes. Stakeholders were then asked to prioritize goals, actions, and potential commitments for implementation. At the conclusion of each workshop, an open house presentation and visioning session was held, to include a larger group of community leaders and civil society stakeholders. The results of this workshop were then used as the foundation for developing the thematic framework for goals and objectives within the SDF.

Analysis and Formulation Diagnostic Assessment A diagnostic was conducted to identify the strengths and challenges of local government and assess the capacity to implement capital projects and provide municipal services. This was based on baseline data gathering and an assessment that included an outreach process in each city. The diagnostic includes an assessment of municipal finances and a municipal services gap assessment. Once data collection, assessments, and consultation has been completed, a synthesis of the inputs was conducted. This included an overlay of the opportunities and challenges experienced by community leaders and local government with an understanding of regional social, economic, and environmental systems. This resulted in the validation of 4 to 5 critical themes and ensured that the improvements proposed in each SDF directly address the findings from the baseline conditions and diagnostic assessments.

Spatial Analysis Taking the synthesis and data obtained in the previous phases, a spatial analysis was conducted to establish a spatial framework to situate the development of strategies across the city. This task involves an assessment of the key spatial challenges and opportunities present in the city and conducting an overlay analysis to understand

I.8

Kandahar Strategic Development Framework

(Top) Validation workshop in Istanbul. Source: Sasaki.

areas of ecological sensitivity and risk. Scenarios of urban expansion were also developed to understand urban expansion pressures as the population grows. This allows for a comparison of the “business-as-usual” strategy without significant planning intervention to control unplanned growth to a scenario where urban strategies and growth controls were put in place.

Establishing Goal and Objectives A series of goals and objectives were identified to link national priorities with local needs. Drawing from the consultative workshops and synthesis, these goals and objectives form a framework for the identification of key projects, programs, and policy guidelines to address key challenges and opportunities for city development. An action plan was developed based on these objectives to translate them into actionable items for implementation.

Implementation and Next Steps Capital Investment Planning The SDF will play a significant role in providing a coordinating framework across a range of urban development actors. Chiefly among these will be the municipality who will implement projects through a CIP development process. A CIP annex is developed to provide a list of prioritized projects within an expanded CIP scope to align funding programs with the development of medium and long-range capital investment planning capacities within the municipality. There are two prioritized lists developed: »

Municipal CIP projects are within the jurisdiction and responsibility of the municipality for implementation.

SDF roadmap projects have also been identified as priorities for other entities involved in urban development and service delivery such as DABS, AUWSSC, MUDL, MAIL, and others.

Monitoring and Evaluation Monitoring and evaluation provides governments, managers, and citizens an understanding of the successes and failures of a given process so improvements may be made in the future. Following the plan formulation and approval process, ongoing monitoring and evaluation will help to keep plan implementation on track and modify the plan where needed as challenges arise. This process will be established following the approval of the SDF.

Amendment and Renewal The SDF is not a static document. While it provides short to long-range priorities, it must be flexible enough to accommodate change. An amendment process will be established following the approval and will be an integral part of planning and implementation framework. Renewal will also be an essential part of the planning process over time, allowing the SDF to be fully re-evaluated according to what has been accomplished. Every 5 years, the SDF will be evaluated and re-formulated to accommodate changing circumstances that amendments are unable to address.

Introduction

I.9

CITY PROFILE & KEY DRIVERS

II.2

Kandahar Strategic Development Framework

Introduction and Key Drivers

II.3

Strategic Planning in the City Region Kandahar City Profile Kandahar is at a key crossroads connecting the east and west of the country and the crossing into Pakistan and abroad. Lashkar Gah is an important agricultural hub to the west, while Spin Buldak, a major town located at the crossing with Pakistan connects the interior of Afghanistan to markets in Pakistan. Kandahar is situated along the national ring road that connects several urban centers together. Kandahar is also situated along the confluence of several tributaries that feed into the Arghandab River just north of the Registan Desert. These rivers support a large agricultural plain. Kandahar plays a key role as a central market for the region and provides services to the population much beyond its borders. Its population has been growing significantly in the last few decades as IDPs, returnees, and migrants seek safety and economic opportunity. This has placed strains on Kandahar and the region to accommodate a rapidly growing population and significant informal, unplanned growth at the periphery. Addressing the city and region’s challenges will be key for continued prosperity and balanced development throughout the region.

Kanda h

Arghandab River

City Region Context Source: UN Habitat 2015, FAO 2015

0 II.4

Kandahar Strategic Development Framework

8 km

ar-Hera

t Hwy

n Ka Arghandab

a ah

r-G

i zn

Kandahar

Zerai Ta

c rna

Riv

Panjwai

Arg

ta his

ive

Dor er

i Riv

A7 5

National Boundary

Agricultural Areas

District Boundary

Forested Land

Municipal Boundary

Urban Areas

Nahia Boundary

Water (Floodplain)

UZB TJ K

TKM

Roads City Region Area

PA K

(Right) Kandahar province political geography

Kandahar

Introduction and Key Drivers

II.5

City Planning History Kandahar City Profile Leveraging the Master Plan Kandahar has a legacy of master planning dating back to the 1970s with a plan created by the Government of Afghanistan. The initial plan encompasses the core of the city and several districts around it. To address significant urban expansion and population growth, the master plan was updated in 2012 with added area specified in Aino Mina to the northeast. A 2019 proposal further expands the planned area to define areas near Ahmad Shah Baba International Airport. The SDF does not replace the recent master plan, but builds on these master plans and responds to shifts in growth and changing circumstances related to investment. (Left) 1970s Master Plan of Kandahar City. Source: Ministry of Urban Development and Land.

(Left) 2012 Kandahar City Master Plan, Ministry of Urban Development and Housing. Source: MUDL.

MUDL Proposed Master Plan Kandahar Source: MUDL 2019

0 II.6

Kandahar Strategic Development Framework

2 km

Aino Mina has provided a framework for controlled urban expansion

Significant areas have been identified for mixed-use settlement in the south towards Spin Buldak

Introduction and Key Drivers

II.7

Urban Growth Trends Kandahar City Profile Arghandab

Recent Urban Growth Trends Kandahar has experienced significant unplanned urban expansion to the north of the urban core since the 1990s. Recent urban development has been mostly concentrated within the township of Aino Mina, resulting in some success in the control of informal urban growth. The map on the right illustrates recent urban expansion between 2014 and 2018.

Expected Population Growth within Current Boundaries 1.4 M 1.2 M 1.0 M

950,000

0.8 M

950,000

616,000

0.6 M

587,000

0.4 M 0.2 M 0

Zerai 2015

2020

2030

2040

*Based on UN Atlas of Afghan City Regions (AACR) and CSO population growth estimates:

2050

AACR annual growth rate: 2.22% CSO annual growth rate: 2.63%

n Ka

Historic Urban Expansion

1984

1994

ha Arg

2004

Much of Jalalabad’s development was contained within its historic core, situated to the south of Kabul River. It was guided by the 1970s master plan of Jalalabad, where civic amenities were established in North along the southern banks of Kabul River. The 1980s saw significant expansion, but the northern edge of the city was still largely contained by the Kabul River..

1994

Further expansion beyond the historic core carried on from the 1980s through the 1990s.

2004

Significant planned and unplanned developments emerged in all directions, with settlements beyond Kabul River in the north and to the south of the bypass road, with development around present-day Nangarhar University

2014

The city grew considerably from early 2000s to 2014. Expansion was primarily driven by new settlements the the south and west of the city.

2018

Jalalabad continued to expand rapidly between 2014 and 2018. Numerous IDP camps and housing settlements emerged during the past decade, owing to increased influx of refugees and returnees into the country.

nda

r ive bR

Panjwai

Urban Expansion 2014-2018 Source: FAO Land Cover Database 2015, UN Habitat Land Use Data 2015, Maxar 2018

0 Kandahar Strategic Development Framework

-H

2014

1984

II.8

h da

at er

2 km

wy nH iya am r-B ha da Ka n

Kandahar

Daman

D12 D11 D9 Aino Mina

D13 Dand

D14

D8 D1

D10 Kandahar-Ghazni Hwy

D2 D3

D15

rn Ta

d Ro

Riv

5 A7

Ka n d a h a r

District Boundary

Agricultural Areas

Municipal Boundary

Forested Areas

Nahia Boundary

Built-up Areas 2014

Gozar Boundary

Built-up Area Increase by 2018

Roads

Kandahar

Plotted Areas (2018) Water (Floodplain)

(Right) Urban land cover in Kandahar province. Introduction and Key Drivers

II.9

Regional Infrastructure and Trade Network Regional Dynamics and Planning Context Regional Trade and Commerce The planned TAPI Route will bring a power and pipeline corridor through Kandahar and pave way for greater exchange between Turkmenistan, Afghanistan, and Pakistan. There are als proposed corridor connections to the China-Pakistan Economic Corridor (CPEC) which includes a collection of infrastructure investments such as transportation networks, energy projects, and special economic zones and strengthening of existing connections to ports in Gwadar and Karachi, Pakistan.

Transportation Key transportation infrastructure corridors within ADB’s CAREC program will bring road projects and other investments through CAREC corridors connecting Kandahar to the greater region. There is also a proposal to establish a multimodal hub in Kandahar connecting the proposed rail network with a regional bus system. Local stations will connect Kandahar to settlements along the proposed rail corridor.

Relevant National Sectoral Plans » National Infrastructure Plan 2017-2021 (MoCI)

Relevant National Sectoral Plans » National Infrastructure Plan 2017-2021 (MoPW, MoCI) » Transport Sector Master Plan 20172036 (MoPW, MoTCA, MRRD) » National Railway Plan (ARA)

There are proposed improvements to be made to crossing points and dry ports/logistics centers through a potential PPP framework. A rail corridor will link Kandahar to Kabul and then to the India-Iran-Afghanistan corridor through the border crossing at Zaranj into Iran that will connect to the port at Chabahar. A proposed rail connection from Kandahar and proposed national railway ring to the crossing at Spin Buldak will connect to the existing railway to Quetta and nearby Bostan Industrial Zone.

Energy Exiting domestic power sources include nearby diesel plants, solar power plants, and hydro power plants. The planned TAPI corridor will bring a 500 kV transmission line and substations into Afghanistan through a connection between Turkmenistan to Pakistan through Herat and Kandahar. The national grid proposals include new transmission lines, substations, distribution systems that will connect the Northeast Power System and Southeast Power System, and new domestic power plants with an emphasis on renewable energy production. The government has set a target to supply ten percent of forecast electricity demand (350-500 MW) through renewable energy by 2032.

Relevant National Sectoral Plans » National Infrastructure Plan 2017-2021 (DABS, MEW, MMP) » Afghanistan Renewable Energy Development Issues and Options

Existing hydropower includes Kajaki HPP (~33 MW). Kandahar solar power plant (10 MW), and Barakat Kandahar solar power plant (15 MW) supply power from nearby. Proposed plan to create a hydro power plant near Dahla dam. Other forms of renewable energy generation potential but remaining feasibility assessments need to be done.

Information and Communications (ICT) The Digital CASA project, funded by the World Bank, will build a regionally integrated digital infrastructure (fiber optic cable) to create an enabling environment for investment and growth. The backbone infrastructure connecting a ring of cities in Afghanistan has been established and the network will be complete by 2023. The planned TAPI corridor will also include a fiber optic cable that will connect Turkmenistan, Afghanistan, Pakistan and India. This will connect to a larger network through TASEM project that will be connected under the Caspian Sea to the port of Baku and then to Italy. II.10

Kandahar Strategic Development Framework

Relevant National Sectoral Plans » National Infrastructure Plan 2017-2021 (MoCIT)

Pol-e-Alam Niji Ghazni

r-H

er at

Tarinkot

Boost IP (Inactive)

-K an

Shahran

Farah

Ka b

Ka n

Gardez

Shor Andam IP

Qalat

Kandahar

Kandahar IP3 Lashkar Gah

Spin Buldak

TAP/TAPI Route

Zaranj

Bostan Industrial Zone

Quetta PA K I S TA N

Trading figures in 2011 (GoIRA 2015) with Pakistan: $2.3B USD

Regional Trade Infrastructure

Multimodal Hub

Dry Port

Major Highways

Major City Station

Primary Roads

Source: AIMS 2019, GoIRA 2015, ARA 2018

Railway Station/ Junction

Inactive Industrial Zone Active Industrial Zone

Existing Pipeline

Existing Rail

100 km

Planned Rail Custom Station

Belt and Road

Lapis Lazuli Route

KZN

City/Town

TKM

PRC

TJ K

TAT Route

IRN CPEC Route

FNRC Line TAP/TAPI Route

PA K

Chabahar Route

Airport/Airfield

Proposed Pipeline Estimated 8-hour Drive

Population*

Type**

Kandahar

620,000

Regional Hub

Lashkar Gah

275,000

Trading and Transit Hub

Ghazni

140,000

Trading and Transit Hub

Zaranj

230,000

Trading and Transit Hub, Port

200,000

Port

1,001,000

Regional Hub

Major Provincial Hubs

K YG

UZB

Planned Industrial Zone

Secondary Roads

IND CAREC Routes

Dryport Towns Spin Buldak

Other Trade Hubs Quetta, Pakistan

*Population estimates for Afghan cities based on dwelling units and average household size.

International Trade Context

**Afghan city types based on GoIRA State of Afghan Cities 2015, provincial capital city typologies.

Source: AIMS/OSM 2019, ADB 2017 Introduction and Key Drivers

II.11

Regional Economic Resources and Urban Development Regional Dynamics and Planning Context Agriculture

Relevant National Sectoral Plans

Kandahar province consists of predominantly flat and arid landscapes. The province maintains irrigated agriculture along the Arghandab, the Tarnak and the Arghistan River, tributaries to the Hemland River. Agricultural production, sustained by Karezes irrigation systems (60 to 70 percent of the irrigated agriculture), is differentiated by field crops and orchards. 61 percent of all crop production is connected to fruits.

» National Infrastructure Plan 2017-2021 (MAIL)

» National Comprehensive Agriculture Development Priority Program 20162021 (MAIL)

» Provincial Economic Profile (MoEc)

Kandahar province grows the following cereal crops: wheat, maize, gram; horticultural crops: pomegranate, grapes, apricot, melon, dates; cash crops: cotton, tobacco; raises the following livestock: sheep; and exports the following ag-livestock products: raisins, pomegranates, dates, dried apricot, carpets. Among these, the most strategic agricultural value chains for Kandahar are pomegranates, raisins, apricots, and wool.

Extractive The largest lead/zinc deposits exist in Kandahar province, which contains 90,000 MTs. Areas of interest include the Kundalan copper and gold area, Bakhud fluorite area, and the Zarkahan copper and gold area. Smaller undiscovered hydrocarbon assets in the Helmand Basin are likely. The research should be conducted to understand the resource estimate. Bakhud fluorite, located in northern Kandahar, is the main fluorite district in Afghanistan. There are also major deposits of copper and gold in the Kundalan area, composed of three groups: the Kundalan, Kaptarghor, and Surkh-i-Shela copper-gold deposits.

Urban Development MUDL has prioritized housing projects in major cities including Kandahar. Planning and development support for service delivery will take place through a variety of programs including the current Urban Development Support Program through which the Strategic Development Framework will be developed.

II.12

Kandahar Strategic Development Framework

Relevant National Sectoral Plans » National Infrastructure Plan 2017-2021 (MoMP) » Mining Sector Roadmap (MoMP)

Relevant National Sectoral Plans » National Infrastructure Plan 2017-2021 (MUDL) » Urban National Priority Program (MUDL) » National Housing Program

Kandahar

PA K I S TA N

Regional Agricultural Resources

Water Body Irrigated Agriculture

Source: FAO 2015, OSM 2018

Rainfed Agriculture Rangeland

100 km

Urban Areas

N UZB

TKM

TJ K

A B

D IRN

PA K

Agriculture Warehousing Area

National Boundary

Active Industrial Zone

Roads

Planned Industrial Zone

Provincial Boundary Planned Railway Network

Geologic District

Identified Sources

Afghan-Tajik Basin

Copper, strontium, mercury, lead

Karakum Basin

Copper, gold, iron, molybdenum, zinc

Balkhab

Copper

Tirpul Basin

Tungsten, copper, lead, tin, zinc, gold

Central Mineral District

Mercury, copper, lithium, tantalum, tungsten, tin, copper, lead, zinc, fluorite, gold, iron, mercury, chromium, stones, asbestos, cesium,

Helmand Basin

Uranium, rate earths, phosphorus, copper, tin

Kundar Urgan Basin

Mercury, chromium, lead, zinc

E G

Kandahar IND

Mineral Districts Source: USGS 2016 Introduction and Key Drivers

II.13

Regional Environment and Natural Resources Regional Dynamics and Planning Context Water

Relevant National Sectoral Plans

Proposed projects for water resource management in Kandahar province and rivers upstream of Kandahar include Dahla dam rehabilitation, Zarda Alo dam, Bayazit Khail dam, Lorah dam, and Kandahar irrigation schemes.

» Urban National Priority Program (MUDL)

» National Infrastructure Plan 2017-2021 (MUDL) » National Housing Program

Sub-basins have been identified for strategic basin planning to manage Kandahar’s water resources for urban, agriculture, and mining demands. These include Upper Arghandab, Tarnak Rod, Lower Arghandab, Sardih wa Ghazni Rod, and Arghistan Rod. The National Irrigation Program (MAIL) will invest in irrigation improvements across the region, and a new Water Policy will likely change how water resources are managed at a regional scale.

Natural Resources

Relevant National Sectoral Plans

Kandahar and its strategic sub-basin group (Arghandab-Tarnak-Arghistan Rod) have the following eco-regions: Registan-North Pakistan Sandy Desert, Central Afghan Mountains Xeric Woodlands and, Ghorat-Hazarajat Alpine Meadow (target ecoregion for protection). There is a proposed protected area of the Registan Desert Reserve south of Kandahar.

» Identifying Priority Zones for a Protected Area Network in Afghanistan (WCS, NEPA)

Environmental Risk Kandahar province faces high drought risk (with high social and GDP impact), low flood risk, earthquake risk (with moderate social impact and GDP impact), and low landslide risk. Between 1-1.5 million people are exposed to drought risk in Nangarhar province and potential agricultural losses from drought are less than $300-400M USD. Critical assets exposed to earthquake risk in Kandahar province include Roads (1-85%), Healthcare (90-95%), and Education (60-80%).

II.14

Kandahar Strategic Development Framework

» National Biodiversity Strategy and Action Plan 2014-2017 (NEPA)

» Post-conflict Environmental Assessment Relevant National Sectoral Plans » Afghanistan Strategic National Action Plan for Disaster Risk Reduction (NDMA) » Afghanistan Multi-hazard Risk Assessment (World Bank, GFDRR)

Kajaki Dam Dahla Dam

gh Ar

Lashkar Gah

R ab

r Ta

r ive

c na

g Ar

an st hi

r ve

Kandahar Watershed to Kandahar

PA K I S TA N

Harirod-Murghan Basin Hydrology Context

Water Body Agriculture Area

Source: USGS 2006, Favre and Golam 2004

Forest Area Rangeland Area

100 km

TKM

Urban Area

Potential Aquifer Recharge Area Key Watershed Boundary Major Water Basin Boundary

Alluvium Geology

UZB

Major International Water Basin Boundary Sub-basin Boundary Non-drainage Areas Existing Dam Potential Small Dam

Ecoregions Around Herat

TJ K

Desert and Semidesert Biome

Badghyz and Karabil Semi-Desert

Open Woodlands

Central Afghan Mountains Xeric Woodlands

Central Persian Desert Basins

Paropamisus Xeric Woodlands

IRN Alpine and Subalpine Biome

Ghorat-Hazarajat Alpine Meadow

PA K Kandahar IND

National Ecoregions Context Source: WWF Olsen et al. 2001; WCS, BSP/NEPA 2009 Introduction and Key Drivers

II.15

Kandahar Urban Edges Source: Digital Globe Satellite Imagery 2019

II.16

Kandahar Strategic Development Framework

Introduction and Key Drivers

II.17

Key Drivers of Growth What are key drivers of growth? Key drivers describe the physical, social, economic, and ecological forces that currently shape each city and that will affect its future growth trajectory. For the purposes of the SDF, key drivers are the most significant factors that affect a city’s ability to achieve its strategic goals. Key drivers have been identified through a process of (1) data and spatial assessments, (2) review of key documents and reports, (3) surveys and interviews with residents and technical personnel, as well as (4) consultation with local stakeholders and a validation workshop with national government officials, several lenses were identified in the baseline assessment and diagnostic report to help to tell a story of the past and current state of the city.

Population and Demographic Trends The city is increasingly urbanizing as a result of regional displacement and returnees related to the conflict situation. A large population of youth is also growing into a large workforce with uncertain job prospects.

Regional Connectivity and Economic Development Opportunities The city is intimately linked to the region around it as well as larger trade networks that have established the city as a key major hub for Afghanistan throughout history. Strengthening these regional connections will help drive economic development in the future.

History and Cultural Heritage Cultural and heritage assets are key drivers of growth in tourism and social development through the investment in a city identity rooted in history. Cultural heritage helps anchor the vision of the future firmly in tradition, and builds on centuries of storytelling and place-making.

Municipal Planning and Governance As the municipality gains responsibilities through the implementation of a new Municipal Law it must also take part in the development of sub-municipal organs such as Gozars and local Community Development Councils.

Health, Education, and Livability The city provides education and healthcare services for a wider population, including its own residents presenting challenges for developing an open and livable environment for all.

Informality and Access to Affordable Urban Services It has become increasingly difficult to provide services to a growing population and expanding urban area. Informality, or unplanned urban development, makes this task even more difficult.

Landscape Assets and Regional Resilience Regionally specific landscape assets are an important component of social, economic and environmental sustainability. Unlocking their recreation and tourism potential will require regional coordination.

II.18

Kandahar Strategic Development Framework

Identification of Key Drivers (1) Data & Spatial Assessment (2) Key Documents & Reports

Baseline Assessment & Diagnostic Report

(3) Surveys & Interviews (4) City Consultation & Validation Workshops

Synthesis

Key Drivers City Workshop Critical Themes 1 Proper Urban Planning and Development 2 Protection and Promotion of Cultural Heritage 3 Environmental Conservation 4 Natural Resource Management 5 Economic Development 6 Infrastructural Investments

Overview of Key Drivers and Goal Alignment Sector Population and Demographic Trends

Regional Connectivity and Economic Development Opportunities

History and Cultural Heritage Municipal Planning and Governance

Key Driver Displacement and migration

Goal Alignment

Large youth population

2.3 Support inclusive social development for underserved populations

Agriculture sector human capital, infrastructure, and value chains Industrial employment and zone development Regional connectivity and the implementation of the TAPI corridor Sustainable development of mining sector

4.3 Strengthen the agricultural sector and develop sustainable value chains

Preservation of the historic urban core, heritage assets, and culture Institutional capacity and coordination for planning and implementation

3.1 Foster local identity through investment in culture and built heritage

2.3 Support inclusive social development for underserved populations

4.2 Facilitate economic diversification and develop local labor market to support future economies 4.1 Strengthen regional logistics capacities and trade linkages 4.4 Promote a sustainable extraction economy and develop mining related value chains

5.1 Strengthen trust in institutions and empower citizens 5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.5 Establish a SDF implementation framework

Health, Education, and Livability

Municipal revenue generation

5.2 Leverage sustainable financial resources and improve municipal revenue generation

Representation and empowerment of women

2.3 Support inclusive social development for underserved populations

Urban sprawl, land management, and land use conflicts

1.1 Strengthen compact development and structure urban growth through corridors and nodes

Gender equality and accessibility to educational resources and other amenities Safety and security

2.3 Support inclusive social development for underserved populations

5.1 Strengthen trust in institutions and empower citizens

1.2 Guide sustainable growth and foster neighborhood integration

4.3 Strengthen the agricultural sector and develop sustainable value chains 2.2 Invest in sustainable infrastructure and building urban resilience

Informality and Access to Affordable Urban Services

Management of waste and pollution Access to affordable housing and basic urban services

2.1 Provide adequate urban services to all citizens 1.1 Strengthen compact development and structure urban growth through corridors and nodes 1.2 Guide sustainable growth and foster neighborhood integration 2.1 Provide adequate urban services to all citizens 2.4 Improve access to affordable housing and community infrastructure

Availability and sustainability of power infrastructure Mobility and transportation Water scarcity and accessibility to drinking water Landscape Assets and Regional Resilience Climate change, environmental hazards, and natural resource development Environmental and landscape assets

4.2 Facilitate economic diversification and develop local labor market to support future economies 1.3 Improve connectivity and mobility choices 2.1 Provide adequate urban services to all citizens 5.4 Develop a sustainable framework for natural resource management in the region 2.2 Invest in sustainable infrastructure and building urban resilience 3.2 Develop cultural and recreational landscapes

Introduction and Key Drivers

II.19

Population and Demographic Trends Arghandab

Key Drivers Large youth population By international standards, Afghanistan has a very young population and an unusually high fertility rate. According the the 2016/17 ACLS, Afghanistan is one of only two countries outside Africa with a fertility rate greater than 5%. The country’s demographic profile is highly skewed towards younger age cohorts. Almost half of the country’s population is below the age of 15, the age used by the the NSIA to define the youngest demographic of the labor force. For comparison, the average age for all countries in Asia is 24%. There are two major implications of this age structure. The high proportion of Afghans below working age, referred to as a dependency ratio, means that a disproportional amount of resources must be invested in education, healthcare, and other services compared to the relatively low portion of society that participates in the labor force and contributes to the states revenue base.

Zerai

There will be a very substantial number of young people entering the labor market over the next two decades and, therefore, investment in education and the creation of new jobs will be a high priority. World Bank estimates suggest that there will be approximately 400,000 to 500,000 new labor market entrants every year for the foreseeable future. The country will need to create around 4 million new jobs by 2026. The entrance of so many young Afghans into the labor market represents an immense opportunity as well as a significant challenge. At present, the national economy is incapable of absorbing this huge volume of new labor market entrants into the workforce. It will be critical to both invest in education and training as well as job creation.

a nd

ha Arg

r-H

nda

t era

r ive bR

Panjwai

Population by Age and Gender (National) Source: ACLS 2016/17 85+

Male

Panjwai

Female

80-84

Rural

Urban

Rural

75-79

41%

10%

39%

70-74 65 -69 60-64 55-59

Population Density

50-54 45-49

Source: UN Habitat 2015, FAO Landcover Database 2015

40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4 10%

II.20

Kandahar Strategic Development Framework

10%

4 km N

wy nH iya am r-B ha da Ka n

Kandahar

Daman

D12 D11 D9 Aino Mina

D13 Dand

D14

D8 D1

D10 Kandahar-Ghazni Hwy

D2 D3

D15

rn Ta

d Ro

Riv

5 A7

Ka n d a h a r

Population (households / ha) >50 40 - 49 30 - 39

National Boundary District Boundary Municipal Boundary Nahia Boundary

20-29

Roads

10-19

Agricultural Areas

1 -9

Urban Areas

Kandahar

Water (Floodplain)

(Right) Urban land cover in Kandahar province. Introduction and Key Drivers

II.21

Population and Demographic Trends Key Drivers Displacement and migration The share of Afghans who live in cities is also fairly low compared to the rest of Asia. Years of conflict have left many people displaced from other parts of the country. As a result, many internally displaced persons (IDPs) have migrated to cities coupled with significant returnees. This population influx creates pressure on the municipality and region to support this growth through housing and service delivery, among providing education and employment. The World Bank suggests that by 2060, half of the population will live in urban areas, meaning that approximately 15 million Afghans will be moving to cities within the next 40 years. This combination steady of ruralto-urban migration and a very young population means that creating jobs and providing opportunities for education and training will be a high priority in both the short- and long-term.

Ze ra y

Kanda h

Survey Results on Migration and Residency

ar-Hera

Source: Household Surveys

“Where are you originally from?”

20%

40%

60%

80%

100%

From this city From a district of this province From a neighboring province

60%

Other provinces

27%

11%

Do not know

“Would you consider yourself from any of these categories?”

20%

40%

60%

80%

100%

IDP Returnee Economic Migrant

22%

None of the above

12%

55%

Do not know

“Are you a permanent resident of this city?”

20%

40%

60%

80%

100%

Yes No 91%

IDPs and Returnees in Kandahar Province 2012 to 2018 Sources: IOM Displacement Tracking Matrix 2018; UN Habitat SOAC 2015; UN Habitat Atlas of Afghan City Regions 2016 Kandahar Panjwayi

Regional IDP Gain/Loss 2012 to 2018 Source: IOM Displacement Tracking Matrix 2018; UN Habitat SOAC 2015; UN Habitat Atlas of Afghan City Regions 2016

250k 200k

Other Districts 150k 100k 50k 0

II.22

Returnees

Kandahar Strategic Development Framework

IDP Arrivals

Fled IDPs

4 km N

t Hwy

Zarai District 2,900 (est.)

A rg h andab

Hakim Sahab Ada 3,100 (est.) Loya Wala 8,400 (est.)

n Ka

r ha

-G

i zn

Kariz Bazar 200 (est.) Daman

Dastagir Mena

Shinghazi Asabi 200 (est.)

Zarai District Kandahar

P an j wa i

A7 5

Net IDP Gain/Loss

National Boundary District Boundary

> 5,000 2,000

Municipal Boundary

1,000

Nahia Boundary

< 100 persons

Roads

Net IDP Gain

Agricultural Areas

Net IDP Loss

Urban Areas

IDP Camp

Water (Floodplain)

(Right) IDP Migration to Herat. Source: OCHR August 2019

UZB TJ K

TKM

PA K Kandahar

Introduction and Key Drivers

II.23

Regional Connectivity and Economic Development Opportunities Key Drivers Agriculture sector human capital, infrastructure, and value chains Agriculture is the foundation of Afghanistan’s economy. Kandahar’s regional agricultural specialties include grapes and raisins, pomegranates, apricots, and figs. Wool carpets are also a major export. There is a lack of cold storage, processing and packaging facilities, and markets for the expanding population. There is low capacity and public awareness of agricultural issues. There is also a lack of consistent availability of water resources.

to Lashkar Gah

Industrial employment and zone development Industrial zones have been established near the city and dry ports. Supporting these zones will help develop the economy by giving businesses access to power, water, and transportation resources. In Kandahar, there is a potential for industrial development on vacant lands along the airport corridor.

Kanda h

ar-Hera

Regional connectivity and the implementation of the TAP/TAPI corridor Trade and regional connectivity are major drivers of economic growth. The implementation of the TAPI project will bring added economic opportunities to the city. Kandahar’s proximity to Pakistan through Spin Boldak will be further reinforced by a planned railway network. The Kandahar-Ghazni highway is a major corridor for residential development, while A75 to Spin Boldak and Quetta (Pakistan) is major corridor for industrial development. The intersection of these two corridors serves as a logistics gateway. The TAPI pipeline and TAP corridor can be leveraged to catalyze extraction and resource processing industries. The corridor also has the potential to bring economic development potential through investment and jobs.

Sustainable development of mining sector Afghanistan has a wealth of natural resources including metals, minerals, and hydrocarbons. Mining will play a major role in the future economy. The Kandahar region has some of the largest lead and zinc deposits in the country, significant copper-gold deposits. Regional mineral resources to support industrial, mining, and construction sectors.

Regional Connectivity Source: AIMS Raod Network Data 2018, OSM Raod Network Data 2019

0 II.24

Kandahar Strategic Development Framework

4 km N

t Hwy

Kandahar Ghazni Hwy to Kabul

Arghandab

n Ka

Kandahar

r ha

-G

i zn

Zerai

Panjwai Civil Airport

A7 5

A75 to Pakistan District Boundary Municipal Boundary Major Road Primary Road Secondary Road

Kandahar

Planned Railway 1-Hour Drive 2-Hour Drive Agricultural Areas Urban Areas Water (Floodplain)

Introduction and Key Drivers

II.25

History and Cultural Heritage Key Drivers Kandahar’s strategic location on key trade routes has both ensured its prosperity and made it vulnerable to conquest and destruction. Like Balkh, the ancient settlement lies at some distance from the modern city, which dates from the 18th century and around which subsequent development has taken place. Kandahar lies close to one of the earliest identified settlements in the region at Mundigak, thought to date from around 3,000 BC. As Arachosia, it seems to have been a centre for the Achaemenids, before being occupied in 330 BC by Alexander the Great. Kandahar’s strategic location on the trade routes between the Indian subcontinent and Persia rendered it vulnerable to invasion, while surviving inscriptions in Greek and Aramaic from between 1st and 3rd centuries indicate a sophisticated urban society at the time. From the 7th century the region was the focus of incursions by Arab armies and the gradual spread of Islam. The city was occupied by the Ghaznavids in the 11th century and subsequently by the Ghurids. Described in 1333 by Ibn Battuta as a ‘large and prosperous town’, Kandahar was ruled by a succession of Timurid governors during the 15th century and maintained its economic significance during occupation by Persian Safavids into the 18th century who, in retaliation for a rebellion, laid waste to the ancient city in 1738. A new town laid out to the east has been the focus of urban development since. In 1747, Kandahar became the capital of the modern Afghan state founded by Ahmad Shah Durrani.

Preservation of the historic urban core, heritage assets, and culture Heritage sites within the historic urban core region will be important cultural assets. Many have been damaged through years of conflict. Preservation of these sites will ensure they can be studied and enjoyed by future generations. There are many cultural heritage sites in Kandahar, but many historic monuments are in ruins, with only some being restored. There is a longterm potential for agriculture and rural tourism due to presence of cultural heritage sites in agricultural areas.

(Top) Mirwais Baba. Source: ATR, Jolyon Leslie (Bottom Left) Makbara Ahmad Shah Baba. Source: ATR, Jolyon Leslie (Bottom Right) Ruins of old Kandahar (Zorr Shah). Source: ATR, Jolyon Leslie

II.26

Kandahar Strategic Development Framework

Introduction and Key Drivers

II.27

Municipal Planning and Governance Arghandab

Key Drivers Municipal Planning, Governance, and Revenue Generation Institutional capacity and coordination for planning and implementation In accord with the new Municipal Law, the municipality will gain additional responsibilities related to service delivery and regulation. Effective planning will be the foundation of its ability to meet these tasks.There currently appears to be little coordination and cooperation between governmental organizations. Corruption remains an issue in development. There is also a lack of clarity or roles and responsibilities across government and other organizations related to infrastructure and planning.

Municipal revenue generation

Zerai

Currently, the municipality’s ability to generate revenue is limited.There is a general lack of municipal revenue generation for the municipality to be self-sustaining. There are significant constraints in the ability to fund capital improvements, as well as operations and maintenance priorities. n Ka

Representation and empowerment of women

h da

ha Arg

The inclusion of women into decision-making process will help to ensure that the voices of women are heard within the planning and governing of the city.In Kandahar, there is a general lack of women in decision-making roles.

-H

at er

nda

r ive bR

Urban sprawl, land management, and land use conflicts As the city expands, unplanned growth may place constraints on service delivery and create risk where urban growth conflicts with ecological functions of the landscape.In Kandahar, urban development is concentrated in the East and Southeast with established residential townships and industrial clusters. Planned and unplanned development towards mountain slopes in the north lacks access to mobility and infrastructure. Unguided urban growth has started to convert agricultural land that is valuable for the city’s economy. Urban growth in the north encroaches upon flood plains and flash-flood prone areas between mountains. A lack of an effective land registration system has led to uncontrolled conversion of agriculture lands to residential.

Development of formal sub-municipal governance systems Local governance helps to ensure that planning can be done equitably and that all citizens can be engaged in the creation of their city. The current Gozar and CDC structures are relatively new and will require diligent support to foster engaged communities.In Kandahar, there are strong relationships to Wakil-i-Gozar as well as local elders. Imams continue to be trusted stakeholders in the city. CDC members, nahia representative, and MAB members are less well known. Few residents generally participated in local CDC elections, with far more men participating than women.

Panjwai

Land Use Map Source: FAO Land Cover Database 2015, UN Habitat Land Use Data 2015

0 II.28

Kandahar Strategic Development Framework

2 km

wy nH iya am r-B ha da Ka n

Kandahar

Daman

D12 D11 D9 Aino Mina

D13 Dand

D14

D8 D1

D10 Kandahar-Ghazni Hwy

D2 D3

D15

rn Ta

d Ro

Riv

5 A7

Ka n d a h a r

Total

District Boundary

Area (ha)

Area (% of total)

Residential

7,271

35.1%

Commercial

660

3.2%

Institutional

4,251

20.5%

Agriculture Rain-fed

Industrial

911

4.4%

Agriculture Special

Utilities and Other

0.3%

Barren

Parks and Open Space

357

1.7%

Sand

Agriculture (Irrigated)

6,863

33.1%

Other

362

1.7%

20,732

100.0%

Land Use

*Areas calculated within the 2019 municipal boundary

UZB

Municipal Boundary

TJ K

TKM

Nahia Boundary Roads

PA K

Forest and Shrub Rangeland Water (Floodplain)

(Right) Kandahar province political geography

Kandahar

Introduction and Key Drivers

II.29

Health, Education, and Livability Key Drivers Gender equality and accessibility to educational resources and other amenities Developing a workforce for the future economy will require accessible educational resources. Men have easy access to a wide range of educational resources and amenities while women (who make up nearly 50% of the population) tend to lack access to education and amenities.In Kandahar, there are major disparities between genders in enrollment in higher education institutions (men significantly outnumber women). While there is a high concentration of educational facilities in the urban core, there is a lack of facilities in outer parts of the city. There is also a general lack of public libraries despite interest from the community. Women are also generally less mobile than men which create difficulties accessing amenities such as health clinics.

Safety and security Establishing a safe and secure environment is the foundation for may activities including economic growth. Providing safe spaces for people to socialize and interact is a core benefit of urban life.In Kandahar, the lack of security has affected businesses and investment potential. There is also a lack of safe transit routes and safe places in neighborhoods for social interaction, with most places largely accessible solely to men and young men.

Management of waste and pollution Waste and pollution can have a negative effect on the health and wellbeing of residents and the environment if not managed properly.In Kandahar, as in other cities, waste management is a major problem. No proper wastewater system with less than 10% having toilets connected to piped sewer. Solid waste collection serves less than 40% of the city. lack of public awareness and cooperation.

(Top Left) Kandahar University - Medicine Faculty and Teaching Hospital. Source: Utopians Planners (Top Right) Street vendors in Chawk-eShahidan area. Source: ATR, Jolyon Leslie (Bottom Left) Sarpush Bazaar. Source: ATR, Jolyon Leslie (Bottom Right) Solid waste disposal in residential area. Source: ATR

II.30

Kandahar Strategic Development Framework

Introduction and Key Drivers

II.31

Informality and Access to Affordable Urban Services Key Drivers Access to affordable housing and basic urban services As the population grows, there will be increasing pressure on access to affordable housing and basic urban services. Addressing these needs will help to build a foundation for economic and cultural growth.In Kandahar, there is a lack of reasonable urban service distribution. The influx of migrants, IDPs, and returnees places constraints on housing and amenity provision. Many in the displaced community must deal with a lack of affordable options for housing.

Availability and sustainability of power infrastructure As the city develops and its economy grows increasingly diverse, the availability of sustainable power infrastructure will be essential.In Kandahar, it is estimated that the electricity connection rate is around 50%. There is a lack of power to sustain a modern water supply system. There is also a high potential for solar power in the region and two solar plants have been recently commissioned.

Zerai

Mobility and transportation Ka

Transportation and transit infrastructure investments are needed to sustain growth and development of the economy as residents commute further and further to their jobs and other destinations. Consequently, traffic congestion and poor mobility infrastructure can slow trade and commerce in certain sectors of the economy.In Kandahar, the routing of cargo trucks through inner city roads, lack of traffic enforcement, and non-existent transit leads to high traffic congestion. A proposed ring road with North and South bypass roads can provide alternate routes for cargo trucks and relieve some traffic in the city center. There is also a lack of street lighting systems in many areas, no traffic signs, and non-standardized road construction methods because of an unavailability of bituminous material from local sources for road construction. There are also significant security and natural hazard risks to roads. There are currently few operations and maintenance plans for roads. There are implementable road plans in place and donor interest in funding road construction.

a nd

r-H

at er

Panjwai

Water scarcity and accessibility to drinking water Water is the foundation of life. It will also become increasingly important as the region balances its water resources for drinking water, as well as for agriculture and industrial development.In Kandahar, there is a lack of water supply network in many areas of the city and damage has been done to the existing water supply network during implementation of new projects. There has been depletion of groundwater resources and damage to irrigation systems. There is a lack of consistent availability of water resources for agriculture. Arghandab, Tarnak, Arghistan, and Dori rivers all provide more than enough water to irrigate lands southwest of Kandahar, but Kandahar province faces risk of drought, complicated by high demand for water supply services.

Existing Settlement Typology Source: UN Habitat Land Use Data 2015, Digital Globe Satellite Imagery 2018

0 II.32

Kandahar Strategic Development Framework

2 km

wy nH iya am r-B ha da Ka n

Kandahar

D12 D11 D9 Aino Mina

D13 Dand

D14

D8 D1

D10

Kandahar-Ghazn

Current Municipal Boundary (2019)

i Hwy

D15

5 A7

Residential Type Breakdown Land Use

Total

Area (ha)

Area (% of total)

Irregular Houses

2,018

52.2%

IDP Camps

2.1%

Mixed-use Apartments

0.2%

Apartments

2.1%

Regular Houses

1,676

43.4%

3,865

100.0%

Source: UN Habitat Land Use Data 2015 *Areas calculated within the 2015 municipal boundary

Agriculture Settlements (Outside Municipal Boundary)

District Boundary Municipal Boundary Nahia Boundary

Hillside Agriculture Settlements Hillside Irregular Settlements Hillside Regular Settlements Non-Residential Built-up Plotted Areas

Introduction and Key Drivers

II.33

Landscape Assets and Regional Resilience Key Drivers Aquifer and surface water pollution Aquifers are a major source of water for the region and should be managed carefully.In Kandahar, sludge from septic tanks and pit latrines are dumped in rivers and threatens groundwater. A landfill has been built upstream of the city, leading to contamination during floods. Another landfill site close to Tarnak River poses a risk of contamination of ground and surface water. About 15% of city residents are connected to public piped water supply, and almost every household draws water from pumps or wells that tap into polluted city aquifers.

Climate change, environmental hazards, and natural resource development With urban expansion into ecologically sensitive areas, it is important to develop awareness and direct attention to addressing risk to environmental hazards. Climate change is also likely to make certain risks worse, such as availability of water and temperature changes.Kandahar has moderate earthquake risks. There are localized areas prone to flash flooding due to lack of vegetative cover and steep slopes. The township plan of Aino Mina does not respond to runoff channels and may be prone to flooding. A lack of executive authorities, adequate budgets, equipment, facilities, and legal enforcement makes devising effective hazard mitigation efforts challenging. However, there is an existing environmental impact assessment at Kandahar University and existing professional staff and public awareness.

Special Agriculture (Orchards) Arghandab River

Environmental and landscape assets Kandahar lies between the Arghandab and the Tarnak River, is surrounded by predominantly irrigated agricultural fields and borders the vast Registan Desert at the southern edge of the Dori River. The city’s hot and semi-arid climate (40°C average high in June) bears only little yearly rainfall, which makes water resources one of its major concerns. The city is mostly barren and its major green open spaces are located in the city center. The biggest open spaces are urban cemeteries, surrounded by formal and organic settlements. The dense low-rise urban fabric expands northwards towards the region’s iconic hillsides. These hillsides are considered key destinations of recreational value. For instance, the Baba Wali Pilgrimage is used for recreational activities and is well visited. The Arghandab reservoir, which provides water for irrigation, is used by both the urban and regional population. The water pools and streams provide swimming opportunities as co-benefits of irrigation. Water availability is a significant limiting factor for Kandahar’s economic success and urban expansion. To facilitate both urban and economic growth, the management of regional water resources will be essential. Future development and planning should integrate strategies to decrease pollution from irrigation run-off, provide areas for infiltration, capture seasonal water flow, provide new leisure and recreation opportunities. Other strategies such as riparian revitalization, hydraulic preservation and the construction of open spaces and decentralized infrastructures to increase infiltration should also be considered. II.34

Kandahar Strategic Development Framework

Regional Landscape Assets Source: FAO 2017, UN Habitat 2015, GoIRA 2019

8 km

Arghandab Dam and Reservoir Arghandab Agricultural Valley

Baba Wali Pilgrimage

Arghandab

Kandahar

Zerai Ta

c rna

Riv

Panjwai

Arg

ta his

ive

Football Stadium

Dor er

i Riv

Registan Desert

Major Roads

Built-up Area

National Boundary

Agriculture Irrigated

Provincial Boundary

Agriculture Rain-fed

District Boundary

Agriculture Special

Municipal Boundary

Barren

Archaeological Sites

Sand

Kandahar

Forest and Shrub Rangeland Water (Floodplain)

(Right) Herat province land cover Introduction and Key Drivers

II.35

III.2

Kandahar Strategic Development Framework

STRATEGIC DEVELOPMENT FRAMEWORK

Strategic Framework

III.3

III.4

Kandahar Strategic Development Framework

STRATEGIC FRAMEWORK

Spatial and Strategic Frameworks 1 Consultation and Data Gathering

City Consultative Workshop

2 Baseline Data Assessment and Diagnostic Systems Lens

3 Synthesis of Critical Themes for the Strategic Framework

Baseline Critical Themes

1 Urban Growth and Development Strategy for the 21st Century

Household Surveys Planning & Governance

Focus Group Discussions (FGDs) Key Informant Interviews (KIIs) Spatial and Statistical Data Current Reports, Policies, and Laws

Basic Services & Infrastructure

Population & Demographic Trends

3 Heritage, Cultural Landscape, and Tourism

People Cultural Heritage & Institutions

2 Resilient Communities

Environment & Resilience Economy & Livelihood Dynamics

4 Livelihoods and the Agricultural Economy 5 Inclusive Planning and Governance

Constructing the Strategic Framework 1 Consultation and Data Gathering Consultation and data gathering is the foundation of the planning process. A preliminary consultation workshop was held with key stakeholders in the city to develop a SWOT and brainstorm critical themes that emerge through an action planning exercise. Data was also gathered from a variety of sources: household surveys, FGDs, and KIIs looked to residents and experts in the city to offer their perspectives and key information on their livelihoods as well as expert opinions on planning and infrastructure. Spatial and statistical data as well as previous reports and plans helped to substantiate data gathered to form a profile of the city from which to understand the key drivers of city growth.

2 Baseline Data Assessment and Diagnostic Systems Lens The data gathered was assessed with respect to the consultative workshops. Systems lenses were identified based on key sectors and categories of data to build city profile within the baseline data assessment and diagnostic. These preliminary critical themes and systems lenses inform the final synthesis of critical thematic framework.

3 Synthesis of Critical Themes Framework The process of synthesizing the critical themes framework built upon the consultation workshop with key stakeholders to identify key areas of priority investment. This included a framework for evaluating the areas of need based on the goals elaborated within the National Urban Policy and Sustainable Development Goals. From this, five final critical themes were identified to structure the strategic framework. Within these themes, goals have been identified that relate to key drivers, the city consultative action planning exercise, and national priorities.

Strategic Framework

III.5

STRATEGIC DEVELOPMENT FRAMEWORK

Kandahar

III.6

Kandahar Strategic Development Framework

Strategic Framework

III.7

INTRODUCTION URBAN GROWTH

Regional Urbanization Framework Strategic Policy Guidelines Key Regional and Citywide Nodes The Regional Urbanization Framework illustrates key citywide and city region nodes. This network of nodes provides policy guidance to strengthen the integration of the region and city by improving connectivity and reinforcing key activities across the region. Policy Guidelines Urban Core Nodes Pursue economic development and urban densification strategies to reinforce the economic centrality of these core urban areas. Assess strategies such as promoting mixed-use development, training and education, commercial development, and others.

Strategic Objective Alignment 4.2.2 Strengthen local commerce, industry, and the labor market 3.1.1 Invest in the preservation of remnants of Nagahar and the preservation of key heritage sites 2.3.1 Establish a network of service facilities, health centers, and recreational spaces for women 2.4.1 Expand affordable and accessible housing options

Kanda h

2.4.2 Enhance and expand access to community amenities and facilities 1.2.1 Develop integrated corridor networks 1.2.2 Upgrade and integrate neighborhoods 1.3.3 Expand transit access and increase mobility options

Urban Periphery Nodes Implement strategies to direct new investments and amenities into new areas of development to reinforce density and reduce urban sprawl. Develop strategies for the strategic dispersal and provision of amenities to these communities as well as transit linkages.

2.3.1 Establish a network of service facilities, health centers, and recreational spaces for women 2.3.3 Expand affordable and accessible housing options 2.4.1 Expand affordable and accessible housing options 2.4.2 Enhance and expand access to community amenities and facilities 1.1.1 Structure and integrate areas for urban expansion 1.3.3 Expand transit access and increase mobility options

District Hubs Promote strategies to provide amenities for rural areas in district hubs including strengthening road connections and integrating educational, healthcare, and agriculture processing networks.

2.3.1 Establish a network of service facilities, health centers, and recreational spaces for underserved populations 2.4.1 Expand affordable and accessible housing options 4.1.1 Reinforce regional networks and strengthen connections to the new civil airport 4.3.1 Strengthen existing regional agriculture networks by improving agro-industrial processing capacities

Industrial Nodes Pursue strategies to establish and reinforce connections and improve logistics capacities to improve the cluster benefits of industry and commerce.

4.1.2 Increase logistics and storage capacities for export processing 4.1.3 Strengthen soft infrastructure for logistics and distribution networks 4.2.3 Provide basic services to industrial parks 4.3.1 Strengthen existing regional agriculture networks by improving agro-industrial processing capacities

Airport Extension Node Expand regional connections to support access and the development of the civil airport.

City Urbanization Area Develop a coordination mechanism between the municipality, provincial government, and adjacent districts to improve transit access, infrastructure provision, and work to improve the shared area of urbanization to manage land use conflicts and expansion.

City Region Area Promote strategies for reinforcing the relationship between the city and rural peripheries such as roadway improvements, and supporting access to amenities such as healthcare and education, including access to markets for goods produced in rural areas.

4.1.1 Reinforce regional networks and strengthen connections to the new civil airport

5.3.2 Build capacity for planning, land management, and zoning regulation 5.3.4 Define municipal boundaries to support planning and service delivery

4.1.1 Reinforce regional networks and strengthen connections to the new civil airport 5.4.1 Establish landscape and natural resource planning standards 5.4.2 Develop integrated regional natural resource management capacities 2.2.3 Preserve and enhance regional ecology

III.8

Regional Urbanization Framework Nodes

Kandahar Strategic Development Framework

4 km N

ar-Hera

t Hwy

Arghandab

n Ka

Kandahar

r ha

-G

i zn

Zerai

Shorandam Civil Airport Panjwai

A7 5

National Boundary District Boundary Municipal Boundary Major Roads Primary Roads

Planned Railway Network Agricultural Areas Urban Areas Water (Floodplain)

Kandahar

(Right) Urban land cover in Kandahar province. Strategic Framework

III.9

Preliminary Spatial Framework Strategic Policy Guidelines Summary The spatial framework illustrates a high-level development considerations based on Rapid Landscape Characterization assessment, scenario modeling, and identification of strategic development areas. The spatial framework will guide strategic investments by incorporating key social and environmental criteria that can inform a zoning and land use policy coordinated with the goals and objectives of the SDF. The table below outlines key policy guidelines and alignments with strategic objectives within the SDF. Zone Policy Guidelines High-Priority Mitigation Identify existing built-up areas within floodplains or on high-slopes with exposure to landslide risk. Prioritize mitigation efforts such as bulding flood or landscape prevention infrastructure, or consider resettlement program to move populations away from risk areas.

Strategic Objective Alignment 2.2.2 Build urban resilience through landscape strategies and blue-green corridor linkages

Moderate Mitigation

2.1.1 Leverage the Kunar River to secure sustainable drinking water supply Identify existing built-up areas within confirmed aquifer recharge capacities. Establish mitigation standards and 5.4.1 Establish landscape and natural resource implement strategies to mitigate pollution and allow for planning standards water infiltration.

High-Priority Preservation

2.2.3 Preserve and enhance regional ecology

Preserve areas that provide high-value ecological services through land use and zoning regulations in coordination with MAIL and NEPA for landscape monitoring.

5.4.1 Establish landscape and natural resource planning standards

Evaluation and Protection

2.2.3 Preserve and enhance regional ecology

Evaluate development pressure and needs. Protect areas that provide moderate ecological services through land use and zoning regulations in coordination with MAIL and NEPA for landscape monitoring.

5.4.1 Establish landscape and natural resource planning standards

Development Prevention

2.2.2 Build urban resilience through landscape strategies and blue-green corridor linkages

Areas with development pressure that have high environmental risk exposure should be limited or deterred from urban development through land use and zoning regulations to mitigate risk or prohibit development

Development Restriction Place development restrictions in areas with development pressure that provide important ecological services or requirements for implementing development standards to mitigate pollution and allow for water infiltration.

Development Control Identify areas for control of development. Develop incentives and implement strategies to prepare these areas for sustainable development.

Greenbelt Buffer Identify agricultural areas to incentivize high-value crop production. Establish development restrictions to disincentivize land conversion, prevent sprawl, and promote compact development

5.4.2 Develop integrated regional natural resource management capacities

ha Arg

-H

iver ab R

5.4.2 Develop integrated regional natural resource management capacities

2.2.2 Build urban resilience through landscape strategies and blue-green corridor linkages

1.2.3 Structure and integrate areas for urban expansion 1.2.1 Develop integrated corridor networks 4.3.2 Improve organizational and knowledge-based inputs for agriculture 4.3.3 Promote high-value crops in the northeast and west and improve agriculture production infrastructure 2.2.3 Preserve and enhance regional ecology

Development Promotion

1.2.1 Develop integrated corridor networks

Existing built-up areas should be reinforced to promote a compact city.

1.2.2 Upgrade and integrate neighborhoods 2.4.1 Expand affordable and accessible housing options 2.4.2 Enhance and expand access to community amenities and facilities

Existing Agricultural Areas

2.2.3 Preserve and enhance regional ecology

No particular policy guidelines have been identified, but strategic objectives may make specific recommendations.

4.3.2 Improve organizational and knowledge-based inputs for agriculture

III.10

n Ka

h da

H at er

Kandahar Strategic Development Framework

Spatial Framework Plan See methodology in Appendix 0

2 km

wy nH iya am r-B ha da Ka n

D12 D11 D9 D13 D14

D8 D1

D10

Kandahar-Ghazni Hwy

D2 D3

D6 D15

rn Ta

d Ro

Riv

5 A7

Strategic Framework

III.11

Urban Growth Scenarios Using an urban expansion model based on population projections, an unplanned and planned growth scenario were analyzed to illustrate how the city could expand over the next 20 years (see Appendix for full methodology).

If unplanned, where will the city grow? Over the next 30 years, the population of Kandahar is projected to grow by approximately 600,000 people. The unplanned urban expansion scenario illustrates how the urban area might expand spatially, assuming the same density across growth areas, in order to accommodate this new population. A significant amount of this expansion is likely to occur to the Northeast of the city (A.1). However, based on the affordability and accessibility of these developments, there will also likely be unplanned sprawl to both the South and West that will encroach on agricultural lands and threaten important sources of surface and groundwater (B.1 and C.1).

shrinkage of required urban area in the next 20 years compared to the unplanned urban expansion scenario. In the next 10 years, high density growth along the Eastern corridor (A.2) delays sprawl into agricultural land in the South and West (B.1 and C.1). Compact growth also delays growth into hillsides (D.2).

1.4 M 1.2 M 1.0 M

Guiding growth with planning controls

0.8 M

The planned urban expansion scenario illustrates how the addition of potential high density development strategies guide growth away from agricultural lands and maintain surface and groundwater security. With sprawl to the South and West threatening agriculture land and aquifers (B.1 and C.1), the addition of development strategies guides concentrated and integrated growth to the Northeast of the city (A.2).

0.6 M

The densification of areas around key nodes and corridors means that less urban area is required to accommodate the projected population within a certain timeframe. This is depicted in the planned urban expansion scenario by the

950,000

0.4 M 0.2 M 0

2010

2020

2030

2040

2050

CSO annual growth rate: 2.63% SDF annual growth rate: 2.22% Projected growth range: 575,000 to 675,000

Growth Development Strategies

Mobility Corridors High Density Growth Development Strategies Increased Density (max. density multiplier of 0.2) Primary Urban Corridors Secondary Urban Corridors Nodes III.12

Kandahar Strategic Development Framework

D.1 Isolated development and vulnerable population encroaching into hillsides

High percentage of growth under private jurisdiction

A.1 Risk of sprawl into agriculture land

C.1 d Kan

han Arg

dab

aha

ra -He

h Kanda

er Riv

ar-Gh

B.1 Unplanned sprawl encroaching into agriculture land and threatening the aquifer

rn Ta

azni H

o cR

i ve

5 A7

1. Unplanned Urban Expansion Scenario

D.2 Reduced and delayed risk of sprawl into hillsides

Eastward growth at higher density along development corridors

A.2

Reduced and delayed risk of sprawl into agriculture land

C.2 d Kan

d han Arg

aha

ra -He

h Kanda

er Riv

B.2 Compact development reduces encroachment into agriculture land

Integrated and compact township

ar-Gh

rn Ta

azni H

o cR

i ve

5 A7

2. Planned Urban Expansion Scenario Estimated Built-up Area Extents 2025

2030

2035

2040

Existing Built-up Area Increased Density (max. density multiplier of 0.2)

4 km

Strategic Framework

N III.13

Where should the city grow? Growth Direction The continued expansion of townships to the northeast of the urban core represents the most promising direction for the substantial new development that will be needed to absorb the city’s anticipated population growth. However, steps must be taken to invest in and upgrade the dense informal areas that have grown north and south of the old city. In addition, steps to curb the sprawl of informal settlements into steep hillsides should be taken. Investment in and promotion of dense mixed use development around Dorahi, at the intersection of the Kandahar-Ghazni Highway and the A-75 highway will help to strengthen an emerging urban center. While a significant cluster of industry will naturally develop along the A-75 leading to the Airport, the agriculture south of the city should be conserved and strategies taken to manage and mitigate customary development at the southern edge of the city.

tu ul

r Ag

at er

Redevelo

iv bR

r-H

a ah

n Ka

a ah

r-H

era

ha Arg

w tH

nda

a rgh

er Riv

Co e d i ills

tion a v er D7

te gra e t In

Agricultu

Urban Expansion Scenario See methodology in Appendix

0 III.14

Kandahar Strategic Development Framework

2 km

wy nH iya am Hw y

r-B ha

iya n

da ha

r -B am

Ka n

da Ka n

Hillside Conservation

Old City

D10

Redevelop

Structure Expansion to the East

ha Kanda

r-Gha

zni Hw

Kandahar-Gazni Hwy

ustria l Ind ster

D15

ersity

Clu

niv

Redevelopment Corridor

Upgrade

D14

egene rat

ion

opment D8 Corridor

an R rb

D13

Integration of Township

ty rsi

D11

Upgrade

Dor a

U n i ve

D12

Riv

ernational nt

Riv

sta

aki

Tar n

p o rt Air

oP 5t A-7A75

Agriculture

ure

ido

orr

tria

Ind

Ag-Conservation

rn Ta

d Ro

Agriculture

Current Urban Areas

Floodplains

Planned Plots

River

Activity Center

Irrigation Canals

Major Roads

Strategic Framework

III.15

INTRODUCTION URBAN GROWTH

Growth Strategy

Hil

Conservation strategies will be especially important in the area between the old city and Mirwais Meena, as the streams that flow through this pass provide a crucial supply of surface and groundwater to the city. The development of a southern ring road through these agricultural areas should function as a bypass road, allowing the current highway through Kandahar to evolve into an urban corridor, strengthening connections between the eastern and western parts of Kandahar. In addition to this primary corridor, investment in the redevelopment of the former Kandahar University campus and the creation of local thoroughfares connecting south to the old city and east towards the new townships will create opportunities for residents in Districts 9, 13 and 14 and create a more cohesive urban structure.

Corridor Redevelopment Upgrade

Urban Expansion Scenario See methodology in Appendix

III.16

Kandahar Strategic Development Framework

Urban Growth and Development Strategy for the 21st Century ls

C e d i

tio

i ills

n Co

ti rva

Integrate Township Upgrade

Township Expansion in Phases

Upgrade

Corridor

Future University Campus

Redevelopment Old City

Structure Expansion

Customary Urbanization

Structure Expansion

es Agriculture Pr

a erv

Upgrade Organic

Major Transit Nodes

Connect Township

Primary Mobility Corridor

Structure Expansion

Other Corridors

Customary Urbanization

Proposed Corridors

Redevelopment along primary corridor

Strategic Framework

III.17

SDF THEMES

Overview The SDF has been structured through the identification of five critical themes. Each hosts a select number of goals and strategic objective shown in the image below.

THEME 1, PAGE 22

Urban growth and development for the 21st century

THEME 2, PAGE 70

Resilient Communities III.18

Kandahar Strategic Development Framework

THEME 3, PAGE 126

Heritage, Cultural, Landscape and Tourism

THEME 4, PAGE 152

Livelihood and agricultural economy

THEME 5, PAGE 190

Inclusive planning and governance Strategic Framework

III.19

SDF THEMES

Brief Summary

THEME 1

Urban growth and development for the 21st century As Kandahar continues to expand, service delivery and economic development may become more difficult to manage. The city should strive to promote and reinforce compact urban growth to the east and northeast , around Aino Meena, Dorahi, and Shorandam. Neighborhood upgrading should be promoted in the Old City as well as in the north and west to ensure residents have access to basic infrastructure. The promotion of development and infrastructure investment along key urban spines should include amenities and commercial opportunities for mixed-income communities and drive private-sector investment. This critical theme has three goals: 1.1 Strengthen compact development and structure urban growth through corridors and nodes 1.2 Guide sustainable growth and foster neighborhood integration. 1.3 Improve connectivity and mobility choices

THEME 2

Resilient Communities Despite incredible development over the past two decades, much of the population still lacks access to basic services. Improvements to basic infrastructure such as drinking water, wastewater, and solid waste management should be promoted to build overall resilience. Affordable housing should also be emphasized to support an influx of IDPs and other populations, particularly at the urban periphery, but also within newly developing areas like Aino Meena. The city should also look to implement landscape strategies and bluegreen corridor linkages to mitigate flooding in key areas in the north as well as informal neighborhoods throughout the city to ensure all neighborhoods are livable and resilient. Likewise, improving the overall social and economic well-being of vulnerable populations, such as IDPs and women, is an imperative for a healthy society. More work can be done to improve women’s economic well-being, representation, and educational opportunities by establishing a women’s market and investing more in entrepreneurship programs for women. This critical theme has four goals: 2.1 Provide adequate urban services to all citizens. 2.2 Invest in sustainable infrastructure and building urban resilience 2.3 Support inclusive social development for underserved populations 2.4 Improve access to affordable housing and community infrastructure

III.20

Kandahar Strategic Development Framework

THEME 3,

Heritage, Cultural, Landscape and Tourism Kandahar’s old city and the many heritage sites of the city are of great cultural relevance to Afghan history. The Arghandab region and the city’s iconic hillsides are characteristic of Kandahar. The city should preserve and improve built heritage assets and regional landscapes that can support an inclusive civic and cultural identity of the city and its citizens. Revitalization of heritage sites, preservation of the regional ecology, and promotion of recreation can help boost the tourism economy and improve livelihoods for residents. This critical theme has two goals: 3.1 Foster local identity through investment in culture and built heritage 3.2 Develop cultural and recreational landscapes

THEME 4

Livelihood and agricultural economy Kandahar is the key economic and trade hub of the south. Economic development should leverage the significant investment in trade infrastructure across the region, reinforce connections to Spin Buldak and regional trade networks in Pakistan. In addition to land crossings, Kandahar’s International Airport is a significant asset and a key focus for Afghanistan’s international trade strategy. Improvements to the value chain should focus on higher education to train specialists in support of the extractive, agriculture, and manufacturing sectors. More investment is also needed in agricultural processing facilities, cold storage, and marketing for regional agricultural specialties such as grapes and raisins, pomegranates, apricots, and figs, and wool carpets. Investment should be made to support an agro-industrial hub that can boost international trade and improve domestic distribution capacities. There is a major opportunity for the mining sector, but legal frameworks and investments in supportive infrastructure such as roads, power, and water supply are needed to unlock it. This critical theme has four goals: 4.1 Strengthen regional logistics capacities and cross-border linkages 4.2 Facilitate economic diversification and develop the local labor market to support future economies 4.3 Strengthen the agricultural sector and develop sustainable value chains 4.4 Promote a sustainable extraction economy and develop mining related value chains

THEME 5

Inclusive planning and governance To address the critical challenges of economic development and urban management, Kandahar must continue to invest in building expert knowledge and capacities for planning and coordinated implementation. This is even more important as the new Municipal Law increases the mandate of the municipality across several sectors of service delivery and management. The municipality and its implementation partners should focus on promoting participatory approaches, particularly the involvement of gozars and CDCs in planning and implementation. This should also include improving women’s representation, enhancing tenure security and registration, addressing land conflicts, streamlining approvals processes, promoting regional cooperation in natural resource management, and strengthening frameworks for implementation coordination. The management of water resources will also be a crucial factor in Kandahar’s continued development, and institutions must be developed to protect and manage its use. This critical theme has five goals: 5.1 Strengthen trust in institutions and empower citizens. 5.2 Leverage sustainable financial resources and improve municipal revenue generation. 5.3 Strengthen coordinated urban governance, planning, and land management techniques. 5.4 Develop a sustainable framework for natural resource management in the region. 5.5 Establish a SDF implementation framework. Strategic Framework

III.21

Theme One

A URBAN GROWTH AND DEVELOPMENT STRATEGY FOR THE 21ST CENTURY

VISION STATEMENT

Urban Growth and Development Strategy for the 21st century

III.24

Kandahar Strategic Development Framework

Compact urban development continues towards the north and east, builds on the success of Aino Meena The agricultural fields and hydrological systems in the south and west are preserved, securing a sustainable water supply for Kandahar Investments along AH1 and A75 create new economic and cultural centers, catalyzing urban development and strengthening connections between Aino Meena and the Old City Physical and social infrastructure reinforces secondary roadways, integrates new and old parts of the city and create opportunities for underserved neighborhoods. Establishing this vision for Kandahar will require the following goals:

Goal 1.1 Strengthen compact development and structure urban growth through corridors and nodes

Goal 1.2 Guide sustainable growth and foster neighborhood integration

Goal 1.3 Improve connectivity and mobility choices

Strategic Framework

III.25

INTRODUCTION

Integrated Development: Align Growth with Mobility and Infrastructure The coordination of urban development with mobility and infrastructure is a universal principle of urban planning, and a fundamental aspect of fiscally and environmentally sustainable cities. While Afghan cities can rely on a passionate core of civil servants and institutions that have endured decades of instability, the lack of resources and capacity available mean that coordinated development is especially important. In practice, this means ensuring the development of compact and connected urban centers.

III.26

Kandahar Strategic Development Framework

INTRODUCTION

Urban Node Development as Key Socio-Economic Centers This generous public realm environment can accommodate greater foot traffic generated by future development. Sidewalks are designed with a series of “nooks” that can be used for seating as well as for regulating itinerant commerce and street vendors. Shaded and protected bike lanes will support and encourage multimodal mobility options. Designated BRT lanes or express bus lines run in the center lanes allowing vehicular right-turns into neighborhood streets.

Strategic Framework

III.27

GENERAL CONCEPT

Urban Corridor In an urban context, a major street performs many functions beyond transportation: it serves as an organizing element to coordinate mixed use development, basic services, and urban amenities. It provides a public space for residents and a venue for vendors and local businesses. At key intersections, where urban corridors intersect, institutions, citywide amenities, and major business often cluster together to create urban nodes. This structure of urban corridors and nodes is fundamental to ensuring that a city’s growth can be compact, sustainable, and equitable. Specific segments of major roads to invest in as urban corridors are designated in strategy 1.1 More extensive guidelines and strategies to designate and invest in urban corridors are provided in the Toolkit U-F.

Urban corridors align urban development with transit service, unlocking the efficiencies of density while mitigating congestion and other negative effects. Transit stations and destinations should be located at major intersections, creating mixed use urban nodes. This SDF designates two types of corridors. Primary corridors are often segments of regional roads that serve the entire city and connect with the surrounding region. Secondary corridors connect different parts of the city and serve as the main street for a district or large part of the city.

Zoning and development regulations should always aim to align dense mixed-use development along urban corridors. Dense development means more riderships to support transit and more customers to sustain businesses. In turn, locating amenities like parks and clinics at urban nodes provides access to more residents along a densely populated corridor and in the adjacent neighborhoods.

Urban corridors should also be coordinated with the provision of trunk lines for water and wastewater, power, ICT, and other basic services. The greater capacity of these trunk lines is ideal for serving larger developments along the corridor will create

III.28

Kandahar Strategic Development Framework

The Gardens: Biodiverse tree canopy

Bus Rapid Transit: Central designated lane along median

Green Infrastructure: Integrated bioswales capture stormwater

Bike Lanes: Bike lanes protected from vehicular traffic

Street Vendors: Designated location helps regulate informal activities

d oo r orh we hb y Se s g i Ne nitar tion Sa nnec Co ter Wa ing ine k in L Dr nk Tru

sin ba w m rflo tor ove s y le wa wa ad os Ro d bi n a Tru

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sin ba low rm erf o t v ion y s le o ut rib wa wa n ist ad ios tio D o R db bu al tri s ric ank i an t D c B d m Ele nk oo er co rh Tru Tele ank bo ew gh ry S ns / kB i e T I N nita tio n Tru Sa nnec Co

Considering that the function of an urban corridors is much more than transportation, the design of an urban corridor should consider and prioritize many elements. Considering that an urban corridor is often 30 to 60 meters in width, there should be ample space to incorporate transit, green infrastructure, and a generous public realm. In addition, an urban corridor should be designed and maintained with infrastructure trunk lines in mind, neccessitating coordination across many different sectors.

Wide Sidewalks: Support a range of outdoor activities

Even for a narrower urban corridor, space for green infrastructure, transit, and open space. An urban street designed only for mobility may initially function well, but will become congested and full of conflicts between cars, pedestrians, and street vendors. A well-designed urban corridor, however, will organize all of these different functions and mitigate the negative effects of dense development, such as congestion and pollution.

Transit, in the form of dedicated bus lanes or BRT, is vital to serve and attract development while minimizing congestion. Green infrastructure and street trees channel stormwater and create a pleasant environment while protecting underground water systems and creating numerous other environmental benefits (see the Landscape Toolkit). Wide sidewalks that incorporate benches, small plazas, and other open spaces, allow residents and businesses to safely access transit as well as providing organized space for vendors and gatherings.

Strategic Framework

III.29

GOAL 1.1

Strengthen compact development and structure urban growth through corridors and nodes A clearly designated network of urban corridors and nodes is the foundation of a compact, connected, and sustainable city. Focused Investment in infrastructure, amenities, and public realm improvements along these corridors is one of the most effective methods for Municipalities to manage and encourage the distribution of mixed use development.

Strategic Objectives 1.1.1

1.1.2 1.1.3

Promote and reinforce compact urban growth to the east and north-east, around Aino Meena, Dorahi, and Shorandam Nodes Establish key urban spines in central Kandahar for a consolidated urban fabric Integrate compact and sustainable nodes in western Kandahar while protecting the Arghandab valley

Related Key Drivers » Regional connectivity Related National Plans and Program » Transport Sector Master Plan 20172036 » Information and Communications Technology Sector Plans » National Infrastructure Plan 2017-2021 » National Railway Plan Proposed Key Indicators » Improvement in trade imbalance by measuring imports, exports, and deficit

Alignment with National Goals and Priorities NUP O-1

Strengthen sustainable regional economic growth and spatial integration of existing system of cities

NUP

Promote spatial integration between city and peri-urban areas

III.30

Kandahar Strategic Development Framework

(Right) Photo of Dorahi Roundabout, an important node for future urban developments. Source: Flickr, PJ Tavera Photography, 2011.

Strategic Framework

III.31

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.1

Promote and reinforce compact urban growth to the east and north-east, around Aino Meena, Dorahi, and Shorandam Nodes The most significant driver of urban expansion in Kandahar has been the development of Aino Meena, a planned development east of the existing city and north of AH1. So far, this largely private-sector development has been visionary not only in scale and design, but in the ability to finance and construct infrastructure and housing. It will be vital to build on the success and momentum of these developments, while ensuring alignment with the goals laid out in the SDF. Some of this work will be incumbent on the developer, while other aspects will rely on the capacity of the Municipality to coordinate and provide services.

Daman District Industrial Cluster

1.1.1.6 KDR University New Campus Mixed-Use Node

In terms of urban growth and structure, there is an urgent need to consider the sequencing of this expansion, and ensure that the earliest phases are structured around urban nodes and corridors. This will contribute to regional and metropolitan connectivity and reduce the tendency for urban sprawl. New development close to the central city should be sequenced first, including the area within the Dorahi triangle, and the development of urban nodes around anchor institutions and job centers should be proposed at Dorahi, Shorandam, and Kandahar University New Campus. key segments Dorahi western edge of D11 along AH1, Dorahi - Shorandam along A-75, Aino Meena main road upto northern ring road intersection will be dedicated

Associated Projects & Programs

· 1.1.1.1 AH1 - East Urban Corridor · 1.1.1.2 A-75 Urban Corridor · 1.1.1.3 Aino Meena Main Urban Corridor · 1.1.1.4 Dorahi Exchange - High Density and Mixed-use Node · 1.1.1.5 Aino Meena Commercial Node · 1.1.1.6 Kandahar University New campus Node · 1.1.1.7 Shorandam Mixed-use

Aino M

KDR U

niver sity N

eena P

Related Entities

· Municipality and Nahias Beneficiaries

· Residents

Node

D12 D13

D9 D14

D1 D2

III.32

D11

D6 D15

D10

D4 D3 D5

Kandahar Strategic Development Framework

ew Ca

(Above) Aerial diagram illustrating strategic growth to the east, by integrating the different urban and industrial nodes

hase 2

mpus

4.3.1.2 Shorandam Agro-Industrial Hub

Ring Road S

outhern sec

tion

1.1.1.7 Shorandam Mixed-use Node

2.2.3.2, 3.2.2.6 Regional Wetland & Aquifer Preservation and Park

l ve de

ric

re P

rese r

vation Administrative Complex

Redevelo

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A-7 5U

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AH1 E

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1.1.1.4 Dorahi Exchange Node Convention, Culture, & Marketplace

orr

Corrid

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Urba

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KDR University Medical Faculty

Meen a

2.2.2.4, 3.2.1.6 Zahir Shahi Canal Restoration & Greenway

Mee

Aino

1.1.1.5 Aino Meena Commercial Node

Active Ground Level

Corridor Redevelopment

Urban Nodes

Structured Urban Expansion

Industrial Nodes

Administrative

Strategic Framework

III.33

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

CITY SPOTLIGHT:

Dorahi Exchange Complex - High Density and Mixed-use Node Existing Conditions

The Dorahi node, at the intersection of AH-1 and A-75, and the triangle formed by these roadways represents a tremendous opportunity for sustainable urban development in Kandahar. With strong connectivity to Aino Meena, Old Kandahar, Shorandam, and Daman, this is certainly the most strategically located area within the city. There are also several significant anchors in the area - including the Kabul Ada regional bus terminus, the Kandahar University Medical Faculty, as well as a multitude of government and administrative offices. This area has the potential to become a new downtown for Kandahar, anchoring the development to the east while connecting back to the old city in the west. The customs facilities that currently occupy the site are scheduled to be relocated towards Spin Boldak, creating a large public site that can be developed as an urban anchor and mixed use development. Given the sites central location, and Kandahar’s importance as a regional trade hub and an international gateway, an exposition and market facility is recommended as an anchor for the site. The market is envisioned as a wholesale market for value-added goods where producers can showcase goods, access office space, and other business development resources. The public nature of the market is an ideal program to activate a prominent public space and anchor a lively public realm around this district.

Kabul Ada Bus Terminus

Just as important as the program itself, the public realm and roadways should be designed to facilitate walkable connectivity among the various institutions and to create spaces for events and gatherings. The concept envisioned here illustrates a series of plazas and pathways that connect and activate institutional anchors as well as potential mixed use development. This redevelopment site has the potential to elevate the adjacent government and administrative complex, as well as catalyze and shape mixed use development to the east along both corridors.

(Above) Diagram illustrating the existing conditions around Dorahi Node D12 D13

D14

D1 D2

III.34

D11

D6 D15

D10

D4 D3 D5

Kandahar Strategic Development Framework

Aino Meena First Mosque

Kandahar University Medicine Faculty

Police Headquarters

Da Afghan Breshna Sherkat, Kandahar

Customs Site

Strategic Framework

III.35

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

CITY SPOTLIGHT:

Dorahi Exchange Complex - High Density and Mixed-use Node Proposed Framework And Open Spaces

Associated Projects and Programs

· · · ·A ·B ·B ·C ·D ·E ·F ·G ·H ·I ·J ·K ·L

1.1.1.1 AH1 - East Urban Corridor 1.1.1.2 A-75 Urban Corridor 1.3.3.2 Regional Bus Station 4.3.1.5 Kandahar Exchange Market 4.2.5.1 Regional Convention & Meeting Facility 4.2.5.2 Regional Exhibition Facility 3.1.2.5 Center for Regional Culture and Arts 3.2.2.2 Neighborhood Sports Facility & Gym 2.4.2.1 Civic Library and Learning Center 2.3.1.4 Women’s Center 2.4.2.4 Community Health Clinic Dormitory under construction Academic Expansions Research + Office Mixed Hotel - Retail Podium + Hotel Tower Mixed Office - Retail Podium + Office Tower

1.3.3.2 Regional Bus Station

Related Entities

· Municipality with Nahias

Community Rec Field

Beneficiaries

· Residents

Relevant Toolkits

· U-A.1 Anchor Institutions · U-A.2 Coordinated District Redevelopment · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.1 Land Pooling · U-B.4 Coordination of Infrastructure & Transit · L-B.3 Water-Sensitive Design and Low-Impact Development Standards · L-D.1 Metropolitan Blue Green Network · S-B-5 Mobility Programs for Women

Market Plaza

III.36

Kandahar Strategic Development Framework

or rid Co r Friday Mosque and Public Park

G L H

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Campus Quad of Medical Faculty

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Ea AH 1 Exhibition/ Convention Plaza

Adm in Clusistrative ter

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Cultural and Arts Center Plaza

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(Above) Diagram illustrating the proposed framework and open spaces

Strategic Framework

III.37

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

CITY SPOTLIGHT:

Dorahi Exchange Complex - High Density and Mixed-use Node

Ai no

Proposed Massing and Programs

1.3.3.2 Regional Bus Station

2.3.1.4 Women’s Center

H »

Dormitory under construction

»I

Academic Expansions

J »

Research + Office

K »

Mixed Hotel - Retail Podium + Hotel Tower

L»

Mixed Office - Retail Podium + Office Tower

III.38

Kandahar Strategic Development Framework

2.4.2.1 Civic Library and Leaning Center

3.2.2.2 Neighborhood Sports Facility & Gym

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Co r an

Campus Quad of Medical Faculty

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2.4.2.4 Community Health Clinic

Adm ini Clus strative ter

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4.2.5.1,2 Regional Convention Exhibition & Meeting Facility

Retail+Hotel

3.1.2.5 Center for Regional Culture & Arts

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5U A-7

4.3.1.5 Kandahar Exchange Market

rido

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t n e

m p o l e v ede

Strategic Framework

III.39

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.2

Establish key urban spines in central Kandahar for a consolidated urban fabric While the expansion to the east has the capacity to accommodate future demand for development, northern and central parts of Kandahar have seen significant amounts of unstructured and largely informal development over the past several decades. The result is that a significant portion of the city lacks good connectivity and access to existing and emerging opportunities. An initiative should be taken to strengthen existing east-west corridors and identify potential new corridors that have the potential to catalyze urban upgrading, support densification, and provide access to the resources and opportunities that will be created in the emerging nodes to the east. The key urban corridor segments include Dorahi - Dand Chawk along AH1 and Eid Gah Darwaza - Kotal-e-Morcha along Kandahar - Uruzgan road, while the major urban nodes in central Kandahar are the historic old city core and Kandahar university old campus. The Kandahar - Uruzgan road urban corridor project will be a crucial investment to catalyze the upgrading of northern and central Kandahar’s neighborhoods. The corridor will not only serve as the major infrastructure trunk line (trunk line for drinking water, sewage, blue-green infrastructure, mobility, transit) but also be vital in unlocking the socioeconomic potential of those neighborhoods.

Associated Projects and Programs

· 1.1.2.1 AH1 - Central Urban Corridor (Dorahi to Dand Chawk) · 1.1.2.2 Kandahar - Uruzgan Road Urban Corridor (Eid Gah Darwaza to Kotal-e-Morcha) · 1.1.2.3 Historic core Mixed-use Node · 1.1.2.4 Kandahar University Old Campus Node with emphasis on Community Amenities

Related Entities Municipality with Nahias Beneficiaries Residents

(Right) Aerial photograph of central & northern Kandahar. Source: USACE, Karla Marshall, 2013. (Below) Project map of Primary, Secondary corridors and urban Nodes in Central Kandahar

D12

KDR-Uruzgan Rd

a gh Ar

D11

1.1.2.4

KDR University Old Campus

1.1.2.2

ab 1.1.3.2

D14

D10

AH1 1.1.2.1

D6 Mirwais Nika Hospital Node

D2 1.1.2.3

Dorahi Exchange Node

A-7 5 Historic Old City core

Pimary Corridor Secondary Corridor

III.40

Kandahar Strategic Development Framework

Strategic Framework

III.41

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.3

Integrate compact and sustainable nodes in western Kandahar while protecting the Arghandab valley Western Kandahar has also seen significant development around Mirwais Nika, Kokaran and several other towns to the west. This area’s strategic location at the gateway to the Arghandab Valley’s agricultural economy and beyond toward the Helmand Province make it a natural location for opportunities in the agro-industrial sector. At the same time, this area also contains valuable and sensitive ecological and cultural assets, including the ancient citadel of Kandahar and the canals that supply most of Kandahar’s clean water. There is a clear demand for urban growth and development in this region, and it will be particularly important to ensure that this growth takes the shape of compact urban nodes centered on each town, rather than urban sprawl along the roads that connect them. This effort will take a cross-sectoral effort that includes both the capacity to regulate development, the capacity to enforce environmental preservation strategies, and strategic investments in urban infrastructure that incentivize growth within these centers. The key urban corridor segment in the West spans from Mirwais Meena to Arghandab bridge along AH1, while the major urban nodes are Mirwais Nika Hospital and central Mirwais Meena

Associated Projects & Programs

Municipality and Nahias

(Mirwais Meena to Argandhab bridge)

· 1.1.3.2 Mirwais Nika Hospital Node · 1.1.3.3 Mirwas Meena High

Residents

D12

D11

D9 D14 D1 D2

Historic Old City Core

Beneficiaries

Density and Mixed-use Node

D13

tion

sec

Related Entities

· 1.1.3.1 AH1 - West Urban Corridor

d So

oa ng R

rn the

D6 D15

D10

D4 D3 D5

(Above) Aerial diagram illustrating the consolidation of growth around Mirwais Meena and its connection to nearby industrial and rural centers

III.42

Kandahar Strategic Development Framework

Panjwai

4.2.2.1, 4.3.1.4 Wholesale Fruit Market

4.3.1.3 Local Processing Hub at Kokaran To

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1.1.3.3 Mirwais Meena Mixed-use Node

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1.1.2.4 Kandahar University Old Campus Node

Active Ground Level

Corridor Redevelopment

Urban Nodes

Structured Urban Expansion

Industrial Nodes

Administrative

Strategic Framework

III.43

Strengthen compact development and structure urban growth through corridors and nodes

1.1.1.5 Aino Meena Commercial Node

High density, Mixed-use and active ground level

The north-south main avenue in Aino Meena is a vibrant street today, abutted by shopping centers, restaurants,apartments and other community uses. The avenue is crisscrossed by a series of parallel neighborhood streets creating significant intersections. The SDF envisions one of these intersections (the one right after the first fountain) as a mixed-use commercial node. The parcels surrounding the node should be leveraged to attract high density and mixed-use developments with active ground level uses that engage with the street and public realm. There is high potential for infill and redevelopment all along the Aino Meena urban corridor. Relevant Toolkits

· U-A.1 Anchor Institutions · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.4 Coordination of Infrastructure & Transit · U-D.1 Access to Citywide Transit Networks · U-D.3 Provision of Affordable Housing · U-E.2 Strategic Social Infrastructure Hubs · L-D.1 Metropolitan Blue Green Network · L-D.2.2 Coordinate public parks and open

Potential for Infill & Redevelopment

Aino Meena Urban Corridor

Goal 1.1

Potential for Infill & Redevelopment

AH1 East Urban Corridor

spaces with road infrastructure and corridor development projects

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Kandahar Strategic Development Framework

lda

III.44

· E-A.1 Agro-Industrial Hubs

spaces with road infrastructure and corridor development projects

stria

ria

tri

S to 75

· U-A.1 Anchor Institutions · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.4 Coordination of Infrastructure & Transit · U-D.1 Access to Citywide Transit Networks · U-E.2 Strategic Social Infrastructure Hubs · L-D.1 Metropolitan Blue Green Network · L-D.2.2 Coordinate public parks and open

Indus

ust

s du

A-

Indu Relevant Toolkits

Industrial

Shorandam industrial cluster is located in the south-east along the A-75 highway. The industrial cluster is set to grow into an agro-industrial hub, attracting multiple investments and infrastructures. Large pools of skilled and unskilled workforce will have to be housed in proximity to the industrial hub. The SDF recommends that the parcels around the Shorandam node and alongside the A-75 be designated as mixed-use and high density; and may house social infrastructures, educational/ vocational facilities and commercial uses apart from housing and industrial uses.

1.1.1.7 Shorandam Mixed-use Node

High density, Mixed-use and Mixed-Housing Light Industrial and Mixed-use

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The organic neighborhoods of northern Kandahar (district 9) are in critical need for upgrading. The SDF leverages the potential of Kandahar university campus as a socio-economic anchor to improve the living conditions in district 9. A network of academic/research facilities, vocational facilities, community infrastructures, women facilities and open spaces are strategically proposed in the area to activate the campus as well as to reinforce the socio-economic conditions of the neighborhood. (See. 2.4.2, city spotlight)

Kandahar University old Campus

Kandahar Eid Gah

Relevant Toolkits

· U-A.1 Anchor Institutions · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.4 Coordination of Infrastructure & Transit · U-E.2 Strategic Social Infrastructure Hubs · U-E.4 Community Land Trusts · L-C.3 Urban Flood Risk Mitigation Strategies · L-D.1 Metropolitan Blue Green Network · L-D.2.2 Coordinate public parks and open

KDR-Uruzgan Rd Urban Corridor

1.1.2.4 Kandahar University Old Campus Node with emphasis on Community Amenities

spaces with road infrastructure and corridor development projects

1.1.3.2 Mirwais Nika Hospital Node The Mirwais Nika Hospital is one of the very few hospitals in the region with advanced medical facilities. Owing to its significance, the hospital is visited in large numbers by people from within and outside the province. There is a lot of potential to build around the facility’s prominence and leverage the node as a destination for healthcare, allied services and research. The SDF also recommends that mixed-use urban neighborhoods are planned in the vicinity, which not only will support the healthcare infrastructure, but also benefit the district and the city in large.

Mirwais Nika Hospital

Dand Chowk

Relevant Toolkits

AH1 West Urban Corridor

Mirwais Nika University Strategic Framework

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Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

PROJECT SUMMARY - GOAL 1.1

Strengthen compact development and structure urban growth through corridors and nodes Project ID

Project Description

1.1.1

Promote and reinforce compact urban growth to the north and east, around Aino Meena, Dorahi, and Shorandam Nodes

1.1.1.1

AH1 - East Urban Corridor (Dorahi to eastern boundary of D11)

1.1.1.2

A-75 Urban Corridor (Dorahi to Shorandam)

1.1.1.3

Aino Meena Main Urban Corridor

1.1.1.4

Dorahi Exchange - High Density and Mixed-use Node

1.1.1.5

Aino Meena Commercial Node

1.1.1.6

Kandahar University New campus - High Density and Mixed-use Node

1.1.1.7

Shorandam Mixed-use Node

1.1.2

Establish key urban spines in central Kandahar for a consolidated urban fabric

1.1.2.1

AH1 - Central Urban Corridor (Dorahi to Dand Chawk)

1.1.2.2

Kandahar - Uruzgan Road Urban Corridor (Eid Gah Darwaza to Kotal-e-Morcha)

1.1.2.3

Historic Old City Core - Mixed-use Commercial Node

1.1.2.4

Kandahar University Old Campus Node with emphasis on Community Amenities

1.1.3

Integrate compact and sustainable nodes in western Kandahar while protecting the Arghandab valley

1.1.3.1

AH1 - West Urban Corridor (Mirwais Meena to Arghandab bridge)

1.1.3.2

Mirwais Nika Hospital Node

1.1.3.3

Mirwais Meena High Density and Mixed-use Node

1.1.2.2 Kandahar - Uruzgan Rd Urban Corridor

1.1.2.4 Kandahar University Old Campus Node

Pan

jwa

i Rd

1.1.3.3 Mirwais Meena High Density and Mixed-use Node

2 km

(Above) Project map of Primary urban corridors and Nodes

Kandahar Strategic Development Framework

1.1.3.1 AH1 - West Urban Corridor

III.46

Hwy KDR - Herat

ha Arg

1.1.2.1 AH1 - Central Urban Corridor

Northern Ring Road

KDR - Uruzgan Rd

1.1.1.3 Aino Meena Main Urban Corridor

1.1.1.6 Kandahar University New campus - High Density and Mixed-use Node

1.1.1.5 Aino Meena Commercial Node

AH1

KDR - Ghazni Hwy

1.1.1.1 AH1 - East Urban Corridor 1.1.2.3 Historic core Mixed-use Node

1.1.3.2 Mirwais Nika Hospital Node

1.1.1.7 Shorandam Mixed-use Node

1.1.1.4 Dorahi Exchange High Density and Mixeduse Node

Southern Ring Road

5 A-7

1.1.1.2 A-75 Urban Corridor arn R. T

Primary Urban Corridor Urban Node

Strategic Framework

III.47

GOAL 1.2

Guide sustainable growth and foster neighborhood integration While major nodes and corridors will consolidate jobs, institutions, and infrastructure, the greatest opportunity for housing lies in the adjacent neighborhoods. The provision of basic infrastructure and amenities in these existing neighborhoods will increase access to economic opportunity, improve quality of life, and facilitate infill development.

Strategic Objectives

Related Key Drivers » Access to affordable housing and basic urban services

1.2.1

Develop an integrated network of secondary development corridors along main roads

1.2.2

Upgrade urban neighborhoods and facilitate infill development

Related National Plans and Program

Structure, integrate and manage urban expansion

Proposed Key Indicators

1.2.3

Alignment with National Goals and Priorities NUP O-5

Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity

NUP

Promote spatial integration between city and peri-urban areas

NUP 0-2

Strategic development of urban areas into planned compact development and manage urban sprawl

U-NPP 2.2

Upgrading informal settlements to integrate into city fabric

U-NPP 2.3

Undertake urban renewal to transform inner-city neighborhoods

U-NPP 2.7

Strengthen local and national construction and building materials industry

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

III.48

Kandahar Strategic Development Framework

» Urban sprawl, land management, and land use conflicts » Urban National Priority Program » Ratio of land consumption rate to population growth rate (SDG 11.3.1) » Proportion of agricultural area to peri-urban area under productive use (Sasaki modified SDG 2.4.1) » Proportion of affordable housing units in new developments, townships, or neighborhoods (Sasaki)

(Right) Photo of neighborhoods in Kandahar. Source: Flickr, PJ Tavera Photography, 2011.

Strategic Framework

III.49

Goal 1.2

Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.1

Develop an integrated network of secondary development corridors and neighborhood spines A network of secondary corridors and neighborhood spines is important to ensure access and structure the provision of basic services and social infrastructure for new and emerging neighborhoods. These streets will be smaller than corridors, ranging from 10 to 30 meters in width, and characterized by mostly residential uses with some local commercial and retail activity. Schools, parks, community centers, and other amenities should be located along these streets. Many neighborhoods have a regular street grid with distribution lines for basic infrastructure, community amenities, and retail streets. In these neighborhoods, investments and policies should simply seek to support and strengthen secondary corridors and neighborhood spines. Neighborhoods such as Loya Wyala and Kotal-eMorcha that have emerged through organic and customary development, on the other hand, often feature narrow streets without a clear hierarchy. In these neighborhoods, it will be important to identify streets that are wide and straight enough to serve as neighborhood spines, allow the provision of infrastructure trunk lines, local transportation, and community amenities. Strategies to identify and facilitate the development of these streets are presented in toolkit U-E.

KDR University old campus R.

h Arg

Finally, in areas where urban growth is either encouraged or likely to happen through customary development, it will be important to identify and reserve land for secondary corridors and neighborhood spines. Even if the resources to construct infrastructure or provide community amenities is not available, the designation of secondary corridors will greatly facilitate future investment. Strategies to designate and reserve land for secondary corridors are presented in toolkits U-B and U-C The most significant roadways in Kandahar are AH1 highway, A-75 highway, Kandahar - Uruzgan road and the Aino Meena main road. In terms of development, certain segments of these highways are designated as primary urban corridors. See Goal 1.1. The key segments include Dorahi - western edge of D11 along AH1, Dorahi Shorandam along A-75, Aino Meena main road upto nothern ring road intersection, Dorahi - Dand Chawk along AH1, Eid Gah Darwaza - Kotal-e-Morcha along Kandahar - Uruzgan road, Mirwais Meena to Arghandab bridge along AH1. In addition Dand Chawk - Dorahi through D3, KDR University old campus - KDR University new campus along Zahir Shahi canal, Feasible sections of East-West connector through D9,D12 and D11, Dand Chawk - Kotal-e-Morcha through old KDR University campus, Oblique road through Fruit factory, north-south road along the border of D12,D10 and D11 and the north-south main road in Aino Meena extension are the secondary roads designated as development corridors. As new townships emerge, additional urban corridors may be identified, such as the primary north-south roads of Aino Meena. When designating corridors for urban development, major roads should be considered as candidates when they pass through areas designated by the spatial framework for development promotion, such as the triangular zone, to the east of Dorahi circle. Segments of major roadways that are located in areas for protection or conservation should not be considered as urban corridors, in particular agricultural areas south of the city should be avoided. Along those lines, the proposed southern ring road is not designated as a development corridor, but will primarily serve for the regional mobility of goods and services.

III.50

Kandahar Strategic Development Framework

1.1.3.1

0.5

1km

njw

(Above) Project map of the Secondary Urban Corridors

1.1.3.1

Northern Ring Road

1.1.2.2 1.2.1.3

1.2.1.6

1.1.1.3

1.2.1.3

1.2.1.2

1.2.1.4 1.2.1.2

1.2.1.7

1.2.1.5

AH1

KDR - Ghazni Hwy AH1

Historic City Core

1.1.2.1 1.1.1.1 1.2.1.1

Dand Chawk

1.1.1.2

A-7 5

Primary Urban Corridors 1.2.1.1,2,3,4,5,6,7 Secondary Urban Corridors

Associated Projects and Programs

· 1.2.1.1 Secondary Corridor - Dand Chawk to Dorahi through D3 · 1.2.1.2 Secondary Corridor - KDR University

Old Campus to KDR University New Campus along Zahir Shahi canal

· 1.2.1.3 Secondary Corridor - Feasible sections of East-West Connector through D9, D12 & D11 · 1.2.1.4 Secondary Corridor - Dand Chawk to Kotal-e-Morcha through old KDR University Old Campus

· Compact Urban Design Guidelines · Integrated Campus Development Plan · Mixed-use Promotion Zone Related Entities MUDL, MoPW, Municipality Beneficiaries Residents

· 1.2.1.5 Secondary Corridor - Oblique road through Fruit Factory · 1.2.1.6 Secondary Corridor - North-South road along the border of D12, D10 and D11 · 1.2.1.7 Secondary Corridor - North-South main road in Aino Meena Extension

Strategic Framework

III.51

Goal 1.2

Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.2

Upgrade urban neighborhoods and facilitate infill development Densely populated mixed use neighborhoods are a defining aspect of cities large and small around the world. While outward expansion will be a significant factor in accommodating Kandahar’s growing population, investments should also focus on providing upgrades to existing neighborhoods and promoting a dense mixed use urban core in these areas. The majority of Kandahar’s established urban neighborhoods are located in districts 1,2 and 14 and more recently the township of Aino Mina in district 11. These types of neighborhoods are good candidates to promote densification, as long as adequate infrastructure is provided. The neighborhoods of kotal-e-Morcha, Loya Wyala in the north; Mirwais Meena and Mir bazaar in the west are examples of areas that have developed organically, without coordination of housing and infrastructure. These types of centrally located neighborhoods in districts 9,12,7,14,10 and others are a priority for investment and upgrading. However care should be taken to ensure that appropriate mitigation is taken for areas that are prone to flooding or other natural disasters. Depending on the ownerships of the land and the interest of residents, these neighborhoods may be good candidates for community land trust pilot programs. See Toolkit U-E. The fabric of Kandahar’s historic core also needs critical upgrading with tremendous potential for infill and redevelopment. Having said that, precaution should be taken that development does not occur at the cost of heritage sites and cultural symbols. The upgrading and regeneration of the historic city core is discussed later under the ‘Heritage,Cultural Landscape and Tourism’ theme. See Strategic Objective 3.1.1.

· Community Land Trust Program · Compact Urban Design Guidelines · 1.2.2.1 Neighborhood Upgrade and Infill District 9 · Mixed-use Promotion Zone · 1.2.2.2 Neighborhood Upgrade and Infill Related Entities District 12 · 1.2.2.3 Neighborhood Upgrade and Infill MUDL, MoPW, Municipality District 7 · 1.2.2.4 Neighborhood Upgrade and Infill Beneficiaries District 14 & 10 · 1.2.2.5 Neighborhood Upgrade and Infill of the Residents Associated Projects and Programs

Historic old city core of Kandahar

(Above) Eid Gah Alif area in Kandahar. Source: Flickr, PJ Tavera Photography, 2011 (Left) Neighborhoods of Northern Kandahar. Source: Flickr, US Embassy Canada, 2009 (Right): Distribution of housing types from Baseline Data Assessment and Diagnostic Report

III.52

Kandahar Strategic Development Framework

D12

D11

D13 D8 AH1

Irregular Houses

52.2%

Irregular Houses

IDP Camps

2.1%

IDP Camps

Mixed use Apartments 0.2%

Mixed use Apartments

Apartments

2.1%

Apartments

43.4%

Regular Houses

D10

D14 D1

AH1

D3 D6 D15

A-7 5

Strategic Framework

III.53

Goal 1.2

Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.2 Pilot neighborhoods to upgrade and facilitate infill

1.2.2.2

D12

1.2.2.1

Aino Meena

1.2.2.4

D14

1.2.2.3

D10

1.2.2.5

Historic old city core

(Above) Map of neighborhoods to upgrade and infill

Neighborhoods to upgrade and infill Historic core upgrade and infill

1.2.2.1 Neighborhood Upgrade and Infill - District 9

KDR - Uruzgan Corridor

Co rrid or

III.54

ary

through Fruit Factory

D12 nd

· 1.1.2.2 Kandahar - Uruzgan Road Urban Corridor (Eid Gah Darwaza to Kotal-e-Morcha) · 1.1.2.4 Kandahar University Old Campus Node with emphasis on Community Amenities · 1.2.1.2 Secondary Corridor along Zahir Shahi · 1.2.1.3 Secondary Corridor East-West · 1.2.1.5 Secondary Corridor - Oblique road

Associated Projects and Programs

KDR Univeristy

Kotal -e-Morcha

The organic neighborhoods of district 9 are in critical need for upgrading, as they lack basic infrastructures and are vulnerable to flooding. The SDF recommends that the Kandahar - Uruzgan rd urban corridor project be prioritized, as it will catalyze the upgrading process by serving both as the infrastructure trunk line and the urban development spine. The proposed network of blue-green corridors & open spaces will aid in flood mitigation and enhancement of the public realm. Also, the Kandahar university campus is envisioned as a socio-economic anchor that will support a network of educational, vocational and social facilities. Dedicated studies to identify potential sites for urban infill and social infrastructures should be undertaken at the Nahia level.

Relevant Toolkits

· U-A.1 Anchor Institutions · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-C.1 Land Registration and Regularization · U-E.1 Tenure and Housing Upgrade Programs · U-E.2 Neighborhood Trunk and Feeder Lines · U-E.3 Strategic Social Infrastructure Hubs

Kandahar Strategic Development Framework

· U-E.4 Community Land Trusts · L-C.3 Urban Flood Risk Mitigation Strategies · L-D.1 Metropolitan Blue Green Network · L-D.2.2 Coordinate public parks and open spaces with road infrastructure and corridor development projects

· S-B Women’s Empowerment · S-D Social Housing Policies & Programs · S-E-3 Neighborhood Parks

1.2.2.2 Neighborhood Upgrade and Infill - District 12

ary Co rrid or

KDR - Uruzgan Corridor

spaces with road infrastructure and corridor development projects

· S-B Women’s Empowerment · S-D Social Housing Policies & Programs · S-E-3 Neighborhood Parks

Co rrid or

along the border of D12, D10 and D11

ary

· 1.1.2.1 - Central Urban Corridor (Dorahi to Dand Chawk) · 1.2.1.2 Secondary Corridor along Zahir Shahi · 1.2.1.5 Secondary Corridor - Oblique road through Fruit Factory · 1.2.1.6 Secondary Corridor - North-South road

· U-E.4 Community Land Trusts · L-C.3 Urban Flood Risk Mitigation Strategies · L-D.1 Metropolitan Blue Green Network · L-D.2.2 Coordinate public parks and open

Fruit Factory

Associated Projects and Programs

The neighborhoods of district 14 & 10 need upgrading, as they lack basic infrastructures. The SDF recommends that the AH1 central urban corridor and the secondary corridor (oblique road) projects are prioritized, as they will catalyze the upgrading process by serving both as the infrastructure trunk line and the urban development spine. There is tremendous potential for urban infill , redevelopment and social infrastructures around the fruit factory node. In district 14, the greening of urban cemeteries along with bluegreen network will play a vital role in flood mitigation and enhancement of the public realm.

Relevant Toolkits

1.2.2.4 Neighborhood Upgrade and Infill - District 14 and District 10

along the border of D12, D10 and D11

· 1.1.2.2 Kandahar - Uruzgan Road Urban Corridor (Eid Gah Darwaza to Kotal-e-Morcha) · 1.2.1.2 Secondary Corridor along Zahir Shahi · 1.2.1.3 Secondary Corridor East-West · 1.2.1.5 Secondary Corridor - Oblique road through Fruit Factory · 1.2.1.6 Secondary Corridor - North-South road

D12 Loya Wyala

Associated Projects and Programs

KDR - Uruzgan Corridor

The organic neighborhoods of district 12 are in critical need for upgrading, as they lack basic infrastructures and are vulnerable to flooding. The SDF recommends that the Kandahar - Uruzgan rd urban corridor and the secondary corridor (oblique road) projects are prioritized, as they will catalyze the upgrading process by serving both as the infrastructure trunk line and the urban development spine. The proposed network of blue-green corridors & open spaces will aid in flood mitigation and enhancement of the public realm. Dedicated studies to identify potential sites for urban infill and social infrastructures should be undertaken at the Nahia level.

Greening of Cemetery D14 AH1 Centr al Urban

Infill

D10

Infill

Corridor

A-

Relevant Toolkits

· U-E.4 Community Land Trusts · L-C.3 Urban Flood Risk Mitigation Strategies · L-D.1 Metropolitan Blue Green Network · L-D.2.2 Coordinate public parks and open

spaces with road infrastructure and corridor development projects

· S-B Women’s Empowerment · S-D Social Housing Policies & Programs · S-E-6 Cemeteries Strategic Framework

III.55

Goal 1.2

Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.3

Structure, integrate and manage urban expansion The development of new areas will be important to accommodate the population growth predicted for Kandahar over the next 30 years. Development should be primarily promoted to the east and north-east along the major corridors of development (AH1 and A-75). The land to the east of Dorahi circle, between the two mentioned corridors should be prioritized and structured to accommodate new neighborhoods before building out some of the more outlying areas already planned. Structuring this expansion is crucial because of its proximity to the central city and Aino Meena; its real estate value and its susceptibility to informal or isolated township developments. If prompt action to structure development is not taken, development pressure will likely lead to informal urbanization, and environmental risks (wetlands and aquifers located there). Therefore, development in the mentioned area of district 5 should be compact, sustainable, affordable and structured around the preservation of wetland and aquifer system located there. In addition, the possibility of soil contamination in the area should be studied and if determined, brownfield remediation measures should be carried out at the earliest. With a cohesive plan, Land Value Capture can potentially be used to fund the remediation. The future campus of Kandahar University along the AH1 is envisioned as an anchor for new development. It is recommended that it is delineated as a mixed-use area that incorporates an urban campus as well as urban development that maximizes the potential of this location along a major urban corridor. Similarly, the future expansion of Aino Meena (phase 2) should be structured and sequenced ensuring alignment with the growth strategy and goals laid out in the SDF. Development on areas with high slopes should be avoided, and care should be taken to integrate any areas prone to seasonal stormwater and flooding as blue-green corridors (Toolkit L-C.3). Settlements of West Kandahar in Districts 7 & 8 (Mirwais Meena and surrounding townships) should be integrated into the citywide network of proposed nodes, urban corridors and transit. See Toolkit U-D. It is important that Mirwais Meena and surrounding areas grow in a consolidated manner into compact and sustainable urban nodes, without encroaching into the ecologically sensitive Arghandab basin. In particular the area in western Kandahar where Districts 6, 7, and 8 come together should be protected, as this is a critical zone where the canals diverted from the Arghandab towards Turnak pass through. District 3 in the south is in close proximity to rich aquifers and the epicenter of agricultural activity in Kandahar. The analysis underlying the spatial framework indicates that this area, while important to preserve, will be subject to very high development pressure due to its central location. The SDF recommendation for such ecologically sensitive areas with high development pressure is to manage and mitigate growth, as it will be very challenging to enforce complete preservation. There is already significant development in this area, so a combination of some low impact development to relieve pressure and management of customary growth is recommended. See Toolkit U-C.

· Mixed-use Promotion Zone · 1.2.3.1 Structure Urban Expansion - District 5 · Community Land Trust Program · 1.2.3.2 Structure Urban Expansion - Kandahar Related Entities University New Campus (District 11) · 1.2.3.3 Structure Urban Expansion - Aino MUDL, NEPA, Municipality Meena Phase 2 (District 11) · 1.2.3.4 Integrate Neighborhoods - District 7 Beneficiaries Residents · 1.2.3.5 Manage Urban Growth - District 3 · Compact Urban Design Guidelines Associated Projects and Programs

III.56

Kandahar Strategic Development Framework

(Top) Aerial photo of West and South Kandahar where growth should be integrated and managed respectively. Source: Flickr, USACE, Karla Marshall, 2011 (Right) Aino Meena Township. Source: Digital Globe Satellite Imagery 2019.

Mirwais Meena

South kandahar

Strategic Framework

III.57

STRATEGIC OBJECTIVE 1.2.3 Pilot neighborhoods to Structure, Integrate and Manage

1.2.3.3 Aino Meena future expansion

Aino Meena

KDR University New Campus

D11

1.2.3.2

1.2.3.4

1.2.3.1

1.2.3.5

(Above) Map of neighborhoods to structure, integrate and manage growth

Neighborhoods to Structure growth

Neighborhoods to Integrate

Future township to Structure

Neighborhoods to Manage growth

Associated Projects and Programs

· 1.2.1.7 Secondary Corridor - North-South main road in Aino Meena Extension · 1.1.1.1 AH1 - East Urban Corridor · 1.1.1.2 A-75 Urban Corridor · 1.1.1.4 Dorahi Exchange - High Density and Mixed-use Node · 1.1.1.6 Kandahar University New campus High Density and Mixed-use Node

III.58

Primary Corridor

Structured expansion in the east (1.2.3.1, 1.2.3.2 and 1.2.3.3) will be propelled by the major urban development corridors (AH1 and A-75). District 5 (1.2.3.1) should be prioritized and structured to accommodate new neighborhoods before building out some of the more outlying areas already planned. Precaution should be taken to preserve the wetlands existing in D5. Similarly, mixed-use development around the Kandahar university new campus (1.2.3.2) and compact urban development in Aino Meena Phase 2 (1.2.3.3) should be guided and sequenced by ensuring alignment with the growth strategy and goals laid out in the SDF.

Secondary Corridor

Structure Urban Expansion 1.2.3.1 District 5 1.2.3.2 KDR University New Campus 1.2.3.3 Aino Meena Phase 2

D11

1.2.3.3

1.2.3.2 Primary Corridor

1.2.3.1 Wetland preservation

Pri

Relevant Toolkits

rrid

· U-A.1 Anchor Institutions · U-A.2 Coordinated District Redevelopment · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.1 Land Pooling · U-B.2 Site Preparation and Financing · U-B.3 Mixed-income Neighborhoods

Kandahar Strategic Development Framework

· U-B.4 Coordination of Infrastructure and Transit · U-D Integration of Emerging Township · L-A.5 Aquifer and Groundwater Resource Protection Program · L-B.3 Water-Sensitive Design and Low-Impact Development Standards · L-D.1 Metropolitan Blue Green Network

1.2.3.4 Integrate Neighborhoods District 7 Integration of neighborhoods and townships of west Kandahar (in Districts 7 & 8) into the citywide networks (corridors, transit, social amenities, open spaces, urban economy) should be prioritized. Urban development should be concentrated around the Mirwais Meena mixed-use node (1.1.3.3) and along the primary development corridor (1.1.3.1 AH1 - West Urban Corridor). Precaution should be taken to prevent growth from encroaching into the ecologically sensitive Arghandab basin. The newly proposed investments of Local processing hub at Kokaran (4.3.1.3), Textile Innovation center (3.1.2.1) and the Satellite Bus Terminus - West (1.3.3.3.), will reinforce District 7 (Mirwais Meena) as the Western gateway

Associated Projects and Programs

· 1.1.3.1 AH1 - West Urban Corridor (Mirwais Meena to Arghandab bridge) · 1.1.3.3 Mirwais Meena High Density and Mixed-use Node · 1.3.3.3 Satellite Hubs (Satellite Bus Terminus) - West · 4.3.1.3 Local processing hub - Kokaran

Mirwais Neeka

D8 AH1 West Urban Corridor

g .A

d oa

· U-A.1 Anchor Institutions · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.3 Mixed-income Neighborhoods · U-B.4 Coordination of Infrastructure & Transit · U-D.1 Access to Citywide Transit Networks · U-D.2 Integration of Neighborhoods & Streets

Primary Co

District 3 in the south is in close proximity to rich aquifers and valuable ag land, but at the same time facing tremendous development pressure owing to its central location. The SDF recommendation for such ecologically sensitive areas with high development pressure is to manage and mitigate growth, as it will be very challenging to enforce complete preservation. Today, District 3 is already urbanized to a certain degree, so a combination of some low impact development to relieve pressure and management of customary growth is recommended. The newly proposed investments of Local processing hub - south (4.3.1.3) and the Satellite Bus Terminus - south (1.3.3.3.) will reinforce District 3 as the southern gateway into the city.

· 1.1.2.1 AH1 - Central Urban Corridor (Dorahi to Dand Chawk) · 1.1.2.3 Historic Old City Core - Mixed-use Commercial Node · 1.2.1.1 Secondary Corridor - Dand Chawk to Dorahi through D3 · 1.3.3.3 Satellite Hubs (Satellite Bus Terminus) - South

i wa

· U-D.4 Provision of Basic Services · U-E.2 Neighborhood Trunk and Feeder Lines · U-E.3 Strategic Social Infrastructure Hubs · L-A.5 Aquifer and Groundwater Resource Protection Program · L-B.3 Water-Sensitive Design and Low-Impact Development Standards · L-D.1 Metropolitan Blue Green Network

Relevant Toolkits

1.2.3.5 Manage Urban Growth - District 3

Associated Projects and Programs

P to

j an

Seconda

ry Corrid

rridor

Relevant Toolkits

· U-A.1 Anchor Institutions · U-A.3 Compact Urban Design Guidelines · U-A.4 Land Readjustment · U-B.1 Land Pooling · U-B.3 Mixed-income Neighborhoods · U-B.4 Coordination of Infrastructure &Transit · U-C.1 Land Registration and Regularization

· U-C.2 Right of Way for Arterial Roads · U-C.3 Gozar Level Planning and Coordination · U-D Integration of Emerging Township · L-A.5 Aquifer and Groundwater Resource Protection Program · L-B.3 Water-Sensitive Design and Low-Impact Development Standards · L-D.1 Metropolitan Blue Green Network Strategic Framework

III.59

Goal 1.2

Guide sustainable growth and foster neighborhood integration

PROJECT SUMMARY - GOAL 1.2

Guide sustainable growth and foster neighborhood integrations Project ID

Project Description

1.2.1

Develop an integrated network of secondary development corridors along main roads

1.2.1.1

Secondary Corridor - Dand Chawk to Dorahi through D3

1.2.1.2

Secondary Corridor - Kandahar University Old Campus to Kandahar University New Campus along Zahir Shahi canal

1.2.1.3

Secondary Corridor - Feasible sections of EastWest Connector through D9, D12 and D11

1.2.1.4

Secondary Corridor - Dand Chawk to Kotal-eMorcha through KDR University Old Campus

1.2.1.5

Secondary Corridor - Oblique road through Fruit Factory

1.2.1.6

Secondary Corridor - North-South road along the border of D12, D10 and D11

1.2.1.7

Secondary Corridor - North-South main road in Aino Meena Extension

1.2.2

Upgrade urban neighborhoods and facilitate infill development

1.2.2.1

Neighborhood Upgrade and Infill - District 9

1.2.2.2

Neighborhood Upgrade and Infill - District 12

1.2.2.3

Neighborhood Upgrade and Infill - District 7

1.2.2.4

Neighborhood Upgrade and Infill - District 14 & 10

1.2.2.5

Neighborhood Upgrade and Infill of the Historic old city core of Kandahar

1.2.3

Structure, integrate and manage urban expansion

1.2.3.1

Structure Urban Expansion - District 5

1.2.3.2

Structure Urban Expansion - Kandahar University New Campus (District 11)

1.2.3.3

Structure Urban Expansion - Aino Meena Phase 2 (District 11)

1.2.3.4

Integrate Neighborhoods - District 7

1.2.3.5

Manage Urban Growth - District 3

1.2.3.4 Integrate Neighborhoods - D7

1.2.2.3 Neighborhood Upgrade and Infill - D7

KDR - Herat

Hwy

Pan

Note 1 - 1.2.2.1, 1.2.2.2, 1.2.2.3, 1.2.2.4, 1.2.2.5: The SDF identifies the above projects as pilot neighborhoods for upgrading. Following these, more neighborhoods for upgrading may be identified through dedicated studies and assessments. Note 2 - 1.2.3.4, 1.2.3.5: The SDF identifies the above projects as pilot neighborhoods to integrate and mange growth. Following these, more neighborhoods to integrate and mange growth may be identified through dedicated studies and assessments.

2 km

(Above) Project map of Secondary Urban corridors and Neighborhoods to Upgrade, Structure, Integrate and Manage III.60

Kandahar Strategic Development Framework

jwa

i Rd

ha Arg

1.2.2.2 Neighborhood Upgrade and Infill - D12

1.2.2.1 Neighborhood Upgrade and Infill - D9

Northern Ring Road

1.2.1.7

1.2.1.3

1.2.3.3 Structure Urban Expansion - Aino Meena Phase 2

1.2.1.6

1.2.1.3

1.2.1.2

1.2.1.5

1.2.1.4 1.2.1.2

AH1

KDR - Ghazni Hwy

2.2.3.2 Regional Wetland & Aquifer Preservation

1.2.1.1

1.2.2.5 Neighborhood Upgrade and Infill of the Historic old city core

Southern Ring

1.2.3.2 Structure Urban Expansion - KDR University New Campus

1.2.3.1 Structure Urban Expansion - D5 1.2.2.4 Neighborhood Upgrade and Infill - D10,14

Road

5 A-7

1.2.3.5 Manage Urbaan Growth - D3

arn R. T

Neighborhoods to Upgrade and Infill

Neighborhoods to Manage growth

Historic Core Upgrade and Infill

Neighborhoods to Structure growth

Neighborhoods to Integrate

Future Township to Structure & Integrate

Strategic Framework

III.61

GOAL 1.3

Enhance connectivity to residential neighborhoods and improve access to mobility choices Investment in public transit and multi-modal facilities will facilitate access to urban job centers, and enable compact urban growth while mitigating negative impacts like pollution and congestion.

Strategic Objectives 1.3.1

Improve pedestrian infrastructure and promote public safety

1.3.2

Improve traffic circulation and road infrastructure

1.3.3

Expand transit access and increase mobility options

Alignment with National Goals and Priorities NUP O-4

Build inclusive and resilient urban infrastructure, buildings, and transportation mobility

U-NPP 3.3

Promote productive urban economic infrastructure and services

U-NPP 3.3

Establish sustainable and balanced transportation system, infrastructure and services

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

Related Key Drivers » Mobility and transportation, Central city traffic congestion » Accessible and affordable modes of transportation Related National Plans and Program » Transport Sector Master Plan 20172036 » National Railway Plan » National Infrastructure Plan 2017-2021 Proposed Key Indicators » Investment executed per capita on public transportation infrastructure » Proportion of population that has convenient access to public transport, by sex, age and persons with disabilities (SDG 11.2.1) » Proportion of population with access to transit or para-transit within 5-minute walk distance from home and primary daily destination

(Right) Shaheedan Chowk, an important intersection in the Historic core of Kandahar. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2011.

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Kandahar Strategic Development Framework

Strategic Framework

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Goal 1.3

Enhance connectivity to residential neighborhoods and improve access to mobility choices

STRATEGIC OBJECTIVE 1.3.1

Improve pedestrian infrastructure and promote public safety

(Above) Streets in Kandahar during a rainy day. Source: Flickr, PJ Tavera Photography, 2011.

Proposed Infrastructure Plan Kandahar SMAPS 2017

Associated Projects and Programs

· Inclusive Streetscape Guidelines · Integrated Public Spaces Guidelines · Integrated Streetscapes Guidelines Related Entities Municipality, MoCIT, MUDL Beneficiaries

Residents, Women, Street vendors

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A proven method of decreasing traffic, pollution from cars, and unsafe roadways is to invest in pedestrian infrastructure. Sidewalks and bicycle lanes can provide a safe, alternative method of traveling from one place to another. Providing pleasant urban spaces for pedestrian travel will also make public transportation more attractive to the users, who must walk or bicycle to transit stops. Separating vehicular and pedestrian traffic is also imperative to the safety of all travelers on a street. Many major roads in Afghan cities have a large right-of-way that is poorly marked or separated by uses. Providing space for pedestrians and bicycles separate from vehicles will also improve traffic conditions. Inclusive and integrated streetscape guidelines should be developed to accommodate different modes of travel and include accessible features to improve functionality for the disabled and all people. Providing safe and accessible space for pedestrians in Kandahar should be prioritized in the dense urban core of the city. Sidewalks along roads with traffic issues should be curbed and widened for improved pedestrian safety and access. Providing physical barriers between pedestrians and vehicular traffic can be an effective strategy to increase pedestrian safety. These barriers can be large planters or trees, which also improve the pedestrian experience. Trees are highly beneficial and a large improvement on streetscapes as they provide shading and a relief from intense winds. Bicycles should also be considered in the development of pedestrian infrastructure. As bicycling in urban areas grows in Afghanistan, it is important to provide the proper infrastructure. Dedicated and shared bicycle lanes are low-cost strategies for greatly increasing bicycle safety on the road. Protected lanes are another step toward safe and effective bicycle infrastructure that can greatly improve the streetscape and overall pedestrian experience.

Kandahar Strategic Development Framework

STRATEGIC OBJECTIVE 1.3.2

Improve traffic circulation and road infrastructure Primary roadways within Afghan cities are often multiple lanes, but rarely marked or signaled. A lack of traffic management and uniformity causes major traffic congestion and delays. Roads with a large right-of-way, most major roads, present an opportunity for improved infrastructure that increases circulation, mobility, and safety. Using modern technologies, pave roads, improve intersections, and integrate uniform striping. These features can greatly improve roadway and traffic conditions and mitigate conflicts in unmanaged roundabout intersections.

Associated Projects and Programs

An urban transportation management plan should be developed where key corridors may be identified for improvements such as establishing clear lanes, signaled intersections, and formalized parking, ensuring the system works better for everyone throughout Kandahar. Corridors of focus should include AH1 Highway which cuts through the urban fabric of the city from east to west. Additionally, special attention to the primary and secondary roadways around the dense urban core should be considered. Road improvements have also been identified in the SMAP should be supported within an overarching roadway improvement program. While a decrease in traffic is important, the boundaries of cultural and social sites should not be infringed. Additionally, a proposed ring roads (north and south) should be planned and implemented to aid in alleviating traffic in the city core. The proposed alignment to the south should be designed for traffic wishing to circumvent the city center, but not infringe on natural resources to the south, or attract development there.

Related Entities

One of the major strategies considered is providing vendor space on secondary or tertiary streets with limited traffic issues, open park and plaza space, or other available public space. If vendors are provided with an alternative and become less active in the roadways, traffic will improve. Additionally, designating space for shared taxi drivers to wait and find passengers may improve traffic conditions in areas where they generally wait. Assigning spaces for stand-by taxis within walking distance of major commercial nodes or along corridors with many social institutions can provide streamlined service.

· 1.3.2.1 Roadway Improvement Program · 1.3.2.2,3,4,5 Primary Roadway Upgrades · 1.3.2.6 Secondary Roadway Upgrades · 1.3.2.7,8 Ring Road Construction - Southern and Northern Sections · 1.3.2.9 Inner Ring Road · Urban Transportation Management Plan Municipality, MoTCA, MoPW, MUDL Beneficiaries Residents Proposed Infrastructure Plan Kandahar SMAPS 2017

(Below) A-75 Shorandam Road intersection at Dorahi. Source: Utopian Planners, 2020

Strategic Framework

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Goal 1.3

Enhance connectivity to residential neighbourhoods and improve access to mobility choices

STRATEGIC OBJECTIVE 1.3.3

Expand transit access and increase mobility options Throughout the world, city populations and planners are moving away from private vehicles as their main form of local transportation. Although private vehicles will remain an important part of urban mobility, integration of many modes can improve mobility for a majority of the urban population. Residents and workers who cannot afford private vehicles or daily shared taxi rides need alternative options of travel. Local multi-modal transportation hubs are an option to provide mobility services in an urban area. The hubs are intended to expand the modal options and transfer possibilities of travelers by bringing various modes to a single stop. The hub can serve as a bus stop, taxi pick-up and drop-off point, bicycle parking station, and more. This diverse set of mobility options at a single location allows people the opportunity to use different, affordable modes of transport on their commute. These urban multi-modal hubs can be placed at key intersections and along major corridors in Kandahar. Their purpose is to connect the various modes of transport used by Afghan people, such as shared taxis, tuk tuks, minibuses, etc., and therefore should be placed along existing or future bus lines, places where taxi trips are common, and there is sufficient bicycle and pedestrian infrastructure. The urban multi-modal hubs connect people and places in local and urban trips in Kandahar. Additionally, as the national railway network extends across the region, a plan should be evaluated for the alignment of multi-modal passenger (bus-rail) hubs in the east at AH1-Ring road intersection (Daman District) to support future train passenger travel. Satellite hubs expand mobility services to the outer-city of Kandahar and surrounding villages and towns. They serve proposed bus terminuses, the ring road, and can include minibuses and taxis, as well. These points are strategically located in those connection points and will serve as gateways into the city. Their placement at bus line terminuses is crucial in connecting regional towns and villages with the urban core. Satellite hubs are placed at these key intersections in the north, east, south, and west in Kandahar. Access to regional destinations, such as other major cities in Afghanistan is vitally important to the local economy. An improved regional bus station should be constructed and maintained by the municipality to replace the existing nonstandardized bus stations in Kandahar. A Municipality-run regional bus station would provide transportation options to regional destinations in a formal way. The station will include ticket purchasing, waiting areas, and other amenities for travelers and workers, and will be centrally located so it is easily accessible to all Kandaharis. Bus transit and other citywide transportation options should provide access to the regional bus station, connecting people to their destinations near and far. Coordination and integration with the existing Milibus Authority should be considered when planning public transportation options. (Above) One of the various modes of transportation in Kandahar’s historic core. Source: Flickr, PJ Tavera Photography, 2011. (Right) Small-scale mobility hub in Minneapolis.

Associated Projects and Programs

· 1.3.3.1 Multi-modal Passenger (Bus-Rail) Hub · 1.3.3.2 Regional Bus Station · 1.3.3.3 Satellite Hubs (Satellite Bus Terminuses) · 1.3.3.4 Express Bus Route

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Related Entities MoTCA, MoCI, MoE, ARA, MoPW, Municipality Beneficiaries Residents, Women, Students, Farmers

Kandahar Strategic Development Framework

Strategic Framework

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Goal 1.3

Enhance connectivity to residential neighborhoods and improve access to mobility choices

PROJECT SUMMARY - GOAL 1.3

Enhance connectivity to residential neighborhoods and improve access to mobility choices Project ID

Project Description

1.3.1

Improve pedestrian infrastructure and promote public safety

1.3.1.1

Inclusive Streetscape Guidelines

1.3.1.2

Integrated Public Spaces Guidelines

1.3.1.3

Integrated Streetscapes Guidelines

1.3.2

Improve traffic circulation and road infrastructure

1.3.2.1

Roadway Improvement Program

1.3.2.2

Primary Roadway Upgrades - AH1 (Arghandab bridge in the west to Industrial Park in Daman district in the east

1.3.2.3

1.3.3.3 Satellite Hub/ Bus Terminus - West

Primary Roadway Upgrades - KDR-Uruzgan Rd (Eidgha Darwaza to Kotal-e-Morcha)

1.3.2.5

Primary Roadway Upgrades - Aino Meena Main Road (AH1 hwy to Aino Shahi park)

1.3.2.6

Secondary Roadway Upgrades

1.3.2.7

Ring Road - Southern Section

1.3.2.8

Ring Road - Northern Section

1.3.2.9

Inner Ring Road

1.3.3

Expand transit access and increase mobility options

1.3.3.1

Multi-modal Passenger (Bus-Rail) Hub

1.3.3.2

Regional Bus Station

1.3.3.3

Satellite Hubs (Satellite Bus Terminuses) - East, West, North and South

1.3.3.4

Express Bus Route and System

1.3.2.2, 1.3.3.4 1.3.2.2, 1.3.3.4

Pan

2 km

(Above) Map of Kandahar’s proposed connectivity, transit and mobility improvement projects Kandahar Strategic Development Framework

1.3.2.2

Primary Roadway Upgrades - A-75 (Dorahi to Kandahar International Airport)

1.3.2.4

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Hwy KDR - Herat

ha Arg

jwa

i Rd

KDR - Uruzgan Rd

1.3.3.3 Satellite Hub/ Bus Terminus -North

1.3.2.8

Northern Ring Road

1.3.2.5

1.3.3.3 Satellite Hub/ Bus Terminus -East

1.3.2.4 1.3.2.4

1.3.2.2, 1.3.3.4

AH1

KDR - Ghazni Hwy

AH1

4.1.2.1 Truck-to-Rail Freight Interchange

1.3.2.9

1.3.3.1 Multi-modal Passenger (Bus-Rail) Hub and Railway station

1.3.3.2 Regional Bus Station 1.3.2.3, 1.3.3.4 1.3.2.7

Southern Ring Road 1.3.3.3 Satellite Hub/ Bus Terminus -South 5 A-7

Rail

4.1.1.1 Multi-modal Freight hub

way arn R. T

Primary Roadway Upgrades

1.3.2.9 Inner Ring Road

1.3.3.2 Regional Bus Station

1.3.2.6 Secondary Roadway Upgrades

1.3.3.1 Multi-modal Passenger (Bus-Rail) Hub

1.3.3.3 Satellite Hub (Satellite Bus Terminus)

1.3.2.7,8 Ring Road (Northern and Southern

Freight Hub

1.3.3.4 Express Bus Route

Strategic Framework

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Theme Two

RESILIENT COMMUNITIES

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Kandahar Strategic Development Framework

VISION STATEMENT

Resilient Communities Equitable investment in basic services and social infrastructure strengthens the resiliency of underserved neighborhoods in Kandahar A network of blue-green corridors reduces environmental risk and enhances quality of life for all residents The preservation of agricultural land and conservation of natural resources secures a sustainable source of water for drinking and agriculture

Establishing this vision for Kandahar will require the following goals:

Goal 2.1 Provide adequate urban services to all citizens

Goal 2.2 Invest in sustainable infrastructure and building urban resilience

Goal 2.3 Support inclusive social development for underserved populations

104

Goal 2.4 Improve access to safe affordable housing and community infrastructure

112

Strategic Framework

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INTRODUCTION

Protect & Regenerate Ecological Systems From Kandahar to Herat, Afghanistan is a land of mountains, rivers, and deserts. As Afghanistan urbanizes, the rapid development and expansion of its cities must seek to protect fragile ecosystems and build resilient communities. At every scale, from protection of regional aquifers to the integration of green infrastructure, ecological systems must be at the forefront of any urban or regional planning initiative in Afghanistan.

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Kandahar Strategic Development Framework

Strategic Framework

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INTRODUCTION

Infrastructure Systems Thinking From Kandahar to Herat, Afghanistan is a land of mountains, rivers, and deserts. As Afghanistan urbanizes, the rapid development and expansion of its cities must seek to protect fragile ecosystems and build resilient communities. At every scale, from protection of regional aquifers to the integration of green infrastructure, ecological systems must be at the forefront of any urban or regional planning initiative in Afghanistan.

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Kandahar Strategic Development Framework

INTRODUCTION

Coordinate Road Improvements & Utility Expansion Afghanistan’s historic diversity, prosperity, and status as a global center of trade for centuries have been clouded by conflict and persecution of women and minorities. In the 1960s, Kabul was often called the Paris of the East, and Afghan women were training to become doctors, engineers, artists, and writers in a cosmopolitan society. However, the 21st century offers a stark contrast: girls are lucky to study in makeshift schools, over half of Afghanistan’s population has been displaced within the last 30 years, and a significant amount of the population carry physical or psychological trauma generation of conflict. Many Afghan cities are centers of stability and prosperity, and must be able to integrate and empower all Afghans, regardless of gender, age, ability, or origin.

cross

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KABUL

HEALTH HEALTH INDUSTRY INDUSTRY

WASTEWATER WASTEWATER WASTEWATER DISTRICT DISTRICTDISTRICT TREATMENT TREATMENT TREATMENT SUBSTATIONS SUBSTATIONS SUBSTATIONS

GA GA OR OR FOOD SUPPLY NNNO NO HEALTH

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GAGA GA OROR OR N-NNNONO NO

INTRODUCTION

WA ST E

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KABULKABUL

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KABULIS

S WA

| INFRASTRUCTURE

KABULIS KABULISKABULIS WORKERS WORKERS WORKERS

RG AN NU IC WA TR ST IENR E TG-AR I N C NU ICH S WAOIL TR ST IEN E T-R NI ICH C SOI WA L ST E NI C WA ST E

RKERS WORKERS

GA OR NNO

INDUSTRY ECONOMY ECONOMY ECONOMY

ECOLOGY ECOLOGYECOLOGY

ECONOMY ECOLOGY

Strategic Framework

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MAT REC

DEFINITION

Metropolitan Blue and Green Network From Kandahar to Jalalabad, Afghanistan is a land of mountains, rivers, and deserts. As Afghanistan urbanizes, the rapid development and expansion of its cities must seek to protect fragile ecosystems and build resilient communities. The Blue and Green Network (Blue-Green Corridor) is a landscape strategy that links waterways or drainage corridors (blue) with greened streets, parks or linear open spaces (green) into a holistic metropolitan system.

Blue-Green Corridor RAIN MANAGEMENT

The blue and green network (Blue-Green Corridor) is a landscape strategy that links waterways, drainage corridors and water-bodies (blue) with tree lined streets, linear open spaces and parks (green) into a holistic metropolitan system. This system improves the daily life of human societies in the form of recreation, identity and aesthetics. Furthermore, this landscape system has added environmental benefits such as the mitigation of heat island effects, mitigation of flooding, filtration of polluted water or the establishment of a more comfortable micro-climate along urban streets provided by trees.

BIODIVERSITY

MICROCLIMATE SHADE Water retention & filtration

COOLING

Both typologies, blue and green corridors are equally important. More information is provided in the Landscape Toolkit L-D.

Green Infrastructure Landscape as a strategy to improve urban resilience to issues and provide opportunities for recreation and other uses can be considered as green infrastructure. These natural infrastructures support the development of resilient urban systems by improving the quality of life and strengthening communities. Landscape strategies of green infrastructures aim to capture, store and slowly release rainwater into the local aquifer or convey excess water into adjacent water bodies. Landscape strategies also include the cooling of urban areas through the use of natural construction materials and vegetation such as trees along roadways.

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Kandahar Strategic Development Framework

Garden to store rain water

Tree lined street with bio-swale

Urban forest to filter air and water

Trees for cooler micro-climate

Sunken plaza (water sensitive design)

Plaza with permeable paving Rain garden for water collection

Urban farming for local food production

Low-impact developed building (low emissions)

Drainage Corridors

S E TB U F F BA ER CK

Cultural institutions

The revitalization of a drainage corridor to reduce flood risk, mitigate land erosion and to provide new recreational opportunities along this linear open space can be considered as part of the blue-green network

In-situ redevelopment (rehabilitation of risk prone communities)

Improved connection to drainage corridor open space

Existing condition along drainage corridors

RR R I VO W & ER IN CO ACC RR ES IDO SIB R L

D CO RAIN RR AG IDO E R Revitalized drainage corridor (blue-green)

High exposure to flood risk and erosion

New opportunity for recreation

River Corridors The application of setback buffers along rivers and streams protects future development from environmental risk, protects local aquifers and improves ecological diversity. The integration of pathways and bike path provide added benefits for recreation.

Public open spaces for all

X PA

Compact development & civic facilities (urban & peri-urban)

ION

WID C O R I V EE N E D RR R IDO R TEM

P. N

SER

New corridor to promote urban growth Agricultural fields

RIV N ER ARR CO OW RR IDO R

S E TB U F F BA ER CK Active flooding and erosion

Riverine forest/ economic forest Irrigation canal

Public path for recreation High-value orchards & agricultural fields

Strategic Framework

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GOAL 2.1

Provide adequate urban services to all citizens Access to essential services, including clean drinking water, electricity, and sustainable waste management quality is a minimum requirement for a household’s quality of life and contributes to increased productivity. For each of these services, coordination at the regional level is critical to develop a sustainable source or treatment mechanism, while investment at the local level must ensure an equitable distribution network.

Strategic Objectives 2.1.1

Secure sustainable drinking water supply by protecting and preserving the Arghandab river basin

2.1.2

Develop drinking water distribution system in coordination with urban corridors and spines

2.1.3

Establish decentralized wastewater treatment systems

2.1.4

Increase municipal solid waste management capacities and Establish an integrated municipal solid waste management strategy

2.1.5

Mitigate solid waste pollution and increase landfill capacity to the south-east of the city

Alignment with National Goals and Priorities NUP O-4

Build inclusive and resilient urban infrastructure, buildings, and transportation mobility.

NUP

Respect, protect and promote the human rights of citizens by ensuring accessibility to adequate urban services to all.

U-NPP

Ensure adequate housing and basic urban services to all.

U-NPP 2.5

Extending sustainable basic urban services and facilities to all households.

U-NPP 2.1

Promote spatial integration between city and peri-urban areas

U-NPP 2.4

Establish responsive Islamic national housing finance system (for new housing and upgrading).

SDG 6

Ensure availability and sustainable management of water and sanitation for all.

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable.

SDG 12

Ensure sustainable consumption and production pattern.

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Kandahar Strategic Development Framework

Related Key Drivers » Access to affordable housing and basic urban services » Management of waste and pollution » Urban sprawl, land management, and land use conflicts Related National Plans and Program » Urban National Priority Program » National Infrastructure Plan 2017-2021 » Water Resources Development Investment Program » Water Sector Strategy Proposed Key Indicators » Proportion of population living in households with access to basic services (SDG 1.4.1) » Proportion of urban population living in slums, informal settlements or inadequate housing (SDG 11.1.1) » Proportion of urban solid waste regularly collected and with adequate final discharge out of total urban solid waste generated, by cities (SDG 11.6.1)

(Right) Construction of pit latrines in a Kandahar Neighborhood. Credit: Jolyon Leslie

Strategic Framework

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Goal 2.1

Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.1

Secure sustainable drinking water supply by protecting and preserving the Arghandab River Basin Access to clean water is essential for prosperous human life. It is fundamental to the health, wellness, and economic success of communities. Obtaining clean drinking water throughout the year can be a challenge for many Afghans. There are many challenges associated with finding clean drinking water sources that are sustained in all seasons and for many years. Extraction from wells within urban areas yields polluted water from aquifers that are quickly running dry. Additionally, dramatic seasonal changes cause large variations in surface water levels throughout the year. Securing a sustainable drinking water supply will involve multiple strategies that protect and sustain a replenishable aquifer outside the urbanized area and a secure transmission system to the city.. Kandahar sources its drinking water mainly from deep wells within its urban areas. Much of the city’s current aquifersourced water supply has been polluted from urban activities as a result. However, nearby, the Arghandab River flows along the city’s municipal boundary, with river discharge regulated by the Dahla Dam, just north of the city. An opportunity exists to source drinking water for the city from the lake formed by the Dahla Dam. A new water collection and treatment facility at the Dahla Dam, along with a new transmission line into the city are currently being studied by ADB and this general scheme is supported in this SDF. Additionally, rural and agricultural areas in the southern and eastern parts of Kandahar depend on groundwater wells for drinking water. However, currently, a sustainable water resources management plan, and specifically, information on aquifer location, capacity, and water quality is lacking. An aquifer mapping and monitoring program should be established to identify the status of aquifers in the region. Based on this study, restored wetlands and aquifer recharge zones should be established, and groundwater extraction regulations should be made a priority to proactively manage extraction as Kandahar continues to develop. Associated Projects and Programs

· Sustainable Water Resources Management Plan · 2.1.1.1 Aquifer Recharge and Groundwater Extraction Wells · Protected Aquifer Recharge Zone · 2.1.1.2 Aquifer Recharge Wetland near Dahla Dam · 2.1.2.2 Drinking Water Treatment Facility Related Entities AUWSSC, MoEW, MAIL, MoPW, DABS, Municipality Beneficiaries Residents

See 5.4.2 Develop integrated regional natural resource management capacities III.82

Kandahar Strategic Development Framework

A-75 Ghazn KDR -

i Hwy

Dahla Dam to KDR Transmission Line Kandahar Historic Core

Dorahi Node

2.1.2.2 Drinking Water Storage and Treatment Facility (Potential location A)

Dahla Dam KDR P ipelin e

Dahla Dam

Hwy amiyan KDR - B

Ar gh

Dahla Dam Reservoir

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Goal 2.1

Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.2

Develop drinking water distribution system in coordination with urban corridors and spines With a clean, sustainable source of drinking water from Dahla Dam, an expanded drinking water distribution system must be constructed to deliver drinking water to neighborhoods and residents. There are three areas of piped water service in Kandahar with an estimated beneficiary of 15% of the population. Much of this existing network is in need of repairs. Residents who do not benefit from piped water service rely on private wells that draw water from depleting aquifers under the city. All roadway projects should be coupled with a drinking water network inspection, repair, or replacement. Expansion of the drinking water network is also necessary for improved service to Kandahar’s population and to decrease the city’s reliance on depleting and polluted aquifers. As development continues to the east along Kandahar-Bamiyan Highway, drinking water trunk lines should be placed in the roadways. If major roadway projects precede adequate water resources for the network, trunk lines can still be placed, with the intent of being pressurized in the near future.

Associated Projects and Programs

· AUWSSC Capacity Building Program · 2.1.2.1 Drinking Water Network Upgrades and Expansion · 2.1.2.2 Drinking Water Treatment Facility · 2.1.2.3 Storage Facility · 2.1.2.4 Pump Station · 2.1.2.5 Surface Water Diversion Channel and Collection Network · 2.1.2.6 Drinking Water Transmission Line Network

Related Entities MAIL, AUWSSC, Municipality, MoEW Beneficiaries Residents

See 5.1.1 Establish a community-based infrastructure services program

Municipality: Drinking Water Demand (MCM/yr) Year

Demand

2020

29 MCM/yr

2030

35 MCM/yr

2040

42 MCM/yr

2050

50 MCM/yr

2060

61 MCM/yr

Assumptions: Domestic demand estimate: 100 L/person/day (Below) Aerial View of Dahla Dam, which will be the primary source of drinking water for Kandahar in future. Source: USACE, Mark Ray, 2013.

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Kandahar Strategic Development Framework

Commercial & Industrial demand estimate: 0.75 cubic meters per square meter of floor space per year

STRATEGIC OBJECTIVE 2.1.3

Establish decentralized wastewater treatment systems Pit latrines and septic tanks are the main methods of wastewater management in Afghan cities, and in Kandahar. These household-scale, decentralized systems allow raw sewage to be transferred directly into the ground or to be pumped and hauled away. Currently, the widespread use of these systems in concentrated, urban areas pollutes the groundwater, which is also often a drinking water source, as is the case in Kandahar. Furthermore, the concentrated use of these systems, although often effective, can be associated with surface water pollution and poor public health. Since there is neither a neighborhood- or city-wide wastewater-focused organization, nor a city-wide wastewater collection or treatment network, there exists an opportunity for city-wide, phased improvements to wastewater management in Kandahar.

Associated Projects and Programs

A pit latrine and septic system upgrading program that targets communities with poorly built and poorly managed pit latrines and septic systems could be a quick win that greatly benefits the community. This program could include grants or subsidies for maintenance and/or system upgrade expenses, as well as operation and maintenance technical trainings administered by the Municipality. Depending on the types of pit latrines and septic systems being installed, a comprehensive plan for managing sludge and other waste products produced by these systems would need to be created. Existing private haulers could be incorporated into this plan. This would be considered a first step toward making improvements in the wastewater sector.

MAIL, AUWSSC, Municipality, WRA

In the longer-term, a more comprehensive solution should be sought. By designing a new, comprehensive system that includes a modern wastewater treatment facility in a suitable site, a collector trunk sewer along urban corridors, and a network of collector sewers and sanitary laterals throughout the city, Kandahar could align its wastewater sector with international standards. New wastewater trunk lines are proposed to generally run north-south. A requirement for this component of the project is a robust water supply network that aids in conveying waste through the wastewater system to a proposed treatment plant. These trunk lines will transfer wastewater to a treatment facility south of the municipal boundary. Effluent from the treatment plant should be either introduced into the groundwater to recharge the aquifer, appropriately released into a nearby river or stream, or used to irrigate nearby agricultural lands.

· 2.1.3.1 Decentralized Treatment Campus · 2.1.3.2 Industrial Wastewater Recycling Facility · 2.1.3.3 Wastewater Treatment Facility · 2.1.3.4 Wastewater Trunk Sewers · Decentralized Wastewater Treatment Pilot Program · Pit Latrine Upgrading Program · Closed Sanitation Chain System Related Entities

Beneficiaries Residents Municipality: Wastewater Demand (MLD) Year

Demand

2020

61 MDL

2030

73 MDL

2040

89 MDL

2050

108 MDL

2060

132 MDL

Assumptions: Domestic demand estimate: 80% of water demand Commercial & Industrial demand estimate: 70% of water demand (Below) A tertiary wastewater treatment plant in southern Israel. Source: Jewish National Fond

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Goal 2.1

Provide adequate urban services to all citizens

PROJECT SUMMARY - DRINKING WATER AND WASTEWATER

Provide adequate urban services to all citizens Project ID

Project Description

2.1.1

Secure sustainable drinking water supply by protecting and preserving the Arghandab River Corridor

2.1.1.1

Protected Aquifer Recharge Zone

2.1.1.2

Aquifer Recharge Wetland

2.1.2

Develop drinking water distribution system in coordination with urban corridors and spines

2.1.2.1

Drinking Water Network Upgrades and Expansion

2.1.2.2

Drinking Water Storage and Treatment Facility

2.1.2.3

Pump Station

2.1.2.4

Surface Water Diversion Channel and Collection Network

2.1.2.5

Water Transmission Line Network

2.1.3

Establish wastewater treatment system

2.1.3.1

Decentralized Treatment Campus

2.1.3.2

Industrial Wastewater Recycling Facility

2.1.3.3

Wastewater Treatment Facility

2.1.3.4

Wastewater Trunk Sewers

2.1.4

Establish an integrated municipal solid waste management strategy

2.1.4.1

Solid Waste Collection Service Expansion

2.1.4.2

Solid Waste Transfer Station

2.1.4.3

Solid Waste Truck Route Roadway Improvements

2.1.5

Increase landfill capacity

2.1.5.1

Engineered Landfill

2.1.5.2

Landfill Cap and Closure

2.1.2.3 Pump Station

2.1.3.3 Wastewater Treatment Facility (potential location A)

Hw KDR - Herat

ai R

2.1.1.1

2.1.3.4 Wastewater Sewer alignment if WWTF is located at B

2.1.3.3 Wastewater Treatment Facility (potential location B)

Considerations for Site A: The proposed WWTF is along the primary urban corridor (AH1) and the installation of the trunk sewer can be coordinated with corridor development project (1.1.3.1)

Kandahar Strategic Development Framework

Sou

Note 2 - 2.1.3.3 Wastewater Treatment Facility: The SDF identifies two potential locations -A (near Arghandab river in west) and B (near Tarnak river in the south) for the WWTF. Although natural sloping works for both the options, final location should be arrived at after dedicated feasibility assessments that evaluate both the options.

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AH1

jw Pan

Note 1 - 2.1.2.2 Drinking Water Storage and Treatment Facility: The SDF identifies two potential sites A (near Dahla Dam) & B (near Kotal-e-Morcha) for the project. The final location should be decided by a dedicated feasibility study. The SDF highly recommends that the WTP be located at A, so that dirty water isn’t pumped through expensive transmission lines, degrading the pipes, valves, fittings, pumps, etc. Also, it is advisable that WTP’s are far away from populous areas with minimal contamination risk.

Considerations for Site B: In the absence of a major urban corridor in the south, a more direct alignment for the sewer should be studied along secondary roads and rural landscapes. The treated water can be used for the irrigation of local agricultural fields in that surrounding area.

ha Arg

2 km

(Above) Sustainable drinking water supply and distribution system projects

uthern Ring

2.1.2.5 Water Transmission Line

2.1.2.2 Drinking Water Storage & Treatment Facility (Potential location B)

Northern Ring Road

KDR - Uruzgan Rd

2.1.3.4 Wastewater Trunk Sewers

2.1.2.1 Drinking Water Network Upgrades and Expansion - Pilot Area

2.1.1.1

KDR - Ghazni Hwy

AH1

2.1.1.1

2.1.1.1 Qule Urdu protected Aquifer Recharge

2.1.3.2 Industrial Wastewater Recycling Facility

2.1.1.2 Aquifer Recharge Wetland

Road

5 A-7

arn R. T

2.1.3.3 Wastewater Treatment Facility

2.1.2.5 Water Transmission Line

2.1.3.2 Industrial Wastewater Recycling Facility

2.1.3.4 Wastewater Trunk Sewers

Strategic Framework

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Goal 2.1

Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.4

Establish an integrated municipal solid waste management strategy

Solid waste management is often a complex system for large, growing cities. The Cleaning and Greenery Departments of Kandahar is responsible for the collection and transfer of solid waste. Urban areas often utilize community collection bins to store solid waste and are considered a collection point for Municipal solid waste vehicles. Currently, the Department does not have enough equipment, vehicles, or staff to keep up with solid waste responsibilities. An expansion of the department will create jobs and provide solid waste service to more families and businesses in the city. With expanded investment in solid waste collection and an increased efficiency in transfer, Municipalities can overcome pollution on urban streets and in open spaces.

Associated Projects and Programs

Efficient solid waste management begins at the source. There is a general lack of formality in the current system as residents often burn household waste or dispose of it in streams or open areas, unless disposed of in a community bin. Collection from individual homes is considered best practice because it ensures a majority of solid waste is being collected, limiting its potential for pollution.

Related Entities

Solid waste transfer stations should be considered in developing a comprehensive solid waste plan. Each of these facilities will provide a collection, compaction, and separation point for a few districts. Additionally, truck routes for large solid waste vehicles traveling from transfer stations to updated landfills should be improved for efficiency. Educational outreach would be a necessary component to upgrading the municipal waste system because its success hinges on waste disposal behaviors in the city. Informal recyclers are common in Kandahar and could greatly benefit from a more formalized recycling system. It is important for the Municipality to include the members of this informal economy when establishing a more robust system. Vocational training and provision of safety equipment could be considered quick wins for recycling management in Kandahar.

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Kandahar Strategic Development Framework

· Comprehensive Solid Waste Plan · 2.1.4.1 Solid Waste Collection Service Expansion · 2.1.4.2 Solid Waste Transfer Station · 2.1.4.3 Solid Waste Truck Route Roadway Improvements · Recycling Support Program · Industrial Waste Treatment and Reuse Program

MAIL, AUWSSC, Municipality, MoEW Beneficiaries Residents See 5.1.1 Establish a community-based infrastructure services program

(Top) Municipal solid waste collection service. Source: Paul Brown

STRATEGIC OBJECTIVE 2.1.5

Mitigate solid waste pollution and increase landfill capacity to the south-east of the city Once collected, the Cleaning and Greenery Department of Kandahar Municipality transports solid waste to a municipal dump site to the north of the city. The dump site consists of open solid waste pits and piles, leaving the surrounding natural areas and groundwater vulnerable to pollution. An engineered landfill is necessary for a modern solid waste system to reduce and manage pollution, as well as increase landfill capacity and longevity. Modern systems include solid waste compaction, landfill lining, pollution control, biogas recovery, daily cover, and other important aspects. These best practices can guide the municipality to reducing and controlling ground and surface pollution within the city and beyond, protecting regional natural resources.

Associated Projects and Programs

Kandahar’s existing dumpsite to the north causes major pollution in the urban areas of the city. Seasonal floods flow through the dumpsite before carrying solid waste into the city. It is imperative that a properly designed, constructed, and managed landfill site be employed for the city to retain its natural resources. The existing dumpsite should be properly capped and closed once the new site is operational.

See 5.1.1 Establish a community-based infrastructure services program

A vast area outside of the urbanized region should be evaluated and chosen for solid waste disposal. Southeast of the city, near industrial land uses, could be a good location. The site needs to be accessible and a large land area and must meet the regulations set by NEPA. The local pollution from the site will consist of unpleasant smells and very little air pollution, if properly managed. Environmental justice issues should be carefully considered in the landfill’s placement so as not to disproportionately affect lower income communities.

· 2.1.5.1 Engineered Landfill · 2.1.5.2 Landfill Cap and Closure Related Entities

AUWSSC, MoEW, MAIL, MoPW, DABS, Municipality, NEPA Beneficiaries Residents

Municipality: Solid Waste Generation (tons/day) Year

Demand

2020

770

2050

1,488

Assumptions:

1.25 kg/person/day - for the urban population.

2.1.4.2 Solid Waste Transfer Station

Northern Ring Road

2.1.4.2 Solid Waste Transfer Station

2.1.4.2 Solid Waste Transfer Station AH1

Southern Ring Roa

5 A-7

2.1.4.3 Solid Waste Truck Route Roadway Improvements

AH1

Strategic Framework

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GOAL 2.2

Invest in sustainable infrastructure and building urban resilience Investment in flood mitigation, resilient infrastructure and renewable energy sources may require a larger initial investment, but will contribute towards resiliency, public health, and quality of life in the long term. Strategic Objectives 2.2.1

Invest in sustainable energy solutions

2.2.2

Build urban resilience through landscape strategies and blue-green corridor linkages

2.2.3

Preserve and enhance regional ecology

Alignment with National Goals and Priorities NUP

Ensure Safety, security, and resilience of urban areas from disasters

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

SDG 13

Take urgent action to combat climate change and its impacts

SDG 15

Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

Related Key Drivers » Urban sprawl, land management, and land use conflicts » Access to open space, Aquifer and surface water pollution » Awareness and institutional attention to environmental risks » Climate change, environmental hazards, and natural resource development Related National Plans and Programs » Water Resources Development Investment Program » Afghanistan’s Climate Change Strategy and Action Plan » Afghanistan Strategic National Action Plan for Disaster Risk Reduction Proposed Key Indicators » Investment executed for sustainable infrastructure » Recycling rate, tons of material recycled (SDG 12.5.1) » Proportion of bodies of water with good ambient water quality (SDF 6.3.2)

(Right) Canal of the Arghandab irrigation system passing through Kandahar. Source: Kandahar Through Afghan Eyes (Hindara), 2007.

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Kandahar Strategic Development Framework

Strategic Framework

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

STRATEGIC OBJECTIVE 2.2.1

Invest in sustainable energy solutions As the residents of Kandahar attain higher economic status, they will acquire more and more appliances and their demand for electricity will increase dramatically over time. It is important to consider the overall environmental and economic sustainability that new power sources will have when providing reliable service. Social, cultural, and economic activities are all dependent on reliable power. While traditional energy sources and importing electricity from neighboring countries may attract investment, local renewable solutions will efficiently increase capacity without creating environmental and public health concerns. With recent advances in technology, solar and wind power have become more affordable with a higher return on investment and are therefore, viable power solutions. Approximately half of Kandahar has power connections for about 5 hours each day. The city is powered by a series of small diesel and solar projects in the surrounding areas, with no foreign reliance. It is imperative that the power network for the city continues to receive investment. In order to promote environmental and social sustainability, several wind and solar farms are proposed for renewable energy production. This power will supply Kandahar with the energy network it needs to be economically successful. Currently, opportunities for private investment in solar fields are being promoted by MoEW and DABS. Additionally, two areas which are well-suited for locating energy generation projects have been identified during the preparation of this SDF. The Qalat area in the northeast and the Pashmool area to the west of Kandahar both pose great potential for wind and solar energy generation. Both areas are along existing roadways, near existing or proposed substations, on mild slopes, and rich in resources. A study should be carried out to evaluate the feasibility of implementation in these areas. At the national level, a one-stop shop for independent power producers (IPPs) could be established to help potential power generation developers and investors more easily navigate the regulatory, financial, and practical landscape of the power generation market in Afghanistan. This ease of access would lead to more investment. The legal and regulatory framework governing the power sector could also be clarified and made more efficient. DABS could be unbundled from its current vertically-integrated form, so that the generation business could be separated from the transmission and distribution business. This would further encourage IPPs to enter the generation market.

Solar Thermal

Associated Projects and Programs

· 2.2.1.1 Helmand Solar Project (30 MW) · 2.2.1.2 Helmand Solar Project (10 MW) · 2.2.1.3 Kandahar 400 MW Solar Package · 2.2.1.4 Solar Home System (Kit) · 2.2.1.5 Dahla Dam HPP

Related Entities

Hydro

MoEW, MUDL, Municipality, University

Beneficiaries Residents and Businesses

10 km

(Top) Regional power generating projects

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Kandahar Strategic Development Framework

2.2.1.4 Solar Home System (Kit)

TAPI Natural Gas Pipeline

TAP Transmission Line

2.2.1.1 Helmand Solar Project (30 MW) 2.2.1.2 Helmand Solar Project (10 MW)

2.2.1.3 Kandahar 400 MW Solar Package

Municipality: Peak Power Demand (MW) (Range) Year

Demand

2020

65-85

2050

565-615

City-Region: Peak Power Demand (MW) (Range) Year

Demand

2020

10-30

2050

165-215

Assumptions:

· 2020 Peak Power Demand Estimates:

Domestic Peak Demand is 112 W/person; Commercial and Industrial Peak Demand is 10 W/square meter; Connection Rates per Baseline Assessment

· 2050 Peak Power Demand Estimates:

Domestic Peak Demand is 180 W/person; Commercial and Industrial Peak Demand is 15 W/square meter; Commercial & Industrial space/city grows by 27% (3% each decade); Connection rates are 100%.

Strategic Framework

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

STRATEGIC OBJECTIVE 2.2.2

Build resilience and develop bluegreen corridors The notion of using landscape as a strategy to improve urban resilience is based on the understanding of landscape as green infrastructure with multifunctional use. This living network of green infrastructures connects natural areas, waterways, and urban landscapes. Landscape strategies aim to capture, store, and slowly release rainwater into the local aquifer or convey excess water into adjacent water bodies. Landscape strategies also include the cooling of urban areas through the use of natural construction materials and vegetation such as trees along roadways. These individual green patches become important open spaces for recreational use and function as mosaic stepping stones for wildlife habitat. Low Impact Development (LID) techniques provide opportunities to develop a sustainable drainage system that catches and stores water and protects water resources from potentially being polluted. A plurality of green infrastructures distributed across the city yields multiple benefits such as open spaces for leisure, mitigation of the summer heat and environmental risks, improvement of air quality. Landscape strategies build urban resilience and enhance overall livability. Building urban resilience through landscape strategies focuses on the protection and revitalization of ecological and environmental services. A water management strategy should be developed in nahias 9 and 12, to protect communities from flooding and improve drinking water quality by replenishing and protecting local aquifers. In addition, mitigating the pollution of groundwater from urban and industrial effluents through the improved waste management, [See Toolkit L-C.1] can also allow for the creation of a comfortable microclimate during the summer heat with the development of greenways, tree-lined streets and canals, and new parks and gardens. [See Toolkit L-D.2] The hillsides within the municipal boundary are a natural asset and should be conserved to preserve their ecological value. Recreational and landscape strategies should also be identified along the hillsides to mitigate risks of flash floods and landslides by strengthening slope stability with vegetation or contouring. Green corridors, such as tree-lined streets and vegetated drainage corridors, should be established along with the development of a new wastewater treatment facility and trunk lines. [See 2.1.3 Establish wastewater treatment system] Tree-lined streets with integrated bioswales become important pathways to mitigate pluvial flooding by receiving run-off water that gets infiltrated into the ground or conveyed to a larger catchment area. The development of greenways along rivers and canals is important to improving ecological connectivity and in Kandahar’s vast and fragmented urban landscape. Ultimately, overlaying landscape strategies such as a network of blue and green corridors with basic infrastructure projects bears multiple benefits. These strategies improve Kandahar’s ability to mitigate and adapt to floods and droughts, improve the general health through improving air quality, and protect important natural resources such as the local aquifers, thus increasing the city’s resilience.

D12 D13

D14

D1 D2

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D11

D6 D15

D10

D4 D3 D5

Kandahar Strategic Development Framework

(Above) Envisioned system of BlueGreen corridors and open spaces in north Kandahar

2.2.2.1 Check Dam

Community open space

2.2.2.2

2.2.2.4, 3.2.1.6 Zahir Shai canal

2.2.2.2

Community open space

2.2.2.2 Primary Trunk line and Blue-Green corridor 2.2.2.2

3.2.2.7 Greening of Urban Cemeteries

Eid Gah Open space

2.2.2.2

Open spaces in Kandahar Educational University

Associated Projects and Programs

· 2.2.2.1 Check Dam · 2.2.2.2 Blue-Green Corridor Network · 2.2.2.3 Corridor Bioswale Network · 2.2.2.4 Riparian Corridor or Canal Restoration · 2.2.3.1 Kandahar Hillside and Forest conservation · 2.3.1.2 Women-only Parks · 3.2.1.2 Canal Revitalization and greenway · 3.2.2.4 New Urban Parks · 3.2.2.5 Greening of Urban Cemeteries

Related Entities

· MAIL, AUWSSC, Municipality, WRA Beneficiaries

· Residents

Relevant Toolkits

· L-A.3 Hillside and Forest Conservation Program · L-A.4 River, Riparian Area and Water Body Conservation · L-B.3 Water-Sensitive Design and Low-Impact

· L-C.2 Urban Flood Risk Mitigation Strategies · L-C.3 Landslide Risk and Erosion Mitigation strategies · L-C.4.3 Identify and Promote Water Recharge Areas · L-D.2 Blue & Green Infrastructure Network · L-D.3 Integrated Landscape Infrastructure Strategies

Development Standards

Strategic Framework

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

STRATEGIC OBJECTIVE 2.2.3

Preserve and enhance regional ecology Associated Projects and Programs

· 2.2.3.1 Kandahar Hillside and Forest conservation · 2.2.3.2 Regional Wetland and Aquifer Preservation · 2.2.3.3 Kandahar Rivers Conservancy · Landfill Flood Mitigation · Peri-Urban Agriculture Promotion Program · Underground Water Contamination Study · National Park Designation and Management Program · Dahla Dam Regional Ecological Study · ‘Greenbelt’ zone Related Entities Municipality, Provincial Government, MAIL, NEPA Beneficiaries Residents Relevant Toolkits

· L-A.1 National Park Designation and Protection Program · L-A-2 Natural Resource Management and Municipal Capacity Building Program · L-A.3 Hillside and Forest Conservation Program · L-A.4 River, Riparian Area and Water Body Conservation · L-B.1 Environmental Law and Planning Capacity Building · L-C.1 Waste and Pollution Management Program

(Below) Arghandab river basin. Source: Flickr, USACE, Karla Marshall, 2011 (Right) One of the gates of Dahla dam, letting water into Arghandab. Source: Flickr, Canada in Afghanistan,2008.

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As urban areas are expected to expand, residents will continue to be exposed to environmental risk if no action is being taken to improve the management of natural resources. The concept of Nature-Based Solutions (NBS) provides a cost-effective approach to sustainability and manages environmental challenges embedded within Afghan culture. This landscape approach addresses challenges such as water security and pollution, environmental risk, food security, human health, and climate change with the aim to improve regional and urban resilience. While using nature to systematically improve socio-environmental issues, NBS focuses on improving the regional ecosystem to adapt to changing environments and mitigate hazards to improve human well-being. The regional ecosystem of Kandahar is strongly influenced by socio-economic activities within the Arghandab, Tarnac, and Arghistan river basins in the north, and the Kandahar desert in the south. These dynamics will continue to shape the natural, cultural, and economic processes of Kandahar and define the cultural landscape of the region. While human processes upstream, along the fertile river valleys and mineral rich regions, shape, and reshape the cultural landscape, the southern edges of the desert are under pressure from environmental processes such as desertification and the potential of salt intrusion. With that, the health of the regional economy and livelihoods is directly linked to the health of regional ecology within the river basin. To promote sustainability in socio-economic processes such as the extraction industry, improve the resilience of agricultural farming practices, and mitigate effects of climate change, the development of local expertise is fundamental. Kandahar should focus on taking action to address frequently recurring dry periods by developing a water conservation strategy at Dahla Dam. The promotion of conservation strategies will require an analysis and study of the regional ecology, the maintenance of cultural landscapes, and socio-economic dynamics within the river basin. For example, by capping and closing the existing landfill in the north and relocating it across the Tarnac River close to the Industrial Hub, the risk of water pollution from frequent floods will be reduced and potential health hazards in the north of Nahia 9 can be prevented. [See 2.1.5 Increase landfill capacity] Urban forestry and ecological afforestation should be considered along the Dori River at the border of Kandahar desert as it has the ability to break seasonal winds from the southwest. This greenbelt is a buffer to mitigate fine sand particles to blow into the city and with that improve the city’s air quality from sand intrusion. [See 4.3.3 Promote high-value crops and improve agriculture production infrastructure.]

Kandahar Strategic Development Framework

Strategic Framework

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

PROJECT SUMMARY - GOAL 2.2

Invest in sustainable infrastructure and building urban resilience Project ID

Project Description

2.2.1

Invest in Sustainable Energy Solutions

2.2.1.1

Helmand Solar Projects (30 MW)

2.2.1.2

Helmand Solar Projects (10 MW)

2.2.1.3

Kandahar 400 MW Solar Package

2.2.1.4

Solar Home System (Kit)

2.2.1.5

Dahla Dam HPP

2.2.2

Build Urban Resilience through Landscape Strategies

2.2.2.1

Check Dam

2.2.2.2

Blue-Green Corridor

2.2.2.3

Corridor Bioswale

2.2.2.4

Riparian Corridor or Canal Restoration

2.2.3

Preserve and Enhance Regional Ecology

2.2.3.1

Kandahar Hillside and Forest Conservation

2.2.3.2

Regional Wetland Preservation and Aquifer Preservation

2.2.3.3

Kandahar Rivers Conservancy

2.2.2.4 Riparian Corridor or Canal Restoration

2.2.3.3 Kandahar Rivers Conservancy

Hwy KDR - Herat

Note 2 - 2.2.3.2 Regional Wetland Preservation and Aquifer Preservation: The map identifies aquifers and wetlands based on the available data. A more comprehensive study to identify all the aquifers for preservation in detail should be initiated.

2 km

(Above) Blue-Green systems of Kandahar

Kandahar Strategic Development Framework

AH1

Note 1 - 2.2.2.2 Blue-Green Corridor: The map identifies primary streets and primary canal (Zahir Shahi) as pilot projects for Blue-Green Corridors. Following this, a compressive network of Blue-green Corridors which includes secondary streets and other canals should be identified by dedicated studies.

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ha Arg

a njw

2.2.3.2

2.2.2.1

2.2.3.1 Kandahar Hillside conservation 2.2.2.1

2.2.2.2 Blue-Green Corridor (primary canal)

KDR - Uruzgan Rd

2.2.2.4 Riparian Corridor or Canal Restoration

2.2.2.2 Blue-Green Corridor (Primary street)

Zahir

Shah

2.2.3.2

i Cana

KDR - Ghazni Hwy

3.2.2.7

AH1

2.2.3.3 Kandahar Rivers Conservancy

2.2.2.4

2.2.3.2 Regional Wetland Preservation

2.2.3.2 Aquifer Preservation (Dorahi - Sarposha)

5 A-7

2.2.3.2 Aquifer Preservation Qule-Urdu

arn R. T

2.2.2.4 Riparian Corridor or Canal Restoration

2.2.2.2 Blue-Green Corridor (Primary streets)

2.2.3.1 Kandahar Hillside and Forest Conservation

2.2.2.2 Blue-Green Corridor (Primary canal)

Strategic Framework

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GOAL 2.3

Support inclusive social development for underserved populations A significant portion of Afghanistan’s population has been disproportionately impacted by decades of instability, especially IDPs, women, and disabled people. Ensuring that these populations have full access to economic opportunities and are fully integrated into civic society is a fundamental principle of human rights. Empowering women, IDPs, and disabled people will increase their ability to contribute to Afghan’s society and economy Inclusivity is key to unlocking Afghanistan’s potential Strategic Objectives 2.3.1

Establish a network of service facilities, health centers, and recreational spaces for women

2.3.2

Establish a secure mobility network for women

2.3.3

Create vocational education and entrepreneurship opportunities for women and youth

Alignment with National Goals and Priorities U-NPP 3.1

Reduce urban poverty and strengthen the resilience of urban households.

SDG 1

Reduce and eliminate poverty

SDG 4

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.

SDG 5

Achieve gender equality and empower all women and girls

NUP O-4

Build inclusive and resilient urban infrastructure, buildings, and transportation mobility

NUP O-7

Foster inclusion, participation, and human-rights based approach in planning and development process

Related Key Drivers » Representation and empowerment of women » Gender equality and accessibility to amenities » Displacement and migration » Large youth population » Access to healthcare » Accessibility to educational resources Related National Plans and Programs » Women’s Economic Empowerment National Priority Program » Higher Education Development Project 2016-2020 » National Education Strategic Plan 20172020 Proposed Key Indicators » Total municipal government spending in social protection and employment programs as a proportion of the budget (Similar to SDG 8.B.1) » Proportion of population below the international poverty line, by sex, age, employment status and geographical location (urban/rural) (SDG 1.1.1) » Proportion of population living in households with access to basic services (SDG 1.4.1)

(Right) Women and children have better accessibility in Shorandam, enabled through infrastructural upgrades by World Bank initiatives.Source: Flickr, World Bank, Rumi Consultancy, 2015.

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Strategic Framework

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Goal 2.3 Support inclusive social development for underserved populations

STRATEGIC OBJECTIVE 2.3.1

Establish a network of service facilities, health centers, and recreational spaces for women

Building a just and equitable society should begin with empowering women to lead more active lifestyles and improve access to adequate healthcare. Improving access means thinking through the spatial location and proximity of women’s programs from education, recreation, healthcare, and as others. Increase access: Building a network of spaces and activities that women and youth can access easily and safely will greatly improve lifestyles and promote greater integration. Kandahar should make efforts to build women-only park rooms and construct womenonly parks (S-E.3) across the city. Standards should be developed so that adequate spatial considerations are made in the design and implementation of recreation spaces. This should also include engagement with local CDCs and women to identify activities and programs that are needed across neighborhoods. [See 3.2.2 Develop a city-wide network of green spaces and recreational facilities] The city should also work with MoHRA and local religious organizations to ensure that women have access to religious spaces, and to create women’s prayer spaces (S-D.2) with respect to traditional norms, but also to enhance equity of access to religious practice for women. Improve women’s access to health: The health of many women throughout Afghanistan has been severely impacted from decades of conflict and insecurity. These problems are made worse by limitations on access to healthcare and recreation. Lack of access to adequate facilities has meant that pregnancy and childbirth are exceptionally dangerous for women in precarious situations. Many women do not feel comfortable with male doctors and the limited number of female gynecologists or trained healthcare professionals. The city should promote equity in the healthcare sector to build on past efforts such as the System Enhancement for Health Action in Transition (SEHAT) program to improve access to public health services for women. Women’s care needs differ greatly from men and the ability for many women to receive care is often contingent upon the amount of women doctors and nurses that communities have access to. To improve access for women, where access is low, the city should promote the establishment of women’s health centers (S-D.1) near areas of women’s activities and other spaces. Community proposals for health clinics in the SMAP (2018) should be considered and evaluated for implementation feasibility as well as ensuring the provision of women’s care services.

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Associated Projects and Programs

· Women’s Prayer Spaces · 2.3.1.1 Women-only Park “Rooms” · 2.3.1.2 Women-only Parks · 2.3.1.3 Women’s Health Center · 2.3.1.4 Women’s Center Related Entities

Local Chamber of Commerce, MoEd, MoCI, MoLSAMD, Municipality, MoWA Beneficiaries Women Relevant Toolkits

· S-B-4 Women-only Parks and “outdoor rooms” inside parks

(Top Left) Women’s health clinic and training center, (Top Right) Co-working shared spaces for women. Source: Kiana Hayeri

Proposed Social Facility Plan Kandahar SMAPS 2017

STRATEGIC OBJECTIVE 2.3.2

Establish a secure mobility network for women Associated Projects and Programs

· 2.3.2.1 Pink Taxi Mobility Program Related Entities Municipality, MoWA Beneficiaries Women Relevant Toolkits

· S-B-5 Mobility Programs for Women

(Below) Auto Rickshaws or ‘Tuk-Tuks’ are a common mode of transportation for women in Kandahar. Source: PJ Tavera Photography, 2011

A host of constraints on women’s mobility pose a key barrier to women’s economic participation. Without greater access to mobility infrastructure, women will continue to face difficulties in accessing markets, banks, health services; and economic restrictions such as managing processing, production, and other value adding activities. These include economic, social, legal, and security-related, but also culturally-imposed restrictions and the lack of physical infrastructure, are major barriers that the local and central government should address. Address mobility limitations: Mobility for women in Kandahar has its own set of challenges. Taxis are known to be one of the safest options for women, but taxis tend to be unfordable for most. The lack of public transportation options also limit women’s ability to get around the city. Even with public transportation, it may come with unwelcome harassment and encounters. Many women walk, but this limits their range of mobility. The city should take measures to reduce the vulnerabilities of women on public transit, streets, and trails by improving safety. [See 1.3.1 Improve pedestrian infrastructure and promote public safety] Promote Private Sector Mobility Programs: The city should also evaluate safe transportation options such as support for a pink taxi mobility program. The “Pink Shuttle” program in Kabul should be looked at as a potential model to train women drivers to offer services for women passengers. The Pink Taxi program in Pakistan has also been successful providing women access to taxis operated by women, and has expanded to many cities from Karachi to Peshawar.

Strategic Framework

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Goal 2.3 Support inclusive social development for underserved populations

STRATEGIC OBJECTIVE 2.3.3

Create education and entrepreneurship opportunities for women and youth Women represent a significant untapped potential to contribute to the economy of Kandahar. While Kandahar has made significant progress in gender equality, women are still underrepresented in education, the economy, and in politics. There are many barriers to economic resources. Women face significant barriers to entrepreneurship and the accumulation of savings including access to basic infrastructure, training opportunities, credit, as well as high living costs, particularly housing and transportation. Economic activities that women are currently most engaged in are handicrafts, weaving, embroidery, clothes, processing and production of dry pake, as well as the processing and packaging of pomegranates, grapes, and almonds. However, women find it difficult to sell their produce in the largely male dominated wholesale markets. The city should invest in improvements to existing women’s markets and expand access to more women’s markets across the city. Additionally, support for developing national standards for products, including processing, packaging and marketing can help to boost exports from women-led businesses. Women are also increasingly present in the arts, schools, and madrasas. However, even with significant progress made in women’s employment, women still largely lack economic independence. To improve economic opportunities and build on past success, planning should support the growth of co-working facilities, women-owned businesses, and spaces where women can socialize, access a range of services, and find educational and employment opportunities. There is a broad need for women employees in sectors such as medicine, engineering and education; however, access to training and facilities inhibits women’s economic mobility. Support Women’s Entrepreneurship: Support should be given to establish a women’s entrepreneurship center to provide support and build capacity for women’s entrepreneurship and marketing across a range of sectors. Learn from the work of MRRD in the development of women’s savings and self-help groups and Village Savings and Loan Association (VSLAs) in rural areas. Micro-finance is also a key enabling factor for women’s entrepreneurship. Under the WEE-NPP, guidance on access to financing services will be supported by specialized service providers such as Women’s World Banking. [See 4.2.4 Support banking sector and financial services] The city

Agriculture Female Male

Employment by Sector and Gender Source: World Bank % of Total Labor Force

Services Female Male Industry Female Male

1992

2000

2010

100%

80%

60%

40%

20%

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2020

Associated Projects and Programs

· 2.3.3.1 Women’s Market · 2.3.3.2 Women’s Entrepreneurship Center · 2.3.3.3 Women’s Dormitories · Women’s Chamber of Commerce · Girls Education Outreach Program · 2.3.3.4 Youth Skill Development Center Related Entities Local Chamber of Commerce, MoEd, MoCI, MoLSAMD, Municipality, MoWA Beneficiaries Women & youth Relevant Toolkits

· S-B-2 Women’s Entrepreneurship Center · S-B-3 Women’s Prayer Spaces · S-B-6 Women Urban Markets · S-C-4 Community-based business development centers for home-based producers and others

(Bottom) The embroidery of Kandahari women is known worldwide for its high quality. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2008.

should also support the activities of the women’s chamber of commerce and promote programming and partnerships with local universities like Balkh University to offer entrepreneurship and vocational education for women and youth. [See 4.2.1 Establish knowledge sector development programs at Kandahar University and increase vocational education opportunities ] Look to leverage the experience and network of other organizations like Seeds of Change (SoC), Women for Women in Development, Women, Work and Development (WWD), and the Ministry of Women’s Affairs. Build Women’s Dormitories: Construct women’s dormitories near universities and training institutions to enable more women and girls from remote and rural areas to access education and training institutions. This will also help to increase the number of professional women in key economic sectors such as agriculture, health, education, and service industries. Kandahar also has a significant youth population that will soon be joining the workforce. Preparing the city’s youth for the future economy will bring significant benefits. This will require investment in education for boys and girls alike, and improvements to schools, training more teachers, and creating more educational facilities such as those identified by communities in the SMAP (2018). Address Cultural Barriers: In many families, education is prioritized for boys, and education for girls is seen as wholly undesirable or acceptable only for a few years before puberty. Poverty also drives many children into paid or informal labor before they are even old enough to go to school. These challenges have been compounded by rising insecurity that discourages families from letting their children leave home— and families usually have less tolerance for sending girls to school in insecure conditions than boys. Improvements to safety in neighborhoods, and access to educational facilities should be a priority. To help mitigate other barriers for girls’ access to formal educational opportunities, a girls education outreach program should be considered in partnership with the MoWA. Address taboos for girls’ school attendance and the gender gap can help to ensure equitable economic opportunities for all residents in Kandahar.

Proposed Social Facility Plan Kandahar SMAPS 2017

Kandahar - Women’s Social and Entrepreneurship Center at D9 The integrated facility is a composite of a 2.3.1.4 women’s center and a 2.3.3.2 women’s entrepreneurship center, situated inside the proposed 2.3.1.2 women only park in Eid Gah Alif area (D9). The facility along with some of the other proposed social infrastructures will play a vital role in augmenting socioeconomic conditions of northern Kandahar, especially women.

2.3.1.4 Women’s Center 2.3.3.2 Women Entrepreneurship Center

· 2.3.1.2 Women only park · 2.3.1.4 Women’s center · 2.3.3.2 Women’s Entrepreneurship center · 3.1.2.2 Handicrafts Market/workshop · 3.1.2.3 Handicrafts Training Center · Local Handicrafts and Khamak Support Program

KDR Eid Gah

2.3.1.2 Women-only Parks

KDR-Uruzgan Rd

Associated Projects and Programs

Relevant Toolkits

· S-B-2 Women’s Entrepreneurship Center · S-B-3 Women’s Prayer Spaces · S-B-4 Women-only Parks and “outdoor rooms” inside parks · S-B-5 Mobility Programs for Women · S-C-4 Community-based business development centers for home-based producers and others

Strategic Framework

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Goal 2.3 Support inclusive social development for underserved populations

CITY SPOTLIGHT:

Kandahar - Women’s Social and Entrepreneurship Center 2.3.1.4 Women’s Center and 2.3.3.2 Women Entrepreneurship Center

Multipurpose Courtyard for gatherings, learning and events

3.1.2.3 Khamak Embroidery Workshop Learning Room

3.1.2.2 Handicraft Design Display & Workshop Solar Panels

Water Collection from Roof

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Kandahar Strategic Development Framework

Storm Water Drainage

Multipurpose Terrace For Women

Proposed Friday Mosque Neighborhood pop-up Market

Public Plaza

Strategic Framework

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GOAL 2.4

Improve access to safe affordable housing and community infrastructure Housing and community amenities are the foundation of sustainable urban growth. Ensuring adequate housing and amenities are provided can unlock the economic and cultural development potential of the city. Improvements to active and passive civic amenities further supports the city’s diverse social groups and strengthen community building across the urban and regional population Strategic Objectives 2.4.1

Expand affordable and accessible housing options

2.4.2

Enhance and expand access to community amenities and facilities

Alignment with National Goals and Priorities

Related Key Drivers » Access to healthcare » Large youth population » Displacement and migration » Access to affordable housing and basic urban services Related National Plans and Programs » National Education Strategic Plan 20172020 » National Health Strategy 2016-2020

U-NPP 2.6

Improve neighborhood-level public spaces and facilities

Proposed Key Indicators

SDG 3

Ensure healthy lives and promote well-being for all at all ages

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

» Proportion of population with access to places in neighborhood for social interactions and civic engagement (Sasaki Survey)

U-NPP 2.1

Promoting new affordable and social housing

U-NPP 2.4

Establish responsive Islamic national housing finance system (for new housing and upgrading)

NUP

Respect, protect and promote the human rights of citizens by ensuring accessibility to adequate urban services to all

U-NPP

Ensure adequate housing and basic urban services to all

» Average share of the built-up area of cities that is open space for public use for all, by sex, age and persons with disabilities (SDG 11.7.1) » Participation rate of youth and adults in formal and non-formal education and training in the previous 12 months, by sex (SDG 4.3.1)

(Right) Housing reconstruction in Kandahar with baked clay bricks. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2008.

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Strategic Framework

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

STRATEGIC OBJECTIVE 2.4.1

Expand affordable and accessible housing options According to the National Housing Policy, it is estimated that 41,000 and 44,000 new housing units are needed on an annual basis to support population growth across cities in Afghanistan. However, housing is not affordable for approximately 95 percent of the population. To supply much needed housing to Kandahar, support for objectives outlined in the Housing Policy is needed.

Associated Projects and Programs

Survey: A housing survey is also needed due to the lack of information available on the state of the housing sector. The national survey being launched by MUDL and the National Directorate of Statistics and Housing Services (NDSHS) should be supported at the local level. This should take the form of an Effective Housing Demand Survey. This will provide data regarding the demand for each type of housing solution on the basis of which economic and physical plans can be prepared.

Municipality, MUDL

Engagement with the private sector: The second step is to engage with the private sector to determine its capacity and willingness to enter each segment of the market. The effective demand survey is a first step in the type of market assessment that would be required for the private sector to serve specific segments of the market. Discussions should be held with the private sector to assess what criteria would be needed for its participation. The discussions should include small, locally based developers looking to develop small projects as well as larger commercial developers.

· Affordable Housing Incentives · Housing Development Fund Support Program · Housing Survey Related Entities

Beneficiaries City residents, IDPs, universities and other institutions Relevant Toolkits

· U-B.3 Mixed Income Neighborhoods · U-D.3 Provision of Affordable Housing

Housing promotion zones: The next stage is to embark on development of housing promotion zones. It is essential that the solutions proposed are affordable for the widest possible range of households. As stated below, the best approach is to develop at a steady rate so as to ensure that funds are not wasted in developments for which there is no demand. However, the concept comes with the risk that unscrupulous people will get possession of the sites for speculative purposes, or that the level of supply exceeds the actual demand[1]. [1] These cautions are based on many international examples in which ambitious housing projects have been developed but sites and even complete dwellings left empty as there is no demand.

Tier 2 Upper-middle Income Tier 3 Middle Income

Formal Housing in Planned Areas: 120-250 sqm at over $100,000

<$1,500 - 3,500 Int’l Org Support staff Private Sector

Nothing affordable in the formal areas of <$500 - 1,500 the city Private Sector, e.g. traders and Construction businesses

Tier 4 Middle Income

<$300 - 500 Government, Civil Servants

Tier 5 Low Income

<$100 - 300 Informal sector workers (cart sellers, vendors, house-help)

Tier 5 Poor

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<$500 - 1500 Int’l/Technical Specialists; Private Sector (senior)

<$100 Informal sector workers (cart sellers, vendors, house-help, part-time workers)

Kandahar Strategic Development Framework

Median Household Income

Source: SDF-5PCC Project Survey

USD/Month

Tier 1 Upper Income

Comparison between the median household incomes for the 5PCC (bottom right) against the affordability graph (bottom left) reveals that formal housing developments executed in the planned areas, remain inaccessible to a majority of the population living in the 5PCC. Graphs taken from Baseline Data Assessment and Diagnostic Report

5PCC Median Household Income

180$ 160$ 140$ 120$ 100$ 80$ 60$ 40$ 20$ Herat

Jalalabad Kandahar

Khost

Mazar-eSharif

The process must therefore be carefully managed. Recommendations to reduce the risks in the allocation of sites to individuals are: 1. Development should be demand led. An ideal method is to invite applications for sites in each specific location. 2. To make sure that applicants are serious, they should make a down payment with the application. This should be large enough to ensure that the applicant is serious, but not so large as to be unaffordable. 3. Sites should be allocated as soon as they are available, for example with the release of one hundred lots per month. 4. Applicants who do not start construction within a short period – for example three months – will lose their site and their down payment. 5. A rolling construction period should be designed in such a way that it can be halted as soon as the demand is satisfied.

(Top left) Curved Roofed Mud Courtyard Houses outside Kandahar. Source: Flickr, U.S. Embassy Kabul Afghanistan, 2011. |(Top Right) Apartments in Aino Meena Township, Kandahar. Source: Flickr, Abdul Ali Afghan, 2013, Not creative Commons.

Hand in hand with this allocation process, cities need to have a strong administrative system to monitor progress and provide support to the individuals constructing housing as noted below. In the case of developments allocated to private sector developers there should be clear criteria regarding the type of housing to be developed and land should be allocated after competitive bidding. Companies should only be given the right to develop if they have sufficient proven capital assets and professional skills to complete the project. They should also follow the incremental approach advocated above. Administrative support: Cities have the mandate to engage with communities and to provide the staff and support necessary to do so. They should establish multidisciplinary, integrated housing support units. These would be unified teams that include engineers, community development and facilitation experts, construction advisers and financial managers. Housing Development Fund Support Program: leverage local financial institutions in Kandahar for the establishment of a housing development fund to support shortterm and long-term loans in the housing sector. Through the policy, MUDL is aiming to support the housing sector through the establishment of a Real Estate Appraisal and Clearance Center, strengthening insurance services in the sukuk sector, and encouraging small bond institutions to operate in the housing sector. Leverage the ongoing program, led by MUDL in partnership with provincial officials, to develop special planning tools for the implementation of housing projects, such as housing promotion zones, into the spatial framework of city development.

Strategic Framework

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

STRATEGIC OBJECTIVE 2.4.2

Enhance and expand access to community amenities and facilities The cost of living is not only a matter of the price of a housing unit, but is a factor of the costs of living in a particular environment or the quality and availability of amenities within communities that may provide economic and social support for residents and families beyond shelter. For example, exposure to environmental hazards, such as flooding or landslides, affect a community’s socioeconomic condition in ways that reinforce conditions of poverty. [See 2.2.2 Build resilience and develop blue-green corridors in central Kandahar] Without viable options for moving to a different place in the city (because of lack of options, affordability, or work), residents may opt to stay in place and fix what they can, leaving them costs to bear to repair their houses, and leading to potential health issues that may also burden families in significant ways. In Kandahar, there is an inadequate amount of health facilities to take care of a growing population, forcing many residents to travel to Pakistan for better treatment. Health care needs should be evaluated and supportive public clinics should be considered to address the gap in services and provide affordable services to reduce the poverty trap caused by poor health. In other ways, the cost of services to residents can be a significant factor in the reinforcement of conditions of informality as residents seek lower-cost or no-cost options, typically in informal areas. Likewise, a lack of public service amenities paid for by tax money (such as education, healthcare, ) is a missed opportunity to provide relief from the costs of housing, including the costs of poor housing conditions. This can be one step to address the informal housing conditions that are typically built near access to jobs and services where formal housing options are too expensive or aren’t available. More information is needed to understand the specific needs of communities in informal areas. A social development needs assessment should be conducted to understand other factors related to the prevalence of informal areas outside of formal housing shortages. Schools, community centers, and commercial areas may also provide much-needed services that can help build an economic or social foundation from which to improve housing conditions in informal areas. Access to inexpensive vocational education is also an important consideration. [4.2.1 Establish knowledge sector development programs at Kandahar University and increase vocational education opportunities] Facilities such as a civic library and learning center can provide educational services to youth and adults to build soft skills that may expand their employment opportunities. Entrepreneurship and other skill-building programs led by community organizations and the private sector could be provided through facilities like this as well. These strategies can be supported through community-based infrastructure provision and other programs targeting informality. [See 5.1.1 Establish a community-based infrastructure services program] Associated Projects and Programs

· 2.4.2.1 Civic Library and Learning Center · 2.4.2.2 Public Toilets · 2.4.2.3 Community Center · 2.4.2.4 Community Health Clinic · 2.4.2.5 Center for Children Education and Physical Activity · Social Development Needs Assessment

Proposed Social Facility Plan Kandahar SMAPS 2017

Related Entities MoWA, MoLSAMD, MoEd, MoCI, Municipality Beneficiaries Residents, Women & youth III.112

Kandahar Strategic Development Framework

(Above) Network of Community Amenities in Northern Kandahar districts of 9 and 12

2.3.3.2 Women’s Entrepreneurship Ctr 2.4.2.1 Civic Library & Learning Center

2.3.1.4, 2.3.3.2 Women’s Center

Community Clinic Community Center

3.2.2.7 Greening of Urban Cemeteries

2.3.3.4 Youth Skill Development Ctr Kandahar University

D12 D13

D14

D1 D2

D11

D6 D15

D10

D4 D3 D5

Strategic Framework

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

CITY SPOTLIGHT:

Resilient Community Pilot: Eid Gah Alif area in D9 Existing Conditions The neighborhoods of District 9 are one of the most under-served parts of the city, with inadequate access to urban amenities, health, education and social infrastructures. It is also unfortunate that the communities living here are the most vulnerable to environmental hazards like flooding, soil erosion and droughts. The SDF envisions the upgrading of these neighborhoods [project 1.2.2.1] through a series of strategic investments and catalytic projects. The ‘Eid Gah Alif’ area which lies in between the Kandahar University old campus and Kandahar - Uruzgan road urban corridor [project 1.1.2.2] is studied in detail as a pilot neighborhood for upgrading. Firstly, the proposed framework looks at activating the Kandahar university campus and surrounding public parcels by strategic intervention of educational programs and social infrastructures that include Ag Research Development & Training center, Vocational Training & Education center, Civic Library & Leaning center, Youth Skill Development center and others. The mentioned facilities along with the programs of KDR university and SALT farms will create an ecosystem for Ag Research which will benefit the neighborhood and the city in large. The open space strip which runs east-west is re-imagined as a community spine that houses amenities including a park, a women only park with a Women’s Entrepreneurship center, and a plaza for community use. The proposed network of open spaces (parks and plazas) complement the educational programs and social infrastructures by reinforcing the public realm. The open space network with their water retention and infiltration properties, is also a resilient infrastructure that works in tandem with the proposed blue-green/stormwater infrastructures in mitigating floods and droughts. Such a strategy of integrating social infrastructures, public realm and blue-green infrastructures should be adopted for upgrading other neighborhoods of the city aswell.

Associated Projects and Programs

· 2.3.1.2 Women-only Parks · 2.3.1.4 Women’s Center · 2.3.3.2 Women’s Entrepreneurship Center · 2.3.3.4 Youth Skill Development Center · 2.4.2.1 Civic Library and Leaning Center · 2.4.2.2 Public Toilets · 2.4.2.3 Community Center · 2.4.2.4 Community Health Clinic · Neighborhood Market · Social Development Needs Assessment · 3.2.2.2 Neighborhood Sports an Recreational Facility · 3.2.2.4 Existing Parks Improvements · 4.2.1.1 Vocational Training and Education Center · 4.3.2.1 Agricultural Research, Development, and Training Center

Related Entities Municipality, MUDL Beneficiaries Residents, Women, Youth

Relevant Toolkits

· U-E.2 Neighborhood Trunk and Feeder Lines · U-E.2 Strategic Social Infrastructure Hubs · U-E.4 Community Land Trusts · L-B.3 Water Sensitive Design (WSD) and LowImpact Development (LID) Standards · L-C.3 Urban Flood Risk Mitigation Strategies · L-D.1 Metropolitan Blue and Green Network · L-D.2.2 Coordinate public parks and open spaces with road infrastructure and corridor development projects

· S-B-2 Women’s Entrepreneurship Center · S-B-4 Women-only Parks and “outdoor rooms” inside parks · S-B-5 Mobility Programs for Women · S-C-4 Community-based business development centers for home-based producers and others

· S-E-3 Neighborhood Parks

D12

D11

D9 D13 D14

D1 D2

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Kandahar Strategic Development Framework

D6 D15

D10

D4 D3 D5

Kandahar University Kandahar Eid Gah

Community Facility

SALT Reasearch Farms

Existing School

open space

Yarana Hospital

Yarana Market

R-

an uzg

(Left) KDR-Uruzgan Rd Intersection neat the Yarana hospital/clinic. (Bottom Left) Existing condition of housing and sidewalk in the locality (Bottom Right) Existing condition of the open space plot in the area. Source: Utopian Planners, 2020.

Strategic Framework

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

4.3.2.1 Agriculture Research Development & Training Ctr

Kandahar Eid Gah

KandaharUniversity

2.3.3.4 Youth Skill Development Ctr

2.4.2.1 Civic Library & Learning Center

4.2.1.1 Vocational Training & Education

Existing School

3.2.2.4 Community Park

2.3.1.2 Women-only Park

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Kandahar Strategic Development Framework

CITY SPOTLIGHT:

Resilient Community Pilot: Eid Gah Alif area in D9 Proposed Framework of Educational programs, Community amenities, Social infrastructures and Open spaces

2.4.2.3 Community center & 3.2.2.2 Sports Facility

Community open space

2.3.1.4, 2.3.3.2 Women’s Entrepreneurship Center Mosque

Plaza for Community use & Prayers

Pop-up Market

2.4.2.2 Public Toilets 1.1.2.2, 2.2.2.2 Primary Urban Corridor Yarana Hospital

an uzg

Yarana Market

Strategic Framework

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

Kandahar University

Neighborhood Sports Facility

Eid Gah open space

School Play Area

3.2.2.4 Community Park

Open spaces that infiltrate/retain

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Permeable plazas that infiltrate

Kandahar Strategic Development Framework

Water Retention

CITY SPOTLIGHT:

Resilient Community Pilot: Eid Gah Alif area in D9 Proposed Open space network and Blue-Green Infrastructures aiding in flood mitigation and infiltration

3.2.2.2 Community open space

Community open space

2.3.1.2 Women-only Park

Infiltration Plaza for community use

1.1.2.2 2.2.2.2 Primary Infrastructure Trunk line

U R-

n zga

Strategic Framework

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

CITY SPOTLIGHT:

Resilient Community Pilot: Eid Gah Alif area in D9 Street view showing the proposed Women’s Social and Entrepreneurship center (2.3.1.4, 2.3.3.2) , Blue-green infrastructures, public plaza and Neighborhood pop-up market

Multipurpose Courtyard for gatherings, learning and events

3.1.2.2 Handicraft Design Display & Workshop

3.1.2.3 Khamak Embroidery Workshop Learning Room

Solar Panels

Water Collection from Roof

Stormwater Drain

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Kandahar Strategic Development Framework

Women’s Vendors / Entrepreneurs selling handicrafts

New Housing typologies with ground retail provision will economically benefit the residents and women in the neighborhood

Proposed Friday Mosque

Neighborhood Pop-up Market

Public Plaza

2.2.2.3 Bioswale for Surface Run-off

Stormwater Drain

Strategic Framework

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Goal 2.3 & 2.4

PROJECT SUMMARY - GOAL 2.3 & 2.4

Project ID

Project Description

2.3.1

Establish a network of service facilities, health centers, and recreational spaces for women

2.3.1.1

Women-only Park Rooms

2.3.1.2

Women-only Parks

2.3.1.3

Women’s Health Center

2.3.1.4

Women’s Center

2.3.2

Establish a secure mobility network for women

2.3.2.1

Pink Taxi mobility program

2.3.3

Create vocational education & entrepreneurship opportunities for women and youth

2.3.3.1

Women’s Market

2.3.3.2

Women’s Entrepreneurship Center

2.3.3.3

Women Dormitories

2.3.3.4

Youth Skill Development Center

2.4.1

Expand affordable & accessible housing options

2.4.1.1

Site and Services Program

2.4.2

Enhance and expand access to community amenities and facilities

2.4.2.1

Civic Library and Learning Center

2.4.2.2

Public Toilets

2.4.2.3

Community Center

2.4.2.4

Community Health Clinic

2.4.2.5

Center for Children Education & Physical Activity

2.4.2.1 Civic Library and Learning Center 2.3.3.4 Youth Skill Development Center

Hwy KDR - Herat

ha Arg

AH1

2.3.3.4

Note 1 - 2.3.1.1, 2.3.1.2, 2.3.1.3, 2.3.1.4, 2.3.3.1, 2.3.3.2, 2.3.3.3, 2.3.3.4, 2.4.2.1, 2.4.2.2, 2.4.2.3, 2.4.2.4: The SDF recommends that the municipality identifies multiple locations for each of the above projects, through dedicated studies and engagements at the Nahia levels. The assessments should take into account some of the previous studies like the SMAPS 2017.

Pan

The SDF map identifies pilot locations for some of the above projects (2.3.1.2, 2.3.1.4, 2.3.3.2, 2.3.3.4, 2.4.2.1) which are synergistic or catalytic to other proposed strategies/projects of the SDF. Additional locations for the same in other districts may be added incrementally. Location criteria for all the social infrastructure projects: (i) located along primary/secondary urban corridors. (ii) located in proximity to an urban node (goal 1.1)/ women’s amenity (goal 2.3)/ community amenity (goal 2.4). (iii) located within (or) in proximity to educational/academic institutions. (iv) located in districts/neighborhoods that are in critical need of social infrastructures based on Social Development Needs Assessment

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(Above) Project map of Social Infrastructures

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2.3.3.2 Women’s Entrepreneurship Center 2.3.1.2 Women-only Park 2.3.1.4 Women’s Center

KDR - Uruzgan Rd

2.3.3.2 Women’s Entrepreneurship Center

Northern Ring Road

2.3.3.4

KDR - Ghazni Hwy

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2.3.3.4

2.4.2.1 Civic Library and Learning Center

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Road 2.3.3.4 Youth Skill Development center 5 A-7

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2.3.3.4 Youth Skill Development Center 2.4.2.1 Civic Library and Learning Center

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Theme Three

HERITAGE, CULTURAL LANDSCAPE, AND TOURISM

VISION STATEMENT

Heritage, Cultural Landscapes, and Tourism Preservation and Regeneration of the Historic old city core of Kandahar to strengthens local culture and heritage Cultural sites and landscapes around Kandahar are enhanced by ecological preservation, recreational facilities, and investment in local communities A city wide network of open spaces and parks, centered along the Zahir Shahi Canal provides opportunities for recreation Establishing this vision for Kandahar will require the following goals:

Goal 3.1 Foster local identity through investment in culture and built heritage

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Goal 3.2 Develop cultural and recreational landscapes

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INTRODUCTION

Embrace Culture & Heritage As Driving Forces Afghanistan’s historic diversity, prosperity, and status as a global center of trade for centuries have been clouded by conflict and persecution of women and minorities. In the 1960s, Kabul was often called the Paris of the East, and Afghan women were training to become doctors, engineers, artists, and writers in a cosmopolitan society. However, the 21st century offers a stark contrast: girls are lucky to study in makeshift schools, over half of Afghanistan’s population has been displaced within the last 30 years, and a significant amount of the population carry physical or psychological trauma generation of conflict. Many Afghan cities are centers of stability and prosperity, and must be able to integrate and empower all Afghans, regardless of gender, age, ability, or origin.

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ION

GOAL 3.1

Foster local identity through investment in culture and built heritage The vibrant and prosperous history of Afghanistan’s cities are represented by monuments, buildings, and historic fabric. Many have been lost, and many more are in danger of damage or destruction due to neglect or uncontrolled development. These monuments anchor Afghanistan’s culture and society in a rich history, and set the country apart. The ability to conserve, activate, and integrate these tangible elements of heritage into urban life is an urgent and integral aspect of urban development. Strategic Objectives 3.1.1

Invest in the regeneration of Kandahar’s historic core and the preservation of key heritage sites

3.1.2

Support and expand the local network of handicrafts and cultural production

Alignment with National Goals and Priorities NUP O-5

Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity

NUP

Foster local identity, preserve cultural heritage, and invigorate ecological areas within and around urban areas

U-NPP 2.8

Protect and improve tangible urban built heritage and urban and city region eco-systems

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

SDG 15

Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

Related Key Drivers » Preservation of heritage assets and regional tourism » Preservation of the historic urban core, heritage assets, and culture » Environmental assets Proposed Key Indicators » Total investment executed per capita and opex per capita on the preservation, protection, and conservation of all cultural and natural heritage (Sasaki revised based on SDG 11.4.1) » Forest area as a proportion of total land area (SDG 15.1.1) » Tourism direct GDP as a proportion of total GDP and in growth rate (SDG 8.9.1)

(Right) Khirqa-e Mubarak in the Historic core of Kandahar. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2008.

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Goal 3.1

Foster local identity through investment in culture and built heritage

STRATEGIC OBJECTIVE 3.1.1

Invest in the regeneration of the city’s historic core and preservation of key heritage sites The conservation of heritage sites has the potential to make a significant contribution to the development of Afghanistan’s provincial capitals. A combination of war-related damage, neglect, natural hazards and rapid urbanization, along with a lack of public awareness or effective enforcement of development controls pose a threat to individual monuments and areas of historic urban fabric in many cities. Targeted investments have the potential to contribute to economic and social development, while fostering a shared sense of civic identity among the wider population. The city of Kandahar has played a significant role in the history of the region well before the formation of modern Afghanistan. It is thought to have been laid out by Alexander the Great in 330 BC and its strategic location on key trade routes has since ensured its prosperity and made it vulnerable to conquest and destruction. The ancient walled settlement was abandoned during the rule of Ahmad Shah Durrani in the late C18th and his (well-maintained) mausoleum and the adjacent Khirqa Mubarak now lie at the heart of what is now referred to as the historic old city. Some of the traditional urban fabric survives and among the sites here that might be considered for conservation are the covered Sarpush bazaar. Other sites of heritage significance that need to be preserved are Chawk-e Shahidan, Eidgah-e Darwaza Shishk, Madad Khan Jam Eidgah, Da Wilayat Maqam Tamir, Da Shahrwali. The creation of ‘heritage trails’ between monuments through the historic fabric has the potential to contribute to economic activity. It will be important however to match any such investments with improvements in basic infrastructure to ensure that the historic fabric remains a liveable environment. In contrast to the relatively good condition of monuments in the city of Kandahar, most heritage sites on the outskirts are neglected or at risk from encroachment as the city grows. Without systematic surveys leading to archaeological excavation and priority conservation, more of the important heritage from this region may soon be lost forever. As well as measures aimed at safeguarding, the potential for investments in heritage sites to contribute to the social and economic development of Kandahar and the wider region should be explored. While the scale of tourism is presently negligible, there is potential for future visitors to contribute to the urban economy, but this will depend on opportunities for residents of Kandahar to develop the necessary skills – in hospitality and conservation techniques, for example.

Associated Projects and Programs

Related Entities

· 3.1.1.1 Critical Infrastructure Revitalization Local Chamber of Commerce, AUWSSC, Program DABS, Municipality, MoIC · 3.1.1.2 Historic Core Streetscape Improvements Toolkits · 3.1.1.3 Historic Core Heritage Sites Restoration Relevant · S-A Heritage Conservation & Activation Program · S-C Promoting Urban Livelihoods · Historic Core Heritage Tourism Center · S-D Inclusive Social Development · Historic Core Infill and Redevelopment Strategy · Wayfinding and Communications Strategy · Historic Core Mobility Strategy · Cultural and Archaeological Heritage Study · Heritage Preservation Zone · Tourism, Hospitality, and Historic Preservation Training Programs · Tourism Development Plan · Program Activation within Historic Core III.132

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(Above) Diagram of the Historic core, illustrating key sites for preservation and streetscape improvements

Khirqa-e Mubarak Eidgah-e Darwaza Shishk Makbara-e Ahmad Shah Baba Urban Cemetery

Sarpush Bazaar Chawk-e Shahidan

Major Urban Corridor

Key Landmarks

Streets for streetscape Improvements

Corridor Redevelopment (strict guidelines around historic preservation)

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Goal 3.1

Foster local identity through investment in culture and built heritage

STRATEGIC OBJECTIVE 3.1.2

Support and expand the local network of handicrafts and cultural production The production of handicrafts -traditional and contemporary work in calligraphy, miniature painting, woodworking, jewelry making, ceramics, carpet-weaving, needle working, embroidery and many others represent is an important piece of the cultural production of Afghan society today. They also constitute an important component of the socio-economic life of afghans cities, particularly benefiting and empowering the most marginalized sector of society, especially lower income women and youth. There are several layers that define the perpetuation of crafts in the country: the long established systems of apprenticeships; a state-driven but enduring network of craft associations created in the 1970s and 80s under Soviet influence; and the market-driven entities that have developed since, often with external support of donor organizations, who are looking to train and equip a new generation of Afghan artists and crafts-makers with the knowledge and resources needed for their success. However, there are still many challenges for handicrafts to become economically and socially sustainable. Lack of access to both regional and international markets for selling the goods produced locally, together with an insufficient access to raw materials, not enough support for homemade products, lack of enough commercial markets for women, physical and health impacts and unjust compensation are among the most important ones. There are still important questions regarding the degree to which craft making reinforce and perpetuate unequal gender inequalities among women and become barriers for the girl’s education as they often quit school to learn and produce crafts at home. Therefore, the SDF promotes the facilitation of the activities of effective and inclusive crafts-centred associations that have a proven track record of promoting appropriate standards and are receptive to new approaches that respond to public demand.

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Associated Projects and Programs

· 3.1.2.1 Textile Innovation Center at Mirwais Meena · 3.1.2.2 Handicrafts Market / workshop · 3.1.2.3 Handicrafts Training Center · Local Handicrafts and Khamak Support Program · 3.1.2.4 Textile and Carpet Production Facility · Textile and Carpet Research and Development Program · 3.1.2.5 Center for Regional Culture and Arts · Public Arts Program · Events and Festivities Planning Program · 3.1.2.6 Streetscape Spaces for Vendors · 3.1.2.7 Fixed Public Facilities for Vendors · 3.1.2.8 Temporary Public Spaces for Vendors · Vendor Association Related Entities Local Chamber of Commerce, MoEd, MoCI, MoLSAMD, Municipality

Relevant Toolkits

· S-C Promoting Urban Livelihoods · S-B-2 Women’s Entrepreneurship Center · S-B-6 Women Urban Markets (Below and Top Right) Textile and Embroidery are an important aspect of Kandahari culture. Source: Flickr, Canada in Afghanistan, 2010.

3.1.2.1 Textile Innovation Center at Mirwais Meena The SDF proposes the Textile Innovation Center, an integrated campus that will house a 3.1.2.2 Handicrafts Market/ workshop, 3.1.2.3 Handicrafts Training Center, 3.1.2.4 Textile and Carpet Production Facility and others. Synergies between programs of the campus and the proposed social amenities in the adjacencies, will create an ecosystem for textile/handicraft research and innovation. The project will socio-economically benefit the residents of West Kandahar, especially women.

Potential location/node for the integrated campus of 3.1.2.1 Textile Innovation Center which comprises of the following programs: 3.1.2.2 Handicrafts Market/workshop 3.1.2.3 Handicrafts Training Center 3.1.2.4 Textile and Carpet Production Facility

Potential location for a 2.3.3.2 Women’s Entrepreneurship center

AH1

Associated Projects and Programs

Mirwais Meena

· 3.1.2.2 Handicrafts Market/workshop · 3.1.2.3 Handicrafts Training Center · 3.1.2.4 Textile and Carpet Production Facility · 2.3.3.2 Women’s Entrepreneurship center · Local Handicrafts and Khamak Support

Proposed location for a vocational Center (SMAP 2017)

Program

Relevant Toolkits

· S-B-1 Women Health and Education Centers · S-B-2 Women’s Entrepreneurship Center · S-B-3 Women’s Prayer Spaces · S-B-5 Mobility Programs for Women · S-B-6 Women Urban Markets

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Goal 3.1

Foster local identity through investment in culture and built heritage

PROJECT SUMMARY - GOAL 3.1

Critical Infrastructure Revitalization Program

3.1.1.2

Historic Core Streetscape Improvements

3.1.1.3

Historic Core Heritage Sites Restoration Program

3.1.1.1

Invest in the regeneration of the city’s historic core and preservation of key heritage sites

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Project Description

3.1.1

Project ID

Foster local identity through investment in culture and built heritage

a. Khirqa-e Mubarak b. Makbara-e Ahmad Shah Baba c.Chawk-e Shahidan d. Eidgah-e Darwaza Shishk 3.1.2.4 Textile and Carpet Production Facility

e. Madad Khan Jam Eidgah f. Sarpush Bazaar g. Da Wilayat Maqam Tamir h. Da Shahrwali Riasat Tamir i. Mai Mubarak 3.1.2

Support and expand the local network of handicrafts and cultural production

3.1.2.1

Textile Innovation Center

3.1.2.2

Handicrafts Workshop/Market

3.1.2.3

Handicrafts Training Center

3.1.2.4

Textile and Carpet Production Facility

3.1.2.5

Center for Regional Culture and Arts

3.1.2.6

Streetscape Spaces for Vendors

3.1.2.7

Fixed Public Facilities for Vendors

3.1.2.8

Temporary Public Spaces for Vendors

3.1.2.3 Handicraft Training Center

AH1 3.1.2.2

3.1.2.1 Textile Innovation Center ai

Note 1 - 3.1.1.3 Historic Core Heritage Sites Restoration Program: The mentioned sites (a - i) in the above table are identified in the Baseline Data Assessment as heritage sites within the historic old city core. Additional sites of heritage significance may be added to the list after further studies.

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Note 2 - 3.1.2.1 Textile Innovation Center: The SDF envisions this project as an integrated campus, comprising of a 3.1.2.2 Handicrafts Workshop/ Market, 3.1.2.3 Handicrafts Training Center, and 3.1.2.4 Textile & Carpet Production Facility; and to be located at Mirwais Meena, serving the purpose of a socio-economic anchor for west Kandahar. Alternate locations for the campus may be analyzed through dedicated feasibility studies Note 3 - 3.1.2.2 & 3.1.2.3: The map identifies pilot locations for these projects. Additional locations for the same in other districts may be added incrementally. Location criteria: (i) located along primary/secondary urban corridors. (ii) located within walking distance from a transit stop.(iii) located in proximity to an urban node (goal 1.1)/ women’s amenity (goal 2.3)/ community amenity (goal 2.4). (iv) located in districts with high potential for handicrafts production. Note 4 - 3.1.2.6, 3.1.2.7, 3.1.2.8: Municipality to identify streets and open spaces for the mentioned projects. To be executed in coordination with the 3.1.1.2 Historic Core Streetscape Improvements project.

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(Above) Project map of Historic core regeneration and amenities for cultural production

ing Road

3.1.2.3 Handicraft Training Center

KDR - Uruzgan Rd

Northern Ring Road

3.1.2.2 Handicrafts workshop

3.1.2.2 3.1.2.3

Existing Handicraft Training Center

KDR - Ghazni Hwy

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3.1.2.3

3.1.2.5 Center for Regional Culture and Arts

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3.2.1.1 Critical Infrastructure Revitalization Program 3.2.1.2 Historic Core Streetscape Improvements 3.2.1.3 Historic Core Heritage Sites Restoration Program

3.1.2.2 Handicrafts Workshop/ Market

3.1.2.4 Textile and Carpet Production Facility

3.1.2.3 Handicrafts Training Center

Streets for streetscape Improvements

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GOAL 3.2

Develop cultural and recreational landscapes The origins and culture of Afghanistan are intertwined with the region’s landscapes. Cultural Landscapes reveal aspects of a region’s origins and evolving relationship with nature, as well as define a cultural legacy and identity. The preservation of areas that are representative of regional culture or related to historic sites as Cultural Landscapes provides valuable social, economic, and environmental benefits. The protection of existing cultural landscapes and the development of new open spaces is vital to guiding sustainable development, safeguarding collectively shared heritage sites for future generations, and providing urban areas with valuable natural amenities. Strategic Objectives 3.2.1

Invest in a network of cultural sites and natural assets, notably in the Arghandab river valley

3.2.2

Develop a city-wide network of green spaces and recreational facilities

Alignment with National Goals and Priorities NUP O-5

Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity

NUP

Foster local identity, preserve cultural heritage, and invigorate ecological areas within and around urban areas

U-NPP 2.8

Protect and improve tangible urban built heritage and urban and city region eco-systems

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

SDG 15

Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

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Related Key Drivers » Environmental assets Proposed Key Indicators » Total investment executed per capita and opex per capita on the preservation, protection, and conservation of all cultural and natural heritage (Sasaki revised based on SDG 11.4.1) » Forest area as a proportion of total land area (SDG 15.1.1) » Tourism direct GDP as a proportion of total GDP and in growth rate (SDG 8.9.1)

(Right) Photo of Wali Baba Shrine overlooking the Arghandab river valley. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2006.

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Goal 3.2 Develop cultural and recreational landscapes

STRATEGIC OBJECTIVE 3.2.1

Invest in a regional network of cultural sites and natural assets across Kandahar and the Arghandab river valley

3.2.1.1 Ruins of Old Kandahar Citadel

Cultural sites across Afghanistan have long had a strong connection with natural and ecological assets. However, after decades of conflict and accelerated urban growth, little attention has been paid to the value of these cultural and natural assets. This historic relationship is in jeopardy, leaving many heritage sites and natural assets scattered among dense urban areas or disconnected in the outskirts of cities. These sites are threatened by contamination and encroachment of unplanned settlement. Investing in the preservation, connection, and activation of these cultural and natural assets has the potential of bringing together different communities over a common benefit while creating healthier physical environments that improve the quality of life of the population. Establishing a plan for these assets can promote the development of regional tourism, thus enhancing the city’s competitiveness and creating economic value for communities in the region.

3.2.1.1 Chehel Zina

Kandahar has a strong relationship to its peri-urban agricultural areas between the Arghandab and the Tarnak River. These natural assets, together with the city’s iconic hillsides, should be protected from urban expansion. This is critical not only for conservation and regional ecology, but also to mitigate risks to settlements from flash floods and landslides, as well as providing recreational opportunities for residents. In Addition, Arghandab valley’s location at the cross-roads of civilizations has made it a repository of rich history and culture. It houses some of the important cultural heritage sites that include the Baba Wali shrine, Neeka Mirwais Mausoleum, Ruins of old Kandahar citadel, Chehel Zina, Said Qala Tepe, Deh Morasi Gundai and others. Preservation and regeneration of such heritage sites should be a priority and can provide recreational and tourism opportunities. A pilot project at Wali Baba should be implemented to demonstrate how connecting important heritage sites to the surrounding natural assets can be beneficial to the economy, society and environment. Associated Projects and Programs

· 3.2.1.1 Regional Heritage Site and Landscape Management Program · 3.2.1.3 Regional Heritage Sites Restoration Program · 3.2.1.4 Dahla Dam Regional Park and Recreational Area · 3.2.1.5 Historic Canal Revitalization Project · 3.2.1.6 Zahir Shahi Canal Revitalization and Greenway program · 3.2.1.7 Preservation of Water Wells · Park Restoration and Preservation Program · Tourism Connectivity Strategy · Hillside and Forest Conservation Program

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Related Entities MAIL, NEPA, Municipality, MoIC Beneficiaries Residents, Tourists, Local Businesses

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3.2.1.1 Said Qala Tepe 3.2.1.1 Neeka Mirwais Shrine

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b (Top) Diagram illustrating the network of various heritage nestled in the ecologically rich Arghandab river valley,

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Goal 3.2 Develop cultural and recreational landscapes

CITY SPOTLIGHT:

Wali Baba Shrine Heritage & Recreation Cluster Existing Conditions

The shrine of Wali Baba, also known as Baba Sahib is located on a hillside in Arghandab. The multi-terraced shrine is sitting amidst the pomegranate groves of Arghandab river valley and is already a popular destination for picnics and afternoon outings. It provides great views to the verdant Arghandab valley, which is in stark contrast to the rest of the landscapes in the province. At the foot of the hill, a system of irrigation canals flowing towards southern Kandahar originate. Surrounding the shrine and the hillside are a lot of cart vendors selling local fruit juices and food. The SDF envisions the ‘Wali Baba Shrine Heritage & Recreational Cluster’ as a regional destination for ecotourism, pilgrimage and eco recreation. Firstly, preservation and restoration of the existing landscape and built heritage should be prioritized following which provision of basic infrastructure and amenities to the visitors including toilets, locker rooms, women-only rooms, visitor center, car parking and others should be undertaken. The shrine being located on a barren hillside slope, faces risks from soil erosion, landslide and flooding. Landscape strategies like terracing, contour planting or afforestation and capturing run-off in retention ponds/contour swales are proposed, which not only aid in mitigating the above mentioned risks but also facilitate for the creation of more open spaces, parks and gardens for the visitors. The revitalized trail connects the proposed Viewing Deck at the top to the canals at the foothill, passing through the shrine and a series of proposed open spaces and interventions. The canal front is activated through a network of programmed open spaces and recreational areas, catering separately to families, women and youth. Multiple other trails running alongside the canals and contours are also proposed. Some of the trails connect to neighboring villages and groves, which improve livelihoods by creating opportunities for small businesses like eateries, farm tourism and handicraft shops etc.

Associated Projects and Programs

· 3.2.1.1 Regional Heritage Site and Landscape Management Program · 3.2.1.5 Historic Canal Revitalization · Tourism Connectivity Strategy · Park Restoration and Preservation Program · 2.2.3.1 Kandahar Hillside and Forest Conservation · 2.2.2.4 Riparian Corridor or Canal Restoration · 2.3.1.1 Women-only Park Rooms · 2.3.1.2 Women-only Parks · 2.4.2.2 Public Toilets · 3.2.2.1 Family-only Park Rooms · 3.2.2.3 Hillside Recreation - Parks & lookouts Related Entities MAIL, NEPA, Municipality, MoIC Beneficiaries Residents, Tourists, Local Businesses in the villages of Arghandab

Relevant Toolkits

· L-A.1 Protection of Natural Heritage · L-A.4 River, Wetland and Water body Conservation · L-C.3 Urban Flood Risk Mitigation Strategies · L-C.4 Landslide Risk and Erosion Mitigation · L-D.1.2 Linking parks and open spaces with the natural and cultural landscape · L-D.1.3 Linking parks and open spaces with cultural & heritage site revitalization · L-D.1.4 Create blue-green linkages through a network of recreational pathways and trails · L-D.3.3 Urban Nursery · S-A-2 Enhance public access to heritage sites · S-A-4 Provide basic infrastructure and service in heritage sites · S-A-5 Investment in amenities for visitors and open spaces near heritage sites · S-A-8 Creation of heritage trails · S-B-4 Women-only Parks and “outdoor rooms” inside parks · S-E-5 Open space for all - Cultural and Religious Sites

(Left) Wali Baba Trail overlooking the Arghandab River and Valley. Source: Utopian Planners, 2020

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D12 D13

D14

D1 D2

D11

D6 D15

D10

D4 D3 D5

(Top Right) Canal system at the foot of Wali Baba hill.Source: Utopian Planners, 2020. (Right) View of the scenic Arghandab valley and canal systems from Wali Baba hill. Source: Utopian Planners, 2020. (Bottom) Diagram of existing conditions at Wali Baba and surrounding areas.

Wali Baba Shrine Arghandab canals system Arghandab District’s Administrative Complex

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Goal 3.2 Develop cultural and recreational landscapes

CITY SPOTLIGHT:

Wali Baba Shrine Heritage & Recreation Cluster Proposed Strategies and Projects

Viewing Deck

Wali Baba Trail

Toolkit L-C.4.2 Capture Seasonal Runoff 3.2.2.3 Hillside Garden Toolkit L-C.4.4 Contour Tree Planting

Nursery

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Wali Baba Shrine

2.3.1.1 Womenonly Rooms Toilets & Lockers

Mountain side Rec

Family Picnic Area

3.2.1.5 Canals Revitalization & Greenway

Family Garden

Visitor Center

Canal Edge Park

Parking

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Goal 3.2 Develop cultural and recreational landscapes

3.2.1.1 Neeka Mirwais (The Mausoleum of Mirwais Hotak) The mausoleum of Mirwais Hotak located in the Kokaran section of the city, along the banks of Arghandab river is an important cultural destination. The monument and the site should be preserved and revitalized. Provision of basic amenities to tourists and public should be prioritized. Creating public access to the banks of Arghandab river, through landscape interventions and ecotourism strategies will help transform it into a regional recreational destination.

Associated Projects and Programs

· 3.2.1.1 Regional Heritage Site and Landscape Management Program · 3.2.1.5 Kandahar canals Revitalization and Greenway program · Heritage Preservation Zone · Tourism Connectivity Strategy · Ecotourism Promotion Strategy

3.2.1.1 Sarkari Bagh (Gardens in Arghandab valley)

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Sarkari Bagh in the north, along the banks of Arghandab river is one of the attractive destinations for recreation and picnicking in the region. The site irrigated by the Arghandabd canal system, is a rich landscape asset that needs to be preserved and enriched. There is enormous potential to promote the site as an ecotourism destination, through strategic intervention of environmentfriendly infrastructures and programming.

Associated Projects and Programs

· 3.2.1.1 Regional Heritage and Landscape Management Program · 3.2.1.5 Kandahar canals Revitalization and Greenway program · Heritage Preservation Zone · Tourism Connectivity Strategy · Ecotourism Promotion Strategy

Relevant Toolkits (strategies for both projects)

· L-A.1 Protection of Natural Heritage · L-A.4 River, Wetland and Waterbody Conservation · L-D.1.2 Linking parks and open spaces with the natural and cultural landscape · L-D.1.3 Linking parks and open spaces with cultural & heritage site revitalization · L-D.1.4 Create blue-green linkages through a

· S-A.2 Enhance public access to heritage sites · S-A.4 Provide basic infrastructure and service in heritage sites · S-A-5 Investment in amenities for visitors and open spaces near heritage sites · S-A.8 Creation of heritage trails · S-B-4 Women-only Parks and “outdoor rooms” inside parks · S-E-5 Open space for all - Cultural and Religious Sites

network of recreational pathways and trails

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(Above) The Mausoleum of Mirwais Hotak In Kokaran. Source: Jolyon Leslie. (Below) Satellite Imagery of Sarkari Bagh. Source: Google Earth.

3.2.1.1 Ruins of Old Kandahar Citadel The fortified city served as the local seat of power for many rulers in the last 2,000 years. It was one of the important cities of Arachosia, located along the main trade route linking the Indian subcontinent with Central Asia. The citadel and surrounding hillsides are a repository of the region’s rich history and therefore archaeological heritage studies should be prioritized. Following that, the site should be preserved and restored before opening up for heritage tourism

Associated Projects and Programs

· 3.2.1.1 Regional Heritage Site and Landscape Management Program · Cultural and Archaeological Heritage Study · Hillside and Forest Conservation Program · Tourism Connectivity Strategy · Heritage Preservation Zone

3.2.1.1 Chehel Zina (mountainous outcrop) Chilzina or Chehel Zina, is a mountainous outcrop in the western part of the city. Forty stone steps lead to the top of the outcrop, opening up spectacular views to the landscape. The site houses multiple inscriptions of historic significance and hence it needs to be preserved and restored. There lies tremendous potential to leverage the site as a key heritage and recreational destination for the region

Associated Projects and Programs

· 3.2.1.1 Regional Heritage and Landscape Management Program · Cultural and Archaeological Heritage Study · Hillside and Forest Conservation Program · Tourism Connectivity Strategy · Heritage Preservation Zone

Relevant Toolkits (strategies for both projects)

(Above) An historic photograph of the ruins of old Kandahar citadel. Source: The British Library, Sir Benjamin Simpson, 1881. (Below) Steps leading to the top of Chehel Zina. Source: Flickr, 43D SB PAO, 2015.

Religious Sites

network of recreational pathways and trails

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Goal 3.2 Develop cultural and recreational landscapes

STRATEGIC OBJECTIVE 3.2.2

Develop a city-wide network of green spaces and recreational facilities Associated Projects and Programs

· 3.2.2.1 Family-only Park Rooms · 3.2.2.2 Neighborhood Sports and Recreational Facility · 3.2.2.3 Hillside Recreation areas - Parks and lookouts · 3.2.2.4 Existing Parks Improvements · 3.2.2.5 New Urban Parks · 3.2.2.6 Regional Wetland Park in District 5 · 3.2.2.7 Greening of Urban Cemeteries · 3.2.2.8 New Cemeteries · Urban Trail System · River or Canal Greenway · Parks and Open Spaces Assessment

To sustainably accommodate a growing population, diverse communities, as well as men, women and youth alike, cities must invest in a network of open spaces, social services, and recreational facilities. This network should include a variety of open spaces connecting various functions and uses across the city. Types of spaces may include civic parks, cultural and religious gardens, cemeteries, commercial open spaces, urban parks, and regional parks that cover hillsides, rivers, and valleys. These amenities are what provides cities with regional diversity, high standards of livability, a sense of identity, and improved resilience to mitigate natural hazards and risks. For citizens, access to open spaces within walking distance of their neighborhood enhances their safety and well-being. As the city continues to grow and develop, recreational landscapes should be strategically integrated into infrastructure and development projects within a larger framework of open space to knit communities together.

Related Entities

Kandahar’s existing public open spaces, cultural and sports facilities are primarily located to the south of Zahir Shahi canal in Nahias 1, 2 and 4, and a few public parks are located in Aino Mina in Nahia 11. Some of the key recreational assets located in the urban core of Kandahar include the stadium, the museum and Ghazi Park. A number of recreational and cultural sites are distributed at the urban periphery, such as the Mausoleum of Wali Baba, the Neeka Mirwais Shrine and Aino Shahi Park. Additionally, the Arghandab Reservoir at Dahla Dam, the emerging rivers and stepped pools are already used for active and passive recreation. Kandahar is expected to grow eastwards along the AH1 and A-75 corridors. This increases the need for additional open spaces, civic facilities, and cultural amenities, not only along the major eastwest corridors, but also along new secondary corridors. A strategy should be pursued to activate new corridors, key nodes, [Toolkit U-A.4] from which to establish a well connected open space network that can improve access to Kandahar’s natural assets.

Municipality Beneficiaries Residents, Women, Youth and Children

(Below) ‘Khosai’ – a traditional game in Kandahar. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2007

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(Below) Proposed plan for pollution control Source: Kandahar SMAP 2017. (Below right) Playground in Kandahar. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2007.

Along those lines, a wetland park is proposed around the strategy of preserving the wetlands in District 5 [project 2.2.3.2]. The proposed wetland park and open space system will be central around which new structured neighborhoods will be planned [See 1.2.3, project 1.2.3.1]. Another example, the revitalization of the Zahir Shahi canal [See 3.2.1 Invest in a network of cultural sites and natural assets] can be integrated with new green ways [Toolkit L-B.4] connecting Kandahar’s neighborhoods with Aino Mina and the hillsides to the north establish a grid that can catalyze both new and existing neighborhoods. The conservation of the northern hillsides [Toolkit L-A and L-C] allow strategic activation for active and passive open spaces, and link the city’s urban fabric to their natural features. Kandahar’s cemeteries should be formalized and equipped with trees, benches, fountains, and other passive infrastructure that have the potential to transform these large open spaces into sought after cultural sanctuaries in the city of Kandahar.

Zahir Shahi Canal

KDR - Uruzgan Rd

3.2.2.5 Greening of Urban Cemetery in District 14 and 10 The cemeteries in districts 14 and 10 occupy a vast area of central Kandahar. The SDF proposes greening/afforestation of the cemetery areas and transforming them into urban green reserves. The green cemeteries would aid in flood mitigation/water retention and serve as carbon/heat sink for the city. With strategic improvements, they can be used as passive public open spaces. Additionally, the greening strategy would help in buffering the neighborhoods of northern Kandahar from the dusty winds of Registan desert.

Greening of Urban Cemetery

AH1 Historic City

Associated Projects and Programs

· 2.2.2.2Blue-Green Corridor · 2.2.2.4 Riparian Corridor or Canal Restoration · 2.4.2.2 Public Toilets · 3.2.1.6 Zahir Shahi canal Revitalization and Greenway program · 3.2.2.5 New Urban Parks

Relevant Toolkits

· S-E-6 Cemeteries · S-E-1 Regional Parks · S-A-8 Creation of heritage trails and way finding strategies · L-C.3 Urban flood risk mitigation strategies · L-C.6.2 Green belt

· L-D.1.3 Linking parks and open spaces with cultural and heritage site revitalization · L-D.1.4 Create blue-green linkages through a network of recreational pathways and trails. · L-D.2.1 Coordinate public parks and open spaces with water supply and wastewater treatment infrastructure projects

· D.3.3 Urban nursery

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Goal 3.2 Develop cultural and recreational landscapes

PROJECT SUMMARY - GOAL 3.2

Develop Cultural and Recreational Landscapes Project ID

Project Description

3.2.1

Invest in a network of cultural sites and natural assets, notably in the Arghandab river valley

3.2.1.1

Arghandab valley Heritage and Landscape Restoration Program

3.2.1.2

Arghandab valley Ecotourism and Recreational clusters Promotion Program

3.2.1.3

Regional Heritage Sites Restoration Program

3.2.1.4

Dahla Dam Regional Park and Recreational area

3.2.1.5

Kandahar canals Revitalization and Greenway program

3.2.1.6

Zahir Shahi canal Revitalization and Greenway program

3.2.1.7

Preservation of Water Wells

3.2.2

Develop a city-wide network of green spaces and recreational facilities

3.2.2.1

Family-only Park Rooms

3.2.2.2

Neighborhood Sports an Recreational Facility

3.2.2.3

Hillside Recreation areas - Parks and lookouts

3.2.2.4

Existing Parks Improvements

3.2.2.5

New Urban Parks

3.2.2.6

Regional Wetland Park in District 5

3.2.2.7

Greening of Urban Cemeteries

3.2.2.8

New Cemeteries

3.2.1.1, 3.2.1.2 Wali Baba

3.2.1.1. 3.2.1.2

3.2.1.1. 3.2.1.2 Neeka Mirwais

KDR - Herat

Hwy 3.2.2.7

3.2.1.1, 3.2.1.2 Ruins of Old Kandahar Citadel

Pan

jwai

Rd 3.2.2.8

Note 2 - 3.2.1.3 Regional Heritage Sites Restoration Program: The highlighted projects represent sites classified in the Baseline Data Assessment as Category A and B only; that are outside the historic core and exclusive of sites in the Arghandab valley. Additional sites may be added to the list after further assessments.

3.2.1.1, 3.2.1.2 Said Qala Tepe

Note 3 - 3.2.1.5 Kandahar canals Revitalization and Greenway program: Focussed assessments to identify the canals to revitalize should be initiated. 3.2.1.6 Zahir Shahi canal Revitalization and Greenway program to be undertaken as a pilot project under the same. Note 4 - 3.2.1.7 Preservation of Water Wells: Detailed studies to identify wells in the historic core for preservation need to be undertaken. Note 5 - 3.2.2.1, 3.2.2.2, 3.2.2.3, 3.2.2.4, & 3.2.2.5: For the mentioned projects, the SDF recommends that the municipality initiates dedicated studies to identify individual sites and projects at the Nahia level.

2 km

(Above) Cultural and recreational landscapes of Kandahar

Kandahar Strategic Development Framework

AH1

3.2.1.1. 3.2.1.2

Note 1 - 3.2.1.1 & 3.2.1.1: The projects highlighted under these represent sites classified in the Baseline Data Assessment as Category A and B only. Additional sites including Mirwais Neeka House, Mena Burj, Ashoka and Mandigak Palaces and other significant cultural centers may be added to the list after further assessments.

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3.2.1.1. 3.2.1.2

3.2.1.1, 3.2.1.2 Sarkari Bagh

R. A

rgh

3.2.2.7 Greening of Urban Cemeteries

3.2.2.8 New Cemetery

KDR - Uruzgan Rd

3.2.1.6 Zahir Shahi canal Revitalization & Greenway

3.2.1.1

3.2.1.3

Zahir

Shah

i Cana

3.2.1.3

3.2.2.8

KDR - Ghazni Hwy

AH1 3.2.1.5

3.2.2.7

3.2.1.3

3.2.2.6 Regional Wetland Park 3.2.1.7 Preservation of Water Wells 5 A-7

3.2.1.3

3.2.1.1, 3.2.1.2 Chehel Zina

arn R. T

Arghandab valley sites for 3.2.1.1 & 3.2.1.2

3.2.1.5 Kandahar canals Revitalization and Greenway

3.2.2.7 Greening of Urban Cemeteries

3.2.1.3 Regional Heritage Sites for Restoration

Arghandab river valley

Open spaces from MUDL Land Use Data 2018

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Theme Four

LIVELIHOODS AND THE AGRICULTURAL ECONOMY

VISION STATEMENT

An economic growth vision for Kandahar

Opportunities for knowledge sector development and vocational training are enhanced through investment in and around all Kandahar University Campuses Industry and commerce are strengthened by a southern ring road and investments at Shorandam and Kokaran

Establishing this vision for Kandahar will require the following goals:

Goal 4.1 Strengthen regional logistics capacities and cross-border linkages

164

Goal 4.2 Facilitate economic diversification and develop local labor market to support future economies

170

Goal 4.3 Strengthen the agricultural sector and develop sustainable value chains

180

Goal 4.4 Promote a sustainable extraction economy and develop mining related value chains

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INTRODUCTION

Strengthen urban-rural Synergies and value chains The development of Afghan cities, in particular the regional centers and provincial capitals, will be the key to a prosperous future for the nation. However, each city is inseparable from the surrounding towns, villages, rural lands that are crucial for sustainable water resources, food security, raw materials for economic value chains, and most importantly, almost twothirds of Afghanistan’s people. Urban planning at all scales must guide investment in the urban institutions and amenities that serve rural communities and add value to rural economies. At the same time they must look beyond municipal boundaries and urbanized areas and support investment at a regional scale.

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INTRODUCTION

Foster a 21st Century Economy Today, Afghanistan’s economy is characterized by the agricultural sector and dependent on international investment. As a nation, Afghanistan’s population is one of the youngest in the world, and over 15 million young Afghans will enter the workforce over the next decade. The nation’s prosperity will depend on the ability of provincial capital cities to provide meaningful and productive opportunities for young Afghans, and to invest in sustainable supply chains, education, and technology that will empower the next generation to develop an economy for the 21st century.

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GOAL 4.1

Strengthen regional logistics capacities and cross-border linkages Improving the function of regional transportation, logistics infrastructure, customs and processing can help to address trade imbalance and strengthen the regional competitiveness of the city.

Related Key Drivers » Regional connectivity and the implementation of the CASA-1000 corridor » Access to power and CASA 1000 transmission corridor Related National Plans and Programs » National Export Strategy, » Transport Sector Master Plan 20172036, » Information and Communications Technology Sector Plans, » National Infrastructure Plan 2017-2021, » National Railway Plan,

Strategic Objectives 4.1.1

Strengthen regional connectivity and cross-border links through Spin Boldak

4.1.2

Increase logistics and storage capacities for export processing

4.1.3

Leverage TAP-500/TAPI corridor investments for local development

Alignment with National Goals and Priorities SDG 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

SDG 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

U-NPP 3.4

Promote agglomeration economies and urban economic zones

NUP O-1

Strengthen sustainable regional economic growth and spatial integration of existing system of cities

NUP

Promote spatial integration between city and peri-urban areas

» Power Sector Master Plan Proposed Key Indicators » Improvement in trade imbalance by measuring imports, exports, and deficit » Passenger and freight volumes, by mode of transport and nation (SDG 9.1.2) » Proportion of the rural population who live within 2km of an all-season road (SDG 9.1.1)

(Right) The Spin Boldak highway (A-75) is the major logistics and industrial corridor leading to International border. Source: Utopian Planners.

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Goal 4.1 Strengthen regional logistics capacities and cross-border linkages

STRATEGIC OBJECTIVE 4.1.1

Strengthen regional connectivity and cross-border links through Spin Boldak Economic development planning occurs at many levels. There has been much investment at the national and international scale, but to take advantage of these investments at the city level, regional links need to be strengthened to improve connectivity to other cities and provinces, as well as key cities in Pakistan. Key highways should be improved to meet capacity demands and future rail planning should be supported through coordination with industry and urban development in Spin Boldak to promote continued investment. Kandahar is geographically close to the trading and transit hub Lashkar Gah and is located along the route of the TAPI corridor. Kandahar is linked to Pakistan through the border town of Spin Boldak which has recently developed quickly with logistics and industrial functions supporting a growing population that is estimated to be around 200,000.

Associated Projects and Programs » Rail and Transit Alignment Plan » Multi-modal Freight Hub » Airport Development Plan » Ring Road » Regional Highway Improvements Program Related Entities ARA, Municipality, MoCI, MoTCA, MUDL Beneficiaries Businesses

Quetta, Pakistan, is the closest major cross-border trade hub. Quetta has a population over one million. It has a regional airport and is connected by highway and rail to other regional hubs and ports in Pakistan. The region around Quetta supports fisheries, mining, manufacturing industries, a range of services and trade. The Bostan Industrial Zone supports sectors such as fruit processing, agriculture machinery, pharmaceutical industry, motor bike assembly, ceramics, cold storage, electronics, and food industries. Highway investments can support existing industrial areas such as Shorandam and a planned industrial park to the northeast of the city and a planned railway network will reinforce Kandahar’s connection to Pakistan and the rest of the nation. Further planning of the railway corridor alignment with strategic industrial investments such as a multi-modal freight hub should be implemented and can potentially create investment opportunities in the future and support strategic growth.

TAP/TAPI Corridor

Railway Network Expansion

Kandahar

Spin Boldak

Regional Connectivity Planned Multimodal Hub Planned Major City Station Railway Station/ Junction Existing Rail Planned Rail Custom Station

Dry Port Active Industrial Zone Planned Industrial Zone Airport/Airfield Major Highways Primary Roads Planned TAP/TAPI Corridor

(Left) MUDL Masterplan for Spin Boldak (Right) Photo of Spin Boldak border crossing. Source: Wikipedia CC, 2010.

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Goal 4.1 Strengthen regional logistics capacities and cross-border linkages

STRATEGIC OBJECTIVE 4.1.2

Increase logistics and storage capacities for export processing As Afghanistan develops its production capacities for domestic consumption and international trade, cities, as the main centers for processing and manufacturing, will need to develop effective logistics and storage capacities to meet future demand. Proactive planning can also be an effective attractor for commerce and trade by making it easier for private-sector businesses to realize their own investments. Kandahar’s position as a trade hub for the region makes it prime for continued industrial development. To leverage its strategic position, obtaining accurate data on trade volumes in the region will support economic planning for trade and logistics. A port and customs data sharing program should be promoted to establish a transparent reporting process for trade statistics. Knowing how much of what commodity is being shipped and what its destination is will help facilitate coordination in the provision of decent storage and logistics facilities as well as service industry growth that can bring much needed jobs to the city. Support should also be given to develop the integrated industrial zones that will provide key infrastructure for sustainable industrial development

Associated Projects and Programs

· 4.1.2.1 Truck-to-Rail Freight Interchange · 4.1.2.2 Warehouse Support Program · Integrated Industry Zone · Port and Customs Data Sharing Program Policy Guidelines

· Light Industry Incentive Zone Related Entities MoCI, ARA, MoTCA, MoE, MUDL, UMIS, Municipality Beneficiaries Businesses

Industrial Zone Context Planned Multimodal Hub

Active Industrial Zone

Planned Major City Station

Planned Industrial Zone

Railway Station/ Junction

Airport/Airfield

Existing Rail

Primary Roads

Planned Rail

Major Highways

Proposed Minor Processing hub at Kokaran

Industrial Zone

Shorandam Industrial Zone

Ahmad Shah Baba International Airport

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Potential Multimodal Hub

STRATEGIC OBJECTIVE 4.1.3

Leverage TAP-500/TAPI corridor investments for local development The TAP-500/TAPI corridor is composed of two separate but related infrastructure projects. TAPI (Turkmenistan-Afghanistan-Pakistan-India) will be a pipeline that will bring natural gas from Turkmenistan to Pakistan and India through Afghanistan. The TAP-500 is a 500kW electrification corridor that will bring in Mary, Turkmenistan and connect to Pakistan through Torghundi, Herat, Farah, Nimroz, Helmand, and Kandahar along the same path at TAPI. When the line is complete, it will initially move approximately 2,000 MW with the capacity to carry 4,000 MW.

Associated Projects and Programs

· TAP-500 / TAPI Corridor Impact Study Related Entities Municipality, MoEW, MoPW, DABS

TAP-500 will support the interconnection of the Southeast Power System (SEPS), facilitate domestic energy generation potential through gas-fired power plants, and generate revenue from transit fees. An “Interconnection Scoping Study” has recently been undertaken but delays in land acquisition have put the initial construction phases behind schedule. In 2017, the Ministry of Energy and Water completed an Energy Sector Self-Sufficiency Development Plan that has laid the groundwork for building domestic capacities. However, it is unclear how the city and region around Kandahar will leverage the investment of the TAP-500/TAPI corridor. A TAP-500/TAPI Transmission Line Impact Study should be conducted to understand the potential impacts and benefits that might be had to inform industrial policy. The energy supplied will provide much needed inputs to industrial development, but alignments with this plan to direct investment in industrial zones around cities need to be developed. The energy supplied will primarily be from primarily non-renewable sources, and the supply will improve, but the sources are primarily from non-domestic. Renewable energy sources in the region are a great potential, and the government should look to develop an energy generation plan that leverages the TAP-500/TAPI corridor investments, but also builds domestic, renewable capacities in alignment with a regional industrial policy. Additionally, as renewable energy sources from solar become more affordable and widely available, there is a long-term risk that power investments may become less viable as consumers obtain energy off the grid. A study of the potential risk and state of the renewables market should be included in the impact study.

TKM IRN

Kandahar PA K IND

TAP-500/TAPI Route

See 2.2.1 Invest in sustainable energy solutions

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GOAL 4.2

Facilitate economic diversification and develop local labor market to support future economies Investment in the service, industrial and knowledge sectors, supported by investment in vocational and training programs, will facilitate the creation of jobs and the growth of these sectors.

Related Key Drivers » Availability and accessibility to job opportunities and educational resources

Strategic Objectives 4.2.1

Establish knowledge sector development programs at Kandahar University and increase vocational education opportunities

4.2.2

Strengthen local commerce, industry, and labor market

4.2.3

Develop standards to provide basic services to industrial parks

» National TVET Strategy 2019-2024

4.2.4

Support banking sector and financial services

» National Export Strategy, Human Capital National Priority Program

4.2.5

Establish exhibition and convention programming to showcase local commerce and products

» Domestic production and consumption, Industrial employment and zone development » Quality and availability of imported and domestic construction materials » Safety and Security, Availability and sustainability of power infrastructure Related National Plans and Programs

» Higher Education Development Project 2016-2020 Proposed Key Indicators » Proportion of employment in nonagriculture employment, by sex (SDG 8.3.1 / Sasaki Survey) » Research and development expenditure as a proportion of GDP (SDG 9.5.1) » Proportion of medium and high-tech industry value added in total value added (SDG 9.b.1)

Alignment with National Goals and Priorities SDG 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

SDG 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

NUP O-7

Foster inclusion, participation, and human-rights based approach in planning and development process

SDG 4

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

(Right) Metal Works in Kandahar. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2007.

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Goal4.2 Facilitate economic diversification and develop local labor market to support future economies

STRATEGIC OBJECTIVE 4.2.1

Establish knowledge sector development programs at Kandahar University and increase vocational education opportunities

To further accelerate sustainable economic growth, investment in educational systems and institutions should be a key area of focus. Urban and industrial development has the potential to catalyze the growth of economic opportunities for Afghans across the country. Establishing links and facilitating connections between producers, processing, and distribution can be improved through building a skilled workforce that can manage and expand supply chains. Above all, universities and vocational education should be prioritized and supported as important economic drivers by providing advanced training for the nation’s youth and developing workforce. Investments at the city level should also look to the National TVET program for policy guidance, and work closely with the national training authority to provide opportunities to all.

· 4.2.1.1 Vocational Training and Education Center · 4.2.1.2 Women’s Vocational Training and Education Center · University Partnership and Exchange Program · University Research Center · Vocational and Job Training Program · Engineering Training Program

Across Afghanistan, there is a large gap in the demand and supply of technical and vocational skills, which creates a major constraint to further growth and development. As the number of population grows and urbanization proceeds, there has been an increasing demand for more educational facilities, particularly for youth and adults. Thus, it is critical to provide vocational training facilities and programs to respond to the demanded and changing skill needs.

Kandahar University, MoE, MoCI, MoHE, Municipality, MoWA, MoLSAMD

According to the SMAP (2018), Kandahar needs both provision and distribution of vocational training centers. Currently, programs offered at public institutions cover subjects such as agriculture, veterinary science, and management and accounting. Courses at private institutions are focused on computer literacy and English language instruction. In addition, these vocational training centers are highly concentrated in the downtown area, and thus, residents in the outer regions do not have access. Areas of interest for program development and improvement include such as mining, civil engineering, IT application, trade, arts, and others. In addition, teacher training programs should be developed to increase the number of teachers and improve overall vocational education capacities. III.168

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Associated Projects and Programs

Related Entities

Beneficiaries Students, residents, and businesses

(Top) Photo of Kandahar University. Source: Abdul Wali

Government Universities and Private Higher Education 2017-2018 University Name Kandahar University Mirwais Nika Higher Education Institution Malalay University Binawa Higher Education Institution

Type Government Private Private Private

# of Students* Female Male 392 7,758 273 1,824 NA NA 74 397

# of Teachers* Female Male 2 248 1 80 NA NA 0 35

Total 250 81 32 35

Total 232 690 90

# of Teachers* Female Male 0 13 0 17 0 3

Total 13 17 3

Total 611 508

# of Teachers* Female Male 4 47 0 21

Total 51 21

Total 8,150 2,097 1,300 471

StudentTeacher Ratio 33x 26x 41x 13x

*Number of students and teachers are from the beginning of education year

Government Technical and Vocational Institutions 2017-2018 University Name Kandahar Multiple branch Institute Kandahar Management & Accounting Institute Kandahar Agriculture & Veterinary Institute

# of Students* Female Male 4 228 8 682 0 90

StudentTeacher Ratio 18x 41x 30x

*Number of students and teachers are from the beginning of education year

Government Teacher Training Institutions 2017-2018 University Name Kandahar Teacher Training Kandahar in Service Training

# of Students* Female Male 152 459 0 508

StudentTeacher Ratio 12x 24x

*Number of students and teachers are from the beginning of education year

Proposed Social Facility Plan Kandahar SMAPS 2017

(Left) Photo of Kandahar University. Source: Utopian Planners, 2020.

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Goal4.2 Facilitate economic diversification and develop local labor market to support future economies

STRATEGIC OBJECTIVE 4.2.2

Strengthen local commerce, industry, and labor market

Urban economies are characterized by the diversification of industrial sectors and commercial opportunity. To support continued growth, Kandahar should do as much as it can to provide a supportive infrastructure for commercial development and creating job opportunities. Downtown is the only core commercial area of the city that supplies goods (foods, clothing, medicine, grains and appliances) to the central, western and southwestern provinces. Therefore, street vendors are largely found on the main roads and streets in this area, often leading to congestion and traffic jams. It is proposed that the existing commercial area should be decentralized by developing commercial zones in two locations near Do Rahi. The first commercial zone would be the extension of the existing commercial area and the second zone would be isolated in Do Rahi. The decentralization of the existing commercial area will allow more space for the existing vendors in the downtown area and will reduce congestion. This will also attract more investors to invest in certain businesses and contribute to the local economic development as well as the urban economy. These zones should be created to be linked to supporting infrastructures and transit planning. Additionally, supporting small-scale production spaces and devising a service sector support and promotion program can support local entrepreneurs, particularly the youth, by providing low-cost space and small business loans. Other soft programs such as a local material and labor promotion study should be pursued to identify key areas of opportunity to strengthen local supply chains and align local job training needs with the current workforce. The National Housing Policy supports the development of university curricula from across engineering and architecture that will promote the use of local materials in building construction. As the city grows, the construction industry is a key sector that the city can capitalize on to build local skills and promote the use of local materials. However, more study is needed to identify a path forward and specific policies to target key areas of construction. A construction standards study should be carried out to evaluate current construction practices and align standards to support both safety and durability while linking local material sourcing, supply chains, and job training for youth with simple construction standards. III.170

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Associated Projects and Programs

· 4.2.2.1 Existing Market Infrastructure Upgrades · 4.2.2.2 Existing Women’s Market Infrastructure Upgrades · 4.2.2.3 Small-scale Production Spaces · Local Material and Labor Promotion Study · Housing Construction Standards Study · Service Sector Support and Promotion Program

Related Entities Local Chamber of Commerce, MoCI, MUDL, Municipality, MoPW, MoWA, MoLSAMD Beneficiaries Businesses

See 2.4.1 for recommendations on housing supply related to the development of housing standards

(Top) Marketplace in Kandahar, Flickr, Canada in Afghanistan, 2010.

STRATEGIC OBJECTIVE 4.2.3

Develop standards to provide basic services to industrial parks Overall, the performance of industrial parks in Kandahar is at a convincing level attracting a large proportion of the potential investment and creating a number of direct jobs.1 Expand industrial capacities: Shorandam Industrial Park, built with the support of USAID in 2004, is equipped with major infrastructure components - such as the power plant and electrical distribution system, roads, sidewalks, water supply system, and flood channels. The occupancy rate was low at the time when the U.S. military was present in the park. Following the U.S. military withdrawal from the park in mid-2014, the occupancy has been increasing. As a result, Shorandam Industrial Park succeeded in not only growing the economy but also encouraging farmers away from growing opium. However, some of the existing factories are inoperative due to issues such as the lack of space, insecurity, land grabbing, etc. A new area, in Mirwais Meena, has been proposed for the factories that are inoperative due to the lack of space in Shorandam. However, the provision of new industrial parks is not enough. The challenges such as insecurity, and corruptions need to be addressed with the strong support of the government. If successfully implemented and managed, there is a huge potential to crystallize the economic base of Kandahar, which is made up of agro-processing products meanwhile cotton plays a vital role. As industrial activity begins to expand, MoCI in coordination with the MoEc should look at conducting an industrial attractiveness and investment incentive study for the region around Kandahar to identify critical infrastructure gaps and industrial development potential. This study may then support key infrastructure provision programs such as industrial roadway Infrastructure construction program and an Industrial power infrastructure construction program to improve the viability of existing and future industrial zones.

A-7 5U

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orr

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Associated Projects and Programs

· 4.2.3.1 Industrial Power Infrastructure Construction Program · 4.2.3.2 Industrial Roadway Infrastructure Construction Program · Industrial Attractiveness and Investment Incentive Study

Related Entities ERA, Municipality, MoCI, DABS, LARA, MoTCA, ACCA Beneficiaries Businesses

See 4.3 Strengthen the agricultural sector and develop sustainable value chains

(Below) Satellite Imagery of Shorandam industrial cluster

r he

Shorandam Industrial zone

1 Afghanistan Investment Support Agency, Industrial Parks in Afghanistan - Growth, Challenges and Recommendation, 2013 Strategic Framework

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Goal4.2 Facilitate economic diversification and develop local labor market to support future economies

STRATEGIC OBJECTIVE 4.2.4

Support banking sector and financial services Support for the banking and financial sector is critical to develop private sector capacities for economic development through the availability of financing. First and foremost, advancements in the microfinance sector should be built on and expanded. Microfinance programs should target, but are not limited to, the following needs:

Associated Projects and Programs

Seed money for starting a small business, which can be spent on the purchase of necessary equipments, material, productive assets, and so on

Local Chamber of Commerce, AMA, AKAM, Municipality

Money for scaling up the business to the level of small and medium enterprise (SMEs)

Beneficiaries

Microfinance Investment Support Facility for Afghanistan (MISFA) and partner institutions have been offering a diverse set of loan products catering to the needs of the client base, namely agricultural, group, individual, housing, SME, and Shariacompliant (murabaha) loan products.1 However, many people in extreme poverty do not have access to microcredit from financial institutions. That being said, more support is needed to improve their status so they may access these financial services. Targeting the Ultra-Poor (TUP) is an existing grant-based program designed to facilitate the escape of ultra-poor households from poverty with an objective to achieve gender equality and empower women. TUP participants receive a holistic, phased package of assistance across two years that support investments in: »

productive livestock (i.e. cattle, goats, etc.)

animal husbandry training

subsistence support

and basic health and hygiene care and access to finance.

Upon graduation, TUP members are linked with financial institutions to further expand their businesses and enterprises. As of 2019, people in Kandahar do not have access to the Microfinance Program offered by MISFA. Yet, Targeting the Ultra-Poor (TUP) program by MISFA, with support from the World Bank, has been implemented since 2016. The provision of financial services such as this should be further enhanced to enable ultra-poor households to come out of extreme poverty, and to accelerate local and regional economy by strengthening lending capabilities.

· Microfinance Program · Housing Finance Program Related Entities

Residents and businesses

Microfinance and SME by MISFA Partners in Kandahar Province as of November 2019 Kandahar

Nation

Kandahar %

# of active clients

N/A

272,763

N/A

# of active borrowers

N/A

130,353

N/A

# of loans dispersed

N/A

1,405,112

N/A

Amount of loans dispersed (AFG)

N/A

97.8 B

N/A

Amount of loans outstanding (AFG)

N/A

8.4 B

N/A

The establishment of a housing development fund through the National Housing Policy will also help to support local financial institutions in Kandahar to provide short-term and long-term loans for housing as well as supporting the sukuk market.

MISFA’s TUP Graduation Model TUP Graduation Model, pg. 24 of MISFA Annual Report 2019

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See 2.4.1 Expand affordable and accessible housing options as the city expands to the east

CASE STUDY

Integrated Agro-Industrial Parks in Ethiopia Ethiopia has been developing its agricultural value chain through an integrated approach to agro-industrial processing networks. Background: Ethiopia’s economy is predominantly agriculture, constituting 46% of gross domestic product (GDP) and 90% of its export value. Due to the large number of smallholder farmers scattered over large areas, agricultural value chains are characterized by a large number of individuals and enterprises with inefficient supply chains resulting in high post-harvest losses. To address this, the Government of Ethiopia has promoted the development of integrated agro-industrial parks (IAIPs) and rural transformation centers (RTCs) to strengthen the value chain through infrastructure investments. The project will be implemented over 5 years at a cost of USD 78 million with co-financing from the European Union (EU), the African Development Bank Group (ADBG), and others. It includes the identification of 17 agro-industrial growth corridors that would host an IAIP each. In 2016, four IAIPs were selected to be implemented. Each IAIP includes a processing zone with functional areas defined by regional needs, cold storage, operational and business amenities, basic infrastructure provision, as well as non-processing components such as residential areas, schools, commercial buildings, utilities, and green spaces. RTCs provide integrated services to rural communities within a 100 km radius of proposed IAIP sites to target specific areas of the value chain encompassing warehousing, pre-processing activities, extension services, training, university cooperation, food safety and standards, microfinance services, and others.

Agro-industrial growth corridors in Ethiopia

Key Takeaways: Establishing an integrated RTC and IAIP network allows for the agro-industrial processing system to target the entire supply chain from production to distribution.Such a system also provides direct benefits to farming households and communities, the youth, women, agribusiness, and related public institutions.Early phases support infrastructure provision, capacity building, and management support to provide a foundation for private sector investment. References African Development Bank Group, “Ethiopia - Integrated Agro-Industrial Parks Support Project (IAIPSP) Appraisal Report,” 2018. United Nations Industrial Development Organization (UNIDO) and PCP Ethiopia, “Integrated Agro-Industrial Parks in Ethiopia,” 2018. https://www.unido.org/sites/default/ files/files/2018-08/Integrated-Agro-Industrial-Parks-in-Ethiopia-Overview-document.pdf. Website: “Rural Transformation Centre (RTC),” Federal Agricultural Marketing Authority (FAMA), Ministry of Agriculture and Agro-based Industry (MAAI). http://www.fama.gov. my/en/web/pub/pusat-transformasi-luar-bandar-rtc-.

(Top: Agro-industrial growth corridors in Ethiopia . Source: UNIDO 2018.) (Below Left) Industrial Park in Africa.Food Business Africa, 2019.

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Goal4.2 Facilitate economic diversification and develop local labor market to support future economies

STRATEGIC OBJECTIVE 4.2.5

Establish exhibition and convention programming to showcase local commerce and products Kandahar’s key regional products include grapes, pomegranates, palms, apricots, and carpets that boost the region’s economic profile. However, Afghanistan has a significant trade deficit with most of its trade partners. These imbalances exist across all sectors including agriculture products, even while Afghanistan’s major exports are agricultural products. In addition to agriculture, production plays a key role in the city and region’s economy. Kandahar is a regional hub and trading center for all regional products, due to its proximity to Pakistan, Uruzgan, Zabul, and Helmand. However, there is a lack of opportunities and space to showcase local commerce and products for marketing purposes. The lack of effective vehicles for marketing may constrain the potential for further economic growth and job creation. An exhibition space should be established to provide opportunities for regional marketing efforts and promote international exchange. A commercial exposition programming committee should be established from the local chamber of commerce, the municipality, provincial government, and local ministries involved in economic development to develop a promotional strategy to boost the visibility of regional products. Exhibition and convention spaces also function as a place for the exchange of economic and business knowledge, which will further drive Afghanistan’s agriculture-led economic growth. While major programs are important, an exhibition facility can also support smaller enterprises. One-third of Afghans are said to be food insecure, and agriculture is the best means to address this deficit and to generate capital. The establishment of exhibition facilities and programming may provide supportive programming to farmers in extreme poverty by providing opportunities for aggregation services and their products to be showcased. An integrated facility that houses both the regional convention and exhibition is proposed as an integral part of the ‘Dorahi Exchange’ mixed-use scheme (see 1.1.1). The strategic location of this facility will be beneficial to the adjacent programs and vice versa; and be catalytic in unlocking the future potential of the node Associated Projects and Programs

· Commercial Exposition Programming Committee · 4.2.5.1 Regional Convention and Meeting Facility · 4.2.5.2 Regional Exhibition Facility · 4.3.1.5 Kandahar Exchange Market at Dorahi · 1.1.1.1 AH1 - East Urban Corridor · 1.1.1.2 A-75 Urban Corridor (Dorahi to Shorandam) · 1.1.1.4 Dorahi Exchange - High Density and Mixeduse Node

Related Entities Local Chamber of Commerce, MoCI, MRRD, Municipality Beneficiaries Businesses, Entrepreneurs, Farmers

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(Above) Diagram illustrating the proposed Regional Convention and Exhibition Facilities at the Dorahi Exchange node

4.2.5.1,2 Regional Convention Exhibition & Meeting Facility

4.3.1.5 Kandahar Exchange Market

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GOAL 4.3

Strengthen the agricultural sector and develop sustainable value chains Agriculture is the foundation of the region’s economy. Promotion of agro-industrial capacity and increasing the competitiveness of domestic products will increase sustainable domestic consumption and support the export economy. Related Key Drivers » Agriculture sector human capital, infrastructure, and value chains

Strategic Objectives 4.3.1

Strengthen existing regional agriculture networks by improving agro-industrial processing and distribution networks

» National Comprehensive Agriculture Development Priority Program 20162021

4.3.2

Improve organizational and knowledge-based inputs for agriculture

» Rural Enterprise Development Program

4.3.3

Promote high-value crops in the south and improve agriculture production infrastructure

» Related National Plans and Programs » National Agricultural Development Framework

Proposed Key Indicators » Volume of production per labor unit by classes of farming/pastoral/forestry enterprise size (SDG 2.3.1) » Agriculture related value added as a proportion of GDP and per capita (similar to that of manufacturing (9.2.1)) » Proportion of financial support (i.e. micro-finance) to the people in ultra poor condition - could be conducted and evaluated by MISFA, who is in charge of provision of TUP grant program and loan products (similar concept to 11.C.1)

Alignment with National Goals and Priorities NUP O-1

Strengthen sustainable regional economic growth and spatial integration of existing system of cities

NUP

Promote balanced regional growth and strengthen economic transformation

NUP

Promote spatial integration between city and peri-urban areas

U-NPP 3.4

Promote agglomeration economies and urban economic zones

U-NPP 3.5

Strengthen rural-urban linkages and export market value chains

SDG 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

(Right) Aerial photo of agricultural lands in south Kandahar. Source: Flickr, USACE, Karla Marshall, 2011

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Goal4.3 Strengthen the agricultural sector and develop sustainable value chains

STRATEGIC OBJECTIVE 4.3.1

Strengthen existing regional agriculture networks by improving agro-industrial processing and distribution networks Due to the commercial border with Quetta, Pakistan, Kandahar city has a dynamic urban economy. Fresh and dry fruits are largely exported to Pakistan and the majority of the urban population relies on agriculture. Due to post harvest losses, exporting is active for only a few months of the year. The quality of produce also deteriorates by the time it reaches the consumer. This is mainly because of the perishable nature of the produce which requires a cold chain arrangement to maintain quality. In the absence of cold storage, the farmers are being forced to sell their produce immediately after harvest, which results in a glut situation and low prices. For sustainable economic development, it is important to keep the export business consistent in all seasons. Therefore, cold storage facilities are proposed (at the local processing hubs) in the west (Kokaran), south (near Karz), north (near Koral-e-Morcha) and in Shorandam agro-industrial hub. The facilities will store produces coming from Helmand, Arghandab valley, Panjwai District, Mahal Nijat and Tarnak and keep the export business running consistently.

Associated Projects and Programs

The implementation of an agro-industrial hub (E-A.1) can help to strengthen ruralurban linkages within the agriculture processing sector, improve the value chain, and drive investment. Agro-industrial hubs can expand existing markets through value added services and clustering key utilities such as roads, power, communication services, cold storage, packaging, waste and effluent treatment, logistics and transport, and labor facilities. Warehousing facilities and cold storage dramatically improve the value chain of highly perishable horticultural products by increasing their shelf life and expanding markets. Agro-processing represents the largest value multiplier for many agricultural and livestock products such as nuts, turning wheat into flour, fruits into dried fruits, juice, or jams, and wool into carpets. These activities are ideal for women-led enterprises (S-B-2). A successful agro-industrial hub in Kandahar must link to university programs with focus on agricultural research and development, and establish training programs and facilities. The agro-industrial hub is embedded in a network that create synergies with rural agriculture and development programs (EA.2), local processing hubs (E-A.3), local universities and training centers, as well as wholesale markets (E-A.4) and aggregation service programs (E-A.5)

See 2.3.3 Create vocational education and entrepreneurship opportunities for women and youth

· 4.3.1.1 Link to Rural Development Facilities and Programs · 4.3.1.2 Agro-industrial Hub · 4.3.1.3 Local processing hubs · 4.3.1.4 Wholesale Market Related Entities MAIL, Municipality, MRRD, Local Chamber of Commerce, MoCI Beneficiaries Farmers and businesses

Production Summary Kandahar Source: MRRD Kandahar 20XX , NHLP 2012, UNFPA Kandahar 2005

Kandahar is famous for its orchards, producing grapes, (Kishmish), pomegranates, palms and apricots. One of the major export articles from Afghanistan’s agriculture are carpets. The 40 percent of the locally grown wool provides the highest value carpets. There is a strong belief that sheep are being fattened in Pakistan and returned to Afghanistan. Mechanisms should be developed where value adding tasks remain in Afghanistan. There are no major agriculture support mechanisms except the Kandahar Food Zone (KFZ) Program, which was introduced to strengthen and diversify rural livelihoods. Kandahar is a regional hub and trading center for most regional products, due to its proximity to Pakistan, Uruzgan, Zabul and Helmand. Existing agri-businesses include a fruit processing plant (obsolete and beyond rehabilitation), a wool factory, a textile factory (paralyzed), and a number of raisin processing factories (with low capacity). Agro-industrial hubs and Local processing hubs should be planned and implemented within the existing industrial network with the short-term provision of much-needed cold storage facilities. These facilities can host an array of services for businesses in Kandahar such as fruit production, processing and marketing; vegetable production, processing and marketing; as well as textiles and carpet manufacturing and marketing.

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(Top Right) Aerial photograph of industrial establishments at Shorandam. Source: Flickr, 43D SB PAO, 2015. (Bottom Right) The pomegranates of Arghandab at a packaging facility in west Kandahar . Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2008.

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Goal4.3 Strengthen the agricultural sector and develop sustainable value chains

CITY SPOTLIGHT:

Shorandam Agro-Industrial hub & Daman district Industrial Cluster Shorandam, located at the intersection of the southern ring road and A-75 is a significant node that already houses industrial uses including an Industrial park. Shorandam’s strategic location, serving as the gateway into the city from the Airport and also the International border at Spin Boldak, makes it an apparent location for establishing an agro-industrial hub. The SDF proposes that the existing Shorandam industrial cluster be augmented into an agro-industrial hub with strategic intervention of infrastructures and facilities like cold storage, packaging, waste and effluent treatment, logistics and transport, labor facilities, vocational and training centers and others. The industrial cluster in Daman district is located at the intersection of the ring roads and AH1 highway. This node is set to transform with newly proposed infrastructures like the Truckto-Rail Freight Interchange, Passenger Railway station, Multimodal Passenger (Bus-Rail) Hub and the Satellite Bus Terminus -East. Shorandam agro-industrial hub and Daman industrial cluster connect to the Historic core through Dorahi. Hence, facilities like the Regional Convention center, Regional Exhibition center and Kandahar Exchange Market are centrally located at the Dorahi node. Associated Projects & Programs

Related Entities

· 4.3.1.2 Agro-industrial Hub · 4.3.1.4 Wholesale Market · 4.3.1.5 Kandahar Exchange Market at Dorahi · 4.1.2.1 Truck-to-Rail Freight Interchange · 4.1.2.2 Warehouse Support Program · 1.1.1.1 AH1 - East Urban Corridor · 1.1.1.2 A-75 Urban Corridor · 1.1.1.4 Dorahi Exchange - High Density and Mixed-use Node · 1.1.1.7 Shorandam Mixed-use

MAIL, Municipality, MRRD, Local Chamber of Commerce, MoCI

Daman District Industrial Cluster

4.3.1.4 Wholesale Market

Aino M

KDR U

niver sity N

eena P

Beneficiaries Farmers and businesses Relevant Toolkits

· E-A.1 Agro-Industrial Hub · E-A.3 Local Processing hubs · E-A.3 Wholesale Markets · E-C.4 Vocational Training and Education Center

Node

D12 D13

D14

D1 D2

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D11

D6 D15

D10

D4 D3 D5

Kandahar Strategic Development Framework

ew Ca

(Above) Aerial diagram illustrating Shorandam agro-industrial hub, Daman industrial cluster and Dorahi node

hase 2

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2.1.3.2 Industrial Wastewater Recycling Facility

Ring Road S

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4.3.1.2 Shorandam Agro-Industrial Hub

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Redevelo

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AH1 E

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4.2.5.1,2 Regional Convention, Meeting & Exhibition Facility

rba

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4.3.1.5 Kandahar Exchange Market

Corrid

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Urba

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Meen a

2.2.2.4, 3.2.1.6 Zahir Shahi Canal Restoration & Greenway

Mee

Aino

Urban Nodes

Corridor Redevelopment

Industrial Nodes

Industrial

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Goal4.3 Strengthen the agricultural sector and develop sustainable value chains

CITY SPOTLIGHT:

Kokaran Local processing hub (West) Kokaran’s strategic location at the gateway to the Arghandab Valley’s agricultural economy and beyond toward the Helmand Province make it a natural location for opportunities in the agroindustrial sector. The existing fruit market at Kokaran already houses some of the processing and storage facilities. The SDF recommends the establishment of local processing hub at Kokaran (at the intersection of the AH1 highway and the northern ring road), by integrating the existing fruit market. The hub will serve produces coming from Arghandab, Panjwai and Helmand regions and will house facilities like cold storage, preparation area, packaging, training and R&D center, women’s support center and others. The Kokaran local processing hub along with other proposed investments at Mirwais Meena (see 3.1.2, projects 3.1.2.1, 3.1.2.2, 3.1.2.3, 3.1.2.4) will be pivotal in reinforcing the socio-economic conditions of west Kandahar. Associated Projects & Programs

Related Entities

· 4.3.1.3 Local processing hubs · 4.3.1.4 Wholesale Market · 4.2.2.1 Existing Market Infrastructure Upgrades · 4.1.2.2 Warehouse Support Program · 3.1.2.1 Textile Innovation Center · 1.1.3.1 AH1 - West Urban Corridor

MAIL, Municipality, MRRD, Local Chamber of Commerce, MoCI Beneficiaries Farmers and businesses

d So

oa ng R

rn the

tion

sec

Relevant Toolkits

· E-A.3 Local Processing hubs · E-A.3 Wholesale Markets · E-C.4 Vocational Training and

(Mirwais Meena to Argandhab bridge)

· 1.1.3.3 Mirwas Meena High

Education Center

Density and Mixed-use Node

Historic Old City Core

D12 D13

D14

D1 D2

D11

D6 D15

D10

D4 D3 D5

(Above) Aerial diagram illustrating the Kokaran local processing hub, Mirwais Meena node and Panjwai local processing hub

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4.3.1.3 Local Processing Hub at Panjwai

4.2.2.1 4.3.1.4 Wholesale Fruit Market

4.3.1.3 Local Processing Hub at Kokaran

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3.1.2.1 Textile Innovation Center

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Agr

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Mirwais Meena Mixed-use Node

R. Arg ha nd ab

Urban Nodes

Corridor Redevelopment

Industrial Nodes

Industrial

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Goal4.3 Strengthen the agricultural sector and develop sustainable value chains

STRATEGIC OBJECTIVE 4.3.2

Improve organizational and knowledge-based inputs for agriculture While agricultural livelihoods are dependent on value chains that span regions, provincial capital cities are critical nodes within these value chains. These cities are not just markets for agricultural products but inputs like seeds, fertilizers, pesticides that improve agricultural productivity in rural farms. Provincial agricultural universities can further play an important role in disseminating innovative practices in harvesting or irrigation, experimental seeds, and other knowledge support systems that can make agriculture more resilient. Provincial capital cities can leverage their central role as markets for goods to also disseminate knowledge that empowers rural households with the capacity to diversify their crops or improve productivity Universities within regional hubs like Kandahar should build up the capacity to educate farmers engaging with the diverse agro-climatic conditions across the livelihood zones that depend on their respective cities. This means universities should develop specializations within the agriculture program to address chronic and emerging issues specific to these agro-climatic regions, and build a robust extension program that establishes a network of dispersed resource centers affiliated to the university that engage with farmers on-site. A number of American universities have established reputed agriculture extension programs some of which have assisted Afghanistan in setting up similar structures like U.C. Davis and Purdue University. Specialized programs in agriculture universities should support the National Priorities for Agriculture including improving productivity of staple crops, expanding the cultivation of high-value horticulture crops, promoting resource-efficient irrigation, and strengthening the resilience of agriculture to droughts and climate change. Agriculture universities will play a central role in improving agricultural resilience through capacity building as well as research into new varieties of seed and irrigation methods. Agriculture universities are also well positioned to develop specializations in forestry and natural resource management that integrate environmental and water resource concerns with agriculture and livestock as economic activities. Investments should be made to further strengthen the agriculture program at Kandahar University. Even though the Agriculture program is one of the two large programs at Kandahar University, for instance, it was not a part of AWATT Program, a threeyear program, which aimed to increase food security, agricultural productivity, and employment in rural areas. Kandahar University should develop the capacity to engage the following livelihood zones: Southern Intensive Irrigation Agriculture Zone,Helmand Irrigated Wheat and Cash Crop Zone, South-east Zabul Rainfed Cereals and Orchard Zone, North Kandahar Agriculture and Livestock Zone, Southern Semi-arid Agro-Pastoral Zone, and the Southern Cross-Border Trade Zone. (Refer to Annex for associated agricultural activities and crop calendar of each Livelihood Zone). Kandahar is an important node for a variety of fruits grown in intensively irrigated zones as well as livestock products from the agro-pastoral zones. Kandahar’s agriculture and extension programs can benefit from horticultural focus and prepare farmers for climate change impacts like drought and increased aridity.

(Top) Women running a small business. Source: Globalgiving.org (Middle) Encourage women’s income generation opportunities (in agriculture, business, etc.). Source: Flickr.com (Bottom) Agricultural training session in Afghanistan led by USAID. Source: USAID

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Associated Projects and Programs

· Agricultural Digitization Program · Agricultural Research, Development, and Training Center (E-B.4) · Agricultural Specialty Services Support Program · Agricultural Crop Diversification Program (E-B.3)

Related Entities MAIL, MRRD, TVETA, MoHE, Kandahar University Beneficiaries Farmers and businesses

See 5.4.2 Develop integrated regional natural resource management capacities

See Appendix for associated agricultural activities and crop calendar of each Livelihood Zone

STRATEGIC OBJECTIVE 4.3.3

Promote high-value crops in the south and improve agriculture production infrastructure

With relatively better access to infrastructure, electricity, human capital, financing, and export facilities, provincial capital cities have inherent advantages that cannot be replicated across all provincial settlements. As such, a number of projects with catalytic impact on agricultural value chains and livelihoods can be implemented within peri-urban agricultural lands. Peri-urban or urban farms are ideal sites to experiment coupling agriculture with apiaries (bees), and introducing greenhouses or other innovative practices that increase productivity. These measures also counter pressures to convert agricultural lands into urban development and integral to ensure planned expansion (U-B) and structured customary urbanization (U-C).

Associated Projects and Programs

A number of strategic goals for Kandahar would be met by supporting agricultural households in the south with the financial and technical capacities to improve their agricultural incomes and reduce the likelihood of farmland conversion. Depending on soil suitability and household capability, peri-urban farms can transition into horticultural crops like pomegranate or high-value crops like nuts or dried-fruits or nurseries supplying the trees for Kandahar’s streetscape.

MAIL, AUWSSC

· Peri-Urban High-Value Crop Incentive Program (E-B.5) · Irrigation Management Support Program (E-B.2) · Agriculture Land Plot Infrastructure Provision Program (L-C.2) · Agroforestry Program · River and Stream Fortification Program (L-C.5) Related Entities

Beneficiaries Farmers and businesses See 1.2.3 Structure and integrate areas for urban expansion

Improvements without changing the crop regime would include basic greenhouses that extend growing seasons, and improving access to cold storage units or export facilities. Peri-urban farming households can be incentivized to form cooperatives that allow them to become entrepreneurs processing and packaging their agricultural produce. Cooperatives also create the ideal organizational structure to negotiate directly with wholesale markets or urban enterprises like restaurants. Co-operatives enable multiple households to pool resources together and test complementary income streams like apiaries (honey), juice production, or carpet weaving. Strategic products for processing that can be promoted in the peri-urban zone are pomegranate, raisins, and apricot. (Top) A small greenhouse supporting local farmers and peri-urban households. Source: World Bank. (Bottom) Supporting high-value crops and orchards. Source: Freepresskashmir.com

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GOAL 4.4

Promote a sustainable extraction economy and develop mining related value chains The significant natural resources in the region contain tremendous economic potential. These benefits will only be realised if proactive steps are taken to develop the human resources and institutional capacity to sustainably leverage these assets. Related Key Drivers » Sustainable development of mining sector Related National Plans and Programs

Strategic Objectives 4.4.1

» Mining Sector Roadmap » Extractive Industries National Priority Program 2017-2021

Establish educational programs for mining and resource extraction

Alignment with National Goals and Priorities

Proposed Key Indicators

NUP O-1

» Availability of technical and vocational education program to increase the number of engineers, particularly in resource estimation and mining

Strengthen sustainable regional economic growth and spatial integration of existing system of cities

NUP

Promote balanced regional growth and strengthen economic transformation

NUP

Promote spatial integration between city and peri-urban areas

U-NPP 3.4

Promote agglomeration economies and urban economic zones

U-NPP 3.5

Strengthen rural-urban linkages and export market value chains

SDG 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

SDG 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

» Investment in government universities to establish a department of mining to be led by the High Council on Human Capital » % GDP increase in agriculture sector

(Top Right) Providing equal educational opportunities for an emerging economy. Source: Kiana Hayeri

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Goal4.4 Promote a sustainable extraction economy and develop mining related value chains

STRATEGIC OBJECTIVE 4.4.1

Establish educational programs for mining and resource extraction

According to the 2019 MoMP Roadmap, Kandahar province has the largest lead/ zinc deposits. Kandahar also has other minerals such as fluorite, gold, and potential hydrocarbon assets. Additionally, the Shorandam area is known for the province’s large deposit of raw materials of cement. Even in anticipation of a burgeoning extractive sector, the development of educational programs for mining and resource extraction in Kandahar is still in its infancy. Training and skill development is much needed, including for specialized personnel that can monitor and evaluate the extractive sector in sustainable ways. The development of the extractive sector should be pursued with caution, but early investment in prospecting and infrastructure provision can pave the way for sustainable development. To support regional development of extractive resources, a department of mining should be established at Kandahar University. Development of the program should be coordinated with global academic institutions that support sustainable extractive industry to leverage external capacities and learn from experiences of other mineralrich countries. Another way is to seek support through national initiatives like the Academic Mining Education in Afghanistan (AMEA) project, which has modernised the mining programs at Kabul Polytechnic University, Kabul University, and Balkh University between 2014 to 2017. The High Council on Human Capital, in coordination with MoMP and MoE, may also provide a strong vision on the development of educational programs. At the TVET level, programs to increase the number of engineers, particularly in resource estimation, mining, contract management and compliance, should be developed in an early manner.

Associated Projects and Programs

· Mining Research and Development Program · Minerals Supply Chain Management Program Related Entities Kandahar University, MoMP Beneficiaries Students and businesses

Shorandam Spin Boldak

Kandahar

Pakistan

Kandahar Quarrying and Mining Context Source: USGS 2006, MoMP 2019, World Bank 2017

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Goals 4.1, 4. & 4.3

PROJECT SUMMARY

Livelihoods and the Agricultural Economy Project ID

Project Description

4.1

Strengthen regional connectivity and crossborder linkages

4.1.1.1

Multi-modal Freight Hub

4.1.2.1

Truck-to-Rail Freight Interchange

4.1.2.2

Warehouse Support Program

4.1.3.1

TUTAP/CASA-1000 Transmission Line Impact Study

4.2

Facilitate economic diversification and develop local labor market to support future economies

4.2.1.1

Vocational Training and Education Center

4.2.1.2

Women’s Vocational Training and Education Center

4.2.2.1

Existing Market Infrastructure Upgrades

4.2.2.2

Small-scale Production Spaces

4.2.3.1

Industrial Power Infrastructure Construction Program

4.2.3.2

Industrial Roadway Infrastructure Construction Program

4.2.5.1

Regional Convention and Meeting Facility

4.2.5.2

Regional Exhibition Facility

4.3

Strengthen the agricultural sector and develop sustainable value chains

4.3.1.1

Link to Rural Development Facilities and Programs

4.3.1.2

Agro-Industrial Hub

4.3.1.3

Local processing hubs

4.3.1.4

Wholesale Market

4.3.1.5

Dorahi Exchange Market

4.3.2.1

Agricultural Research, Development, and Training Center

4.3.2.1 Agricultural Research, Development, and Training Center

Hwy KDR - Herat

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4.2.2.1, 4.3.1.4

4.3.1.3 Kokaran Local Processing Hub

Note 1 - The map locates 4.3.2.1 Agricultural Research, Development and Training Center in D9, adjacent to the KDR university old campus and SALT Research farms. Also, the SDF recommends that the 4.2.1.1 Vocational Training and Education Center be located there in close proximity to the above, along with other community amenities (see project summary goals 2.3 & 2.4). Synergies between the proposed projects (4.3.2.1, 4.2.1.1) and the mentioned adjacencies will create an ecosystem for Ag research and thereby unlocking the socio-economic potential of north Kandahar neighborhoods. Alternate locations for projects 4.3.2.1 & 4.2.1.1 may be analyzed with focused studies and by taking into account earlier studies like the SMAP 2017. Location(s) for 4.2.1.2 Women’s Vocational Training and Education Center should be studied and identified. Location criteria for 4.3.2.1, 4.2.1.1, 4.2.1.2: (i) located along primary/ secondary urban corridors. (ii) located within (or) in proximity to educational/academic institutions (iii) located in proximity to an urban node (goal 1.1)/ women’s amenity (goal 2.3)/ community amenity (goal 2.4). (iv) located in districts with high potential for knowledge production; and districts with a large pools of skilled/unskilled workforce.

ha Arg

2 km

(Above) Project map of Theme 4 Livelihoods and the Agricultural Economy

iR njwa

Kokaran Fruit Market

4.3.1.3 Kotal Local Processing Hub

4.2.1.1 Vocational Training and Education Center

Northern Ring Road 4.3.1.4

4.2.5.1, 4.2.5.2 Regional Convention, Meeting & Exhibition Facility Daman District Industrial Cluster

4.3.1.4

AH1

KDR - Ghazni Hwy

AH1

4.1.2.1 Truck-to-Rail Freight Interchange

4.3.1.4

4.3.1.5 Dorahi Exchange Market 4.3.1.2 Shorandam Agro-Industrial Hub

Southern Ring

Road 4.3.1.3 Southern Local Processing Hub 5 A-7

Rai 4.2.2.1 Existing Market Infrastructure Upgrades

l wa

arn R. T

4.1.1.1 Multi-modal Freight Hub

3.2.1.5 Local processing hubs

Existing Vocational Training centers from SMAP 2017

3.2.1.5 Wholesale Market

Proposed Vocational Training centers from SMAP 2017

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Theme Five

INCLUSIVE PLANNING AND GOVERNANCE

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VISION STATEMENT

Inclusive Planning and Governance Integrating segregated residential communities by improving municipal planning and approval processes Protecting and maintaining natural resources of the region by enforcing protection status and establishing an R&D plan

Establishing this vision for Kandahar will require the following goals:

Goal 5.1 Strengthen trust in institutions and empower citizens

198

Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

202

Goal 5.3 Strengthen coordinated urban governance, planning, and land management techniques

210

Goal 5.4 Develop a sustainable framework for natural resource management

218

Goal 5.5 Establish SDF implementation process and framework

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224

Strategic Framework

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GOAL 5.1

Strengthen trust in institutions and empower citizens Strengthening the role and integrating CDCs with Gozar and Nahia governance through project-based programs can help to build an environment based on trust, transparency, and civic engagement. Leveraging the Citizen’s Charter program in urban areas can empower communities to take part in the building of their city collectively.

Strategic Objectives 5.1.1

Establish a community-based infrastructure services program

5.1.2

Invest in community outreach and educational initiatives

Alignment with National Goals and Priorities

Related Key Drivers » Representation and empowerment of women » Development of formal sub-municipal governance systems Related National Plans and Programs » Effective Governance National Priority Program 2019-2024 » Citizen’s Charter National Priority Program

Foster inclusion, participation, and human-rights based approach in planning and development process

Proposed Key Indicators

NUP + N-UPP

Strengthen trust, empowerment, coordination and transparency in institutions and governance

U-NPP 1.4

Formalize and strengthen community-based governance mechanisms to nurture a positive urban vision, safety, and inclusive urban development at the micro-level

» Proportion of population who believe decision-making is inclusive and responsive, by sex, age, disability and population group (SDG 16.7.2)

NUP O-7

U-NPP 1.5

Empower urban youth and women in political and economic decision making

U-NPP 1.6:

Strengthen urban monitoring, knowledge and data

SDG 10

Reduce inequality

SDG 16

Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

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» % voting population in local election

» Proportion of cities with a direct participation structure of civil society in urban planning and management that operate regularly and democratically (SDG 11.3.2)

Goal 5.1

Strengthen trust in institutions and empower citizens

STRATEGIC OBJECTIVE 5.1.1

Establish a community-based infrastructure services program

Service delivery and the implementation of infrastructure across a large area in complex neighborhoods can be a difficult task for one organization to manage, especially when there are fiscal constraints and a lack of capacities to manage ambitious projects. However, the delivery of certain services and the construction of infrastructure can be taken on by communities themselves. Building on the Citizen’s Charter in urban areas, support should be given to local Community Development Councils (CDCs) to reinforce them as useful vehicles for implementing infrastructure services at the neighborhood level. This should be developed alongside a mechanism to empower citizens to engage in the nahia and gozar governance structure and improve their own neighborhoods.

Associated Projects and Programs

To understand the needs and provide effective service delivery, Tazkera issuing program should be established through coordination with nahias and gozars. Through the nahia and gozar structure, community-based infrastructure programs should also be promoted, such as a last-mile service connection program that can provide basic infrastructure to communities in need and connect to larger infrastructure and service delivery programs. The CDCs should be a key player in the implementation of these services and support for the implementation of SMAP and SNAP proposed projects should be coordinated with service delivery.

AUWSSC, NEPA, NSIA, Municipality, MUDL, Central Bank

· Last-mile Service Connection Program · Local Tazkeras Issuing Program · Local Stormwater and Drainage Improvements · Neighborhood Service Delivery and Resilience Assessment · Neighborhood Water Trunk and Feeder Lines · Household Improvement Microfinance Program

Related Entities

Beneficiaries Residents

To aid in the provision of services and identify pilot programs in communities of need, a neighborhood service delivery and resilience assessment should be carried out to evaluate the service needs, social vulnerabilities, and environmental risks across each nahia. In addition to basic service provision, much-needed local stormwater and drainage improvements can be made to manage flood risk. Additional programs to aid and empower communities to invest in their own environment may include the expansion of financial resources such as through a household improvement microfinance program that can give agency to residents in the caring of their homes and neighborhoods.

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Goal 5.1

Strengthen trust in institutions and empower citizens

STRATEGIC OBJECTIVE 5.1.2

Invest in community outreach and educational initiatives Associated Projects and Programs

· Civic Education Public Outreach Program · Natural Disaster Awareness Public Outreach Program · IDP Outreach and Integration Program Related Entities NEPA, IDLG, MoRR Beneficiaries Residents and Businesses

Afghanistan has undergone dramatic changes in the last few decades. Rapid urbanization and the prevalence of informal settlements are more often prone to risk from flood and landslide hazards. Radical changes to the administrative system and massive rural-to-urban migration has also meant that many urban residents are still in the process of settling into a different environment.

Case Study: Natural disaster awareness public outreach programs may take many forms, but should build in international examples of community-based disaster management. Early examples in India, such as a school program to train teachers in disaster awareness can have multiplier effects when programs are institutionalized. (see next page)

In Kandahar, many residents are still unaware of their representatives in the CDCs, having not participated in the elections under the nation-wide Citizens Charter program. Improving citizen engagement should involve informing residents of what the services and functions of CDCs are and how they may benefit through engagement— just as well gozars and nahias. The municipality should establish a civic education public outreach program to educate citizens about the civic organizations around them, the benefits they provide, and encourage them to engage more to make them successful and responsive to communities. Additionally, other outreach programs should be considered that can help to educate residents of issues in their neighborhoods, such as a natural disaster awareness public outreach program that can provide critical knowledge to communities on risks they may face and empower them to take action on their own. Many communities are also home to IDPs that are looking for work and housing. Social support services and an IDP outreach and integration program should be developed to address this. These programs can play an important part in the developing community cohesion and promote economic development through alignment with job training and skill-building programs. Each of these programs should be designed to be inclusive of women and other demographics. A Handbook for Gender-Inclusive Urban Planning and Design has been developed by the World Bank is one of many resources that should be consulted.

(Above) Handbook for Gender-Inclusive Urban Planning and Design, World Bank, 2020 (Top Left) Community led drainage improvement project. Source: Jolyon Leslie

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CASE STUDY

Community-based Disaster Management Training in Orissa, India

Dates

· · ·

2013-2014

Beneficiaries City residents

References and Resources UNDP India. “Good Practices in Community Based Disaster Risk Management.” 2009. http://sdmassam. nic.in/pdf/publication/undp/gd_ practices_in_cbdrm.pdf.

Bhagat, Sachinkumar N. “Communitybased Disaster Management Strategy in India: an Experience Sharing.” PDPU Journal of Energy and Management. https://www.pdpu.ac.in/ downloads/1%20Community-BasedDisaster-Management.pdf.

(Above) Another case of community-based training program by the National Disaster Response Force of India: training of Teachers of Pune University, Source: Wikipedia, CC, 2009

India’s Disaster Management Act of 2005 covers community based disaster risk reduction that includes provisions to promote general education, awareness, and community training with regard to a range of disasters. It also promotes training for communities to take measures to prevent, mitigate, and respond to disasters. Training programs are established with support from local governments and non-governmental organizations thereby promoting community-based capacity-building and continued engagement outside of the government sphere. There have been several precedents to the DMA legislation such as a case in the state of Orissa that may provide a simple framework for other educational programs in disaster risk awareness. In 2003, a School Disaster Management Committee was established in Jajpur District, Orissa, to prepare school safety plans. This was related to a program led by the Orissa State Disaster Management Authority (OSDMA) to train teachers in building awareness of natural disasters and providing educational opportunities for the local community in disaster management. The training program for school teachers was organized at the district and block level in which 311 high school level teachers in the district were oriented in Disaster Management. Once funds within the program had been exhausted, the program was institutionalized through its inclusion into an existing teacher training program and expanded across multiple districts.

Key Takeaways •

Reaching teachers can be a quick way to spread important knowledge in the community through children and build local educational capacities for continued engagement.

•

Initial training programs may be developed, but institutionalization of learning objectives should be pursued.

•

Institutionalization of educational programs can reduce the cost of specific programs related to disaster risk management as well as other public informational benefits.

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GOAL 5.2

Leverage sustainable financial resources and improve municipal revenue generation Improving the capacity of the municipality to manage and expand its operations and capital expenditures in the service of infrastructure and amenity provision is necessary for the municipality to manage new responsibilities outlined in the Municipal Law.

Strategic Objectives

Related Key Drivers » Municipal revenue generation

Increase the portion of fixed-revenue sources and decrease easy and non-recurrent local revenue sources

» Related National Plans and Programs

5.2.2

Enhance the registration and collection of property tax

Related National Plans and Programs

5.2.3

Participate in the Municipal Incentive Fund (MIF) program

5.2.1

Alignment with National Goals and Priorities

» Urban National Priority Program » Effective Governance National Priority Program 2019-2024 » Urban National Priority Program Proposed Key Indicators » Revenue per capita

U-NPP 1.3

Strengthen capacity of DMM and urban stakeholders for accountable local service delivery and revenue enhancement

» Proportion of fixed revenue vs. total revenue collected

NUP O-8

Develop multi-pronged financing strategy which focuses on both external and internal resources

» Revenue collection efficiency ratio (revenue collected vs. approved revenue)

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Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

STRATEGIC OBJECTIVE 5.2.1

Increase the portion of fixed-revenue sources and decrease easy and non-recurrent local revenue sources Action plan is missing Municipal finance is a critical element of achieving the city’s goals and objectives. It is considered common and good practice to diversify and increase sources of fixedrevenue while decreasing easy and non-recurring revenue sources. Diversifying revenue sources, with a focus on the portion of fixed-revenue, is essential for improving the health of municipal finance. It is difficult to forecast the stability of non-recurring revenue sources due to the unpredictability of their nature. For instance, land sales of municipal or public lands are non-recurrent, the revenues of which are subject to the spontaneous demand. This is not to say that non-recurrent revenues are not important as these are unique to local and essential for the overall health of municipal finance. However, in order to improve the financial health of the municipality to expand its functions and service delivery capacities, the municipality should improve viable revenue sources and explore new sources of revenue.

Associated Projects and Programs

Related Entities Beneficiaries

Improve revenue collection efforts Revenue collection efforts should be improved through establishing enforcement mechanisms while diversifying a set of revenue sources with a focus on fixed or recurring sources. Examples of enforcement mechanisms include property registration that include conditions of occupancy, documenting or requiring proof of Safayi payment, or providing incentives for compliance. These efforts should be tempered by poverty reduction programs that mitigate the impact of regressive forms of taxation on the poor. See below for an general evaluation of Kandahar. Note that this is based mostly on available data for FY2016 revenue sources breakdown. »

Kandahar heavily relies on both building permits and commercial land sales that are non-recurrent sources. The latter is non-sustainable and has risks to distort urban growth. Both the number of and the amount of fixed sources should be increased. Currently, Kandahar only has nine fixed-revenue sources, which is the smallest among 5PCCs.

The collection of safayi tax and property tax should be increased through enforcement mechanisms.

The collection of the business license tax should be further strengthened. Currently these are mostly collected in cash, creating an incentive for corruption. A change in the collection system should be explored.

The collection of billboards tax should be expanded in key commercial areas.

The collection of entrance taxes may be supported through the improvements of toll plazas at the entry to the city.

The use of other existing sources are highly recommended. These are such as the architecture tax, building permits, and real estate sales tax.1

See 4.2.2 Decentralize local commerce and strengthen the labor market

Increase the safayi tax Safayi Tax can be the main source of tax revenue in urban areas since it has the potential for the increase in value as the urbanization proceeds and population grows. Currently, enforcement is a key problem and is also tied to tenure complications. Greater enforcement may be done in alignment with improvements in solid waste management. Enforcement mechanisms and in-kind service agreements should be pursued through engagement and collaboration with local governance structures such as the gozars and CDCs.

1 Johannes F. Linn and Roy W. Bahl, Governing and Financing Cities in the Developing World, 2014 Strategic Framework

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Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

Decrease land sales Land sales of municipal or public land are not sustainable sources of revenue due to its non-recurring nature. Currently, selling of municipal land and properties is the largest revenue source overall. As a result, the urban growth tends to be distorted and the city and public sector may generally lose out on the ability to capitalize on the value of land in the future. In fact, this policy should be reversed. The municipal government and MUDL should formulate a policy of land banking to actively plan and control urban expansion. Land banking should be coordinated across ministries and major infrastructure projects that will drive urbanization and land values.

Fixed vs. Non-Fixed Revenue (2016) Source: MFR Assessment Report 100% 90% 80% 70%

71%

60%

5PCCs Average Fixed Revenue

50% 40% 30% 20%

Fixed

10%

Non-Fixed

0% Herat

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Kandahar Strategic Development Framework

Kandahar

Khost

Mazar-e-Sharif

STRATEGIC OBJECTIVE 5.2.2

Enhance the registration and collection of property tax As part of the economic development, settlement of land use conflicts, and directing urban growth, expanding the functions of land administration is imperative. To fully utilize the value of land and generate revenue for the supply of infrastructure, improvements should be made to achieve effective property tax collection in the long-term. A property tax is commonly levied by local governments around the globe, and the enhancement of property tax has been regarded as a valuable and sustainable revenue source. There are several hurdles still. Due to the prevalence of informal settlement, lack of registration, and land conflict, it is difficult to build a functional land use management system, let alone enforce the collection of property tax while much of the land market is informal or illegal. The lack of a comprehensive, public, and transparent land cadaster is also a hindrance to land valuation, land management, and property taxation. Aside from adjudication mechanisms and other forms of settlement, there are several steps that can be taken over time to enhance tenure and expand the collection of property tax.

Associated Projects and Programs

· Safayi Tax System Improvement · Participate in the Institutional Development Program for Land Administration (IDPL) · Land Registry and Cadaster · Property Tax Pilot Program Related Entities Municipality, MoF, MUDL Beneficiaries Municipality

Improve the safayi tax system. A systematic reform of safayi tax may be useful to improve municipal revenue generation and set up a framework for property taxation in the future. Currently, safayi tax comprises two items, including tax from solid waste collection and property tax. For instance, owners of idle urban land would not have a clear payment obligation under the current form of the safayi tax. Therefore, two separate charges should be clearly established for the solid-waste collections to be paid by the tenant while the property owner pays the property tax. To improve the collection and enforcement of these charges in the long-term and build capacities for property tax collection, land registration efforts should be prioritized. Through the ongoing Institutional Development Program for Land Administration (IDPL) MUDL will focus on creating an enabling environment, building personnel capacities, and developing technical infrastructure to promote a title registration system. As this program expands, the resources that it gains will be useful for improving land administration in Kandahar (Herat and Kabul are currently ongoing). Leverage this program to improve registration efforts to build a land registry and cadaster. Build on the City for All program and enhance tenure through Gozar and communitybased strategies such as localized land pooling and restructuring, supporting local community land trusts to manage land regularization and improve registration efforts. As registration improves, The implementation and enforcement of tax collection should be based on service delivery, but also requires the trust of the communities to be developed through fair registration processes. As infrastructure and transit improvements are made in key commercial areas, build on existing commercial forms of taxation in high-value commercial areas to develop land valuation mechanisms and capacities through a property tax pilot program. In the long term, expanding property taxation efforts should include other high-value land use types while expanding basic service delivery across the city. A balance of service delivery fees and other taxes may also be considered with the incremental development of a general property tax along with the development of other land administration capacities.

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Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

STRATEGIC OBJECTIVE 5.2.3

Participate in the Municipal Incentive Fund (MIF) program Chapter 16 of the new Municipal Law describes the establishment of a Municipal Incentive Fund. A technical proposal for this fund is currently underway, so details about the funding mechanism are still unavailable. It will be important for municipalities to prepare for the selection for the Municipal Incentive Funds (MIF) program. Given that there is an existing Incentive and Support (I&S) Program in operation, the development of the MIF should build off of the success and lessons learned. Within the I&S program, incentive grants are provided to help municipalities build capacity according to performance-based measurements, while support grants help municipalities cover budget shortfalls to cover basic service delivery based on need-based assessments. Each of these types of financial assistance should target the development of municipal capacities for service delivery and support.

Reinforce grant programs to develop general municipal capacities The eligibility and selection criteria should be reviewed and revised to give clear, predictable, and stable guidelines to ensure that municipalities can create a multiyear capital investment plan that clearly addresses the goals of the grant program. Grants should also consider opportunities for improving municipal revenue generation in alignment with assistance for strategies such as supporting land registration and cadaster/registry management, developing capacity for enforcement of tax collection, piloting tax programs, or other minor projects that build capacities as outlined in the Municipal Law. Municipalities should develop their institutional strategic plan to outline a plan of action to build capacities based on the utilization of potential funds.

Align financial assistance criteria to develop service delivery capacity The provision of central government financial assistance should consider the use of sector-based criteria targeting key sectors to develop delivery capacity such as support for healthcare, education, agriculture, as well as poverty reduction programs. The provision of infrastructure that will strengthen these services should also be considered.

Build PPP capacities in the long term In contemporary urban economics, the prevalence of public-private partnerships (PPP) has been seen as a useful model for dealing with fiscal constraints in the public sector to deliver services or offset public expenditures to support private sector development. However, the current legal enabling framework and existing capacities to support PPPs is limited and few successful projects have been implemented. A PPP policy and law review is necessary to identify where constraints exist in the current model and provide a pathway forward for piloting PPPs and identifying criteria for proper applications to ensure that the public benefits from its use. PPP education and training programs should be explored to build capacities for evaluating contracts, managing partnerships, and ensuring public benefits are appropriately secured. There are certainly dangers of pursuing PPPs such as the potential for corruption and mismanagement without a solid regulatory framework, knowledge of contracts, oversight, and proper leverage from the public sector to demand appropriate conditions and enforce contracts. A review of the current PPP law and enabling framework is needed to understand where current bottlenecks exist, and evaluate capacity needs to make PPPs a viable option for service delivery in the long-term. A capacity-building fund should be established through the MIF for training in PPP negotiations and bidding processes. This could then support the dedicated PPP

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Associated Projects and Programs

· Incentive Grants Program · PPP Policy and Law Review Related Entities Municipality, MoF Beneficiaries Municipality

See 5.2.2 Improve registration efforts, enhance tenure, and expand the collection of property tax See 5.5.4 Align Municipal institutional strategic plan with the SDF

unit housed in the Ministry of Finance with local procurement which would improve buy-in and likely lead to overall better outcomes in conducting PPPs. The MIF could also be used for less financially demanding projects, such as the women’s parks. The Performance Grants could be used for OPEX on these projects based on performance indicators that may include KPIs related to the handling of the MIF.

Historical Records of Incentives and Support Program (Last 3 FYs) FY2016

FY2017

FY2018

Incentive ($ M)

1.5

3.5

3.4

Selected Municipalities

Selected 5PCCs

Herat, Kandahar, Jalalabad, Mazar-e-Sharif

Khost

Support ($ M)

1.0

1.5

Selected Municipalities

Selected 5PCCs

Total ($ M)

2.5

5.0

4.9

Case Study: The Republic of Philippines deployed the PBGS approach as a way to move away from systems of central government, and to promote improvements and self-sufficiency in local government units (LGUs). The Performance Challenge Fund (PCF) was designed to support low income LGUs’ development activities.

(Below) A young vocational worker in kandahar. Source: Flickr, Kandahar Through Afghan Eyes (Hindara), 2009

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Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

CASE STUDY

Performance Challenge Fund, Philippines

Dates

· 2010-ongoing Entities Concerned

· Department of Interior and Local Government (DILG), Regional and Local Municipalities

References and Resources

· “Performance-based Grant Systems -

Concept and International Experience.” UNCDF. 2020.

· “Country Assistance Strategy (CAS) Progress Report for The Republic of the Philippines.” World Bank. 2011.

· “Performance Challenge Fund: Overview and Update.” DILG. 2011.

(Top Left) Completion of Bingo-Talipan concrete road in Barangay Talipa, Pagbilao Quezon. (Top Center) Construction of potable water supply system in Barangay Maasin, Talugtug, Nueva Ecija. (Top Right) Upgradin of Pamana Chidren’s Park at the Municipal Hall Compound in Saguday, Quirino. Source for All: DILG Performance Challenge Found, http://links.giveawayoftheday. com/pcf.dilg.gov.ph/

The Philippines’ progress towards achieving the Millennium Development Goals (MDGs) remained mixed. The country was generally on track to improve gender equality in basic education, reduce infant and child mortality, combat tuberculosis, malaria, and other major diseases, and improve access to safe water. However, a number of key MDGs were at risk of being missed, especially after the succession of shocks that occurred since 2008. This included the targets for a significant reduction in maternal mortality, protecting children from malnutrition and diseases, and achieving universal primary education. The lack of progress in improving maternal health was also particularly worrisome given its implications not only for health but also for employment, public spending, and the overall pace of poverty reduction. The inconsistent performance in various MDG indicators persisted across geographic regions and income groups. Thus, the DILG initiated the PCF to encourage alignment of local development investments programs with national development goals and priorities in order to achieve the MDGs. The PCF offers small capital grants to low income LGUs aligning their developments with national priorities, and attaining a “Seal of Good Local Governance”, which is a set of operating standards determined by the Department of Interior and Local Government (DILG) to be associated with good. LGUs can be provinces, cities, and municipalities to the extent these administrative jurisdictions pass a so-called ”Seal of Good Local Governance.” PCF comes in the form of counterpart funding to high-impact local development projects. The PCF is intended to engage civil society organizations, academic institutions, and the media in the LGU performance assessment and monitoring process. Additionally, DILG calls on all LGUs to publicly disclose their expenditure plans and reports to strengthen transparency and accountability. Eligible projects are supposed to achieve attainment of MDGs, local economic development, and adaptation to climate change and preparedness for disasters. Among the completed PCF-funded projects are local access roads, urban roads and bridges, maternal or health birthing clinics, water supply systems, evacuation centers, and multipurpose livelihood centers, among others.

Key Takeaways

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Performance-based grants shall be allocated to fund capital investment projects aligned with the national development agenda and priorities, which indicates that setting up clear goals and objectives are necessary for the establishment of the new MIF.

A set of key indicators for LGUs’ operational performance should be established and utilized for the allocation of funds, similar to what has been done in the Philippines with a “Seal of Good Local Governance.”

Transparency and accountability of local government hold a key to the successful implementation of PBGS.

Kandahar Strategic Development Framework

(Top) Investing into a gender equal future and into the next generation of labor force is important across all Afghan cities. Source: Jolyon Leslie Strategic Framework

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GOAL 5.3

Strengthen coordinated urban governance, planning, and land management techniques Improving management, clarifying roles, and actions can help to ensure that governmental ministries and agencies can plan and coordinate activities efficiently to achieve sustainable land utilization and coordinate service delivery. Related Key Drivers » Institutional capacity and coordination for planning and implementation » Relocation and expansion of government facilities » Development of formal sub-municipal governance systems Related National Plans and Programs » Effective Governance National Priority Program 2019-2024 » Urban National Priority Program » Civil Service Support Program

Strategic Objectives 5.3.1

Expand training for local government and municipal officials

5.3.2

Build capacity for planning, land management, and zoning regulation

5.3.3

Establish a public data sharing platform and data management standards for planning

5.3.4

Define municipal boundaries to support planning and service delivery

Proposed Key Indicators » Availability of Urban and Regional Development Plans: Including population projections and resource needs (SDG 11.A.1)

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Alignment with National Goals and Priorities NUP O-2

Strategic development of urban areas into planned compact development and manage urban sprawl

NUP O-6

Reform urban planning systems and institutional mechanisms for comprehensive and coordinated urban development and management

NUP

Achieve effective land utilization and spatial organization of land uses in urban areas

U-NPP 3.1

Reduce urban poverty and strengthen the resilience of urban households

U-NPP 3.2

Strengthened urban land management and administration

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

Kandahar Strategic Development Framework

Goal 5.3 Strengthen coordinated urban governance, planning, and land management techniques

STRATEGIC OBJECTIVE 5.3.1

Expand training for local government and municipal officials

As Afghanistan continues to urbanize, cultivating a cadre of talented administrators, technical experts, and other officials will be instrumental in guiding the city forward. Training for local government and municipal officials should be expanded to build capacities that could allow for the gradual replacement of international experts with Aghan nationals in key areas of planning, while improving local governance, administration, and efficient service delivery.

Associated Projects and Programs

Develop local government capacities: Long-term capacity-building and training services should be considered with particular attention to develop a local government and municipal training program. MUDL may work closely with other ministries such as the MoE and the MoLSAMD to coordinate technical education and training curriculums. Lessons learned and capacities developed in the Independent Administrative Reform and Civil Service Commission (IARCSC) and through the Civil Service Support Program should be leveraged to support the training of teachers as well as establishing long-term programs and resources for local needs. The Afghanistan Research and Evaluation Unit (AREU)1 has identified a few modalities of training including bachelor’s and master’s degrees at universities. Basic training workshops and programs should also be offered for developing practical knowledge for both new and experienced administrators and managers across the municipal sector. For example, training programs can help local officials understand budgeting and financial management, or planning and implementation procedures.

Beneficiaries

· Local Government and Municipal Training Program

Related Entities MUDL, Municipality, IDLG, MoE, MoHE, IARCSC, MoLSAMD

Municipality and other government officials

(Top) The role of women should be elevated in society through civil service. Over 300 women graduating from the year-long internship in Kabul. Source: USAID, Women in Government Program.

Ensure the representation of women: The inclusion of women should be promoted in civil service reform. As women gain economic independence, the next stage to embark on is to improve women’s representation in decision-making roles. The government should consider supporting the expansion of programs that will increase women in civil service such as the “Women in Government” project which promotes women’s participation in decision-making roles in government and supports one-year internships for female high school and university graduates to serve in government jobs. Programs like this should be supported and expanded to improve access to public sector jobs and decision-making roles for women. Looking forward, steps should be taken to improve representation of women in key decision-making roles in government. Serious consideration should be made to develop programs that can ensure pathways to representative office. Some countries have instituted a quota system at various levels of government that may be a potential strategy.

1 Afghanistan Research and Evaluation Unit (AREU). “Civil Service Reform in Afghanistan: Roles and Functions of the Civil Service Sector.” 2016. Strategic Framework

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Goal 5.3 Strengthen coordinated urban governance, planning, and land management techniques

STRATEGIC OBJECTIVE 5.3.2

Build capacity for planning, land management, and zoning regulation Land Use Plans and Zoning regulations are directly related, but land use designations and zoning differ in several ways. At a basic level, a land use designation describes the way a piece of land is or should be used (i.e. is it primarily residential or commercial, etc.). The function of this can be primarily economic or related to the mitigation risk or nuisance. Zoning, on the other hand, may add more detailed regulatory guidance in addition to a land’s designated use such as the maximum area of a site that may be built upon, or the maximum height of buildings allowed, as well as many others.

Associated Projects and Programs

· Draft land use and zoning development plan Related Entities Municipality, MUDL Beneficiaries

In transitioning from master planning to strategic planning and with consideration to the capacity building needs, land use planning and zoning should address priority issues related to urban development in the short- and medium-term rather than be a comprehensive tool. Long-term comprehensive tools may then be contemplated. Article 60 in the Municipal Law outlines the components and functions of a ‘Master Plan’ which follow the established conventions of a land use and zoning plan. The provisions in the article should be revised to update current thinking regarding strategic planning to accommodate the role that the SDF will play in informing a land use and zoning plan.

Zoning Plan A zoning plan should be simple, pragmatic, and enforceable. There are many comprehensive and complex zoning frameworks across the world, but each location has a different political, economic, and cultural context that influences zoning practices. Land uses designations don’t need to encapsulate a large variation of use typologies, but broad categories may be established based on useful criteria based on common sense measures of separation. The first question to ask is why should a particular land use be separated from another? Usually the answer has to do with the potential interference a use may have with another based on the practicality of separating uses.

Levels of Planning Strategic Development Framework

Municipal Spatial Plans (includes Zoning Plans)

A zoning plan should indicate existing uses on particular sites and proposed future land use plans will govern land use conversions. A zoning plan in Afghanistan will have to deal with the challenges of enforcement and the goals of promoting sustainable development. Overly-comprehensive and complex zoning frameworks may make enforcement difficult and thus limit its actual effect and legitimacy. Simplicity and clarity can improve comprehension and thus legitimacy, and can make enforcement easier. Therefore, simple, practical restrictions grounded in addressing obvious issues should comprise a zoning regulation. A zoning plan in Afghanistan will have to deal with the challenges of enforcement and the goals of promoting sustainable development. Overly-comprehensive and complex zoning frameworks may make enforcement difficult and thus limit its actual effect and legitimacy. Simplicity and clarity can improve comprehension and thus legitimacy, and can make enforcement easier. Therefore, simple, practical restrictions grounded in addressing obvious issues should comprise a zoning regulation.

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Detailed Plans

GUIDELINES

5.3.2-1 Preliminary Spatial Guidelines Building capacity for land management requires an approach that can introduce land use management techniques while building planning and enforcement capacities over time. Preliminary Spatial Guidelines has been developed for the SDF that can serve as a framework for regulation. It will require additional refinement but identifies key areas to help direct growth and mitigate urban risk exposure at the level of permitting and regulation.

See Appendix for methodology and the Appendix section: Developing a Zoning and Land Use Plan from the Spatial Framework.

GUIDELINES

5.3.2-2 City Region Urbanization Guidelines The Kandahar city region consists of other key settlements such as Balkh and district centers that form a network of production centers and markets, but also for education and healthcare. Planning in Kandahar should be coordinated within a regional context of service delivery. The Regional Urbanization Framework provides policy guidelines for coordinating planning of services as part of a strategy to direct urban growth across the region.

See Appendix for methodology.

(Left) Land Use Planning for Urban Flood Risk Management, World Bank, 2017

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Goal 5.3 Strengthen coordinated urban governance, planning, and land management techniques

STRATEGIC OBJECTIVE 5.3.3

Establish a public data sharing platform and data management standards for planning Quality data is an important ingredient for planning and a range of associated activities such as monitoring and evaluation. A lot of data is often produced by various organizations to support their ongoing activities, but it may be rare for data to be shared or even publicly available. Tos support the planning and implementation across sectors, it is important for data to be easily available. The Urban Management Information System (UMIS), established as part of the Urban Development Support Program (UDSP), will be an accessible database to support continued planning efforts of the municipality. Data management and other data standards should be established to facilitate exchange between organizations and allow for data comparisons that can help to address key data gaps and data conflicts.

Associated Projects and Programs

· Local data management office in coordination with UMIS · Online data portal Policy Guidelines

· Data Management Standards Related Entities Municipality, IDLG, MUDL, NSIA, UMIS

The availability of key data involved in urban development and planning can also be useful to support private sector and community activities. Private developers use data to make judgements and plan investments. Communities may use urban data to understand key indicators related to community health and advocate for improvements. To support this a public data sharing platform should be explored to host important city data. A data literacy and education program should also be carried out to provide resources for communities, educators, government officials, and others to learn how to use computers, software, and other tools to use and understand data.

(Below) Students conducting research. One way public data is being used. Source: Kiana Hayeri

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See Appendix for Data Inventory. Also see Strategic Development Framework Guidance Manual on data management.

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Goal 5.3 Strengthen coordinated urban governance, planning, and land management techniques

STRATEGIC OBJECTIVE 5.3.4

Define municipal boundaries to support planning and service delivery Municipal boundaries vary from city to city in their coverage of contiguous urban areas and territorial coverage of peri-urban areas. There has not been a systematic application of boundaries for municipal governance as boundaries have changed frequently over several years. A formal process and criteria must be established to normalize boundary expansion as Kandahar continues to grow to make transparent the administrative rationale to all jurisdictions, including those that may be competing for resources. MUDL is currently working on establishing guidelines for municipal boundary designations.

Associated Projects and Programs

· Land Banking Survey

Relevant Policy Guidelines

· Municipal Boundary Guidelines Related Entities MUDL, Municipality, IDLG, MoF, MAIL, MRRD

The designation of municipal boundaries must consider the administrative responsibilities of other subnational governance bodies. Where municipal boundaries end, district and the provincial administration begins. These jurisdictional divisions must grapple with the particular governance structure and the fundamental difference between urban and rural functions governed by each body. In general, the urban areas that Municipalities govern require radically different approaches. Municipalities must govern the service provision for populations that are largely not dependent on agriculture and thus may not be supported by subsistence. The majority of residents of urban areas may need to fully rely on markets and their communities for resources. For this reason, municipal boundaries must consider the areas of service that a municipality has a responsibility to provide for. There are two aspects to consider: (A) area of service contiguity and reciprocity and (B) jurisdictional clarity. Environmental considerations require more organizational complexity as environmental concerns often cross jurisdictional boundaries. Pollution from urban areas may impact ecologies in the region through the air or movement downstream along water bodies. Likewise, human activity upstream and in the region may affect urban communities downstream. Environmental hazards like flooding affect urban and rural areas indiscriminately, and have different impacts and causes across the urban-rural spectrum. Thus, the management of environmental impacts must take place at both regional and local scales. Administrative roles and responsibilities are important to consider in terms of environmental management and the role that municipal boundaries will play. Additional considerations may be made regarding land use, environmental, and natural resource management: (C) urbanization management capacity and (D) environmental and natural resource management capacity. The following page illustrates potential municipal boundary changes for Kandahar according to these considerations.

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See 5.4 for more information on environmental and natural resource management.

Expand Municipal Boundaries 1 No expansions necessary for short/ medium term (A) Area of service efficiency and reciprocity and (C) urbanization management capacity: extend urban services into expanded areas, protect agricultural areas, and control continued urban expansion. 2 Potential long-term extension South to include the airport (A) Area of service efficiency and reciprocity and (C) urbanization management capacity: extend urban services to industrial nodes and new neighborhoods and control continued urban expansion.

District Boundary

Agricultural Areas

Current Municipal Boundary

Forested Areas

Proposed boundary expansion

Built-up Areas 2014 Water (Floodplain) Roads

General Considerations for Defining Municipal Boundaries Consideration A

Area of service efficiency and reciprocity Are areas where services are used effectively delivered?

Jurisdictional clarity Are the areas and territories of responsibility clear between the municipality, districts and province, and are there mechanisms for coordination?

Urbanization management capacity Can the municipality manage land use conflict and guiding growth to ensure that adequate service provision is sustainable?

Environmental and natural resource management capacity Can the municipality or another entity address environmental risk and ecological health in these areas?

Related Activities and Responsibilities

Rationale

Providing infrastructure and other services (public or governing private sector), enforcing taxation, collection of service fees, and other revenue generating activities involving land administration

Infrastructure construction and maintenance costs are dependent on the distribution of areas that require services. Municipalities must also be able to provide services and derive sustainable revenue resources to manage growth. Boundaries should be designated to help to make infrastructure provision costeffective and efficient, as well as improve the ability to internalize costs and revenues adequately based on users of a particular service provided by the municipality.

Sub-municipal governance functions, inter-jurisdictional coordination

Municipal boundaries should be designated with respect to identifiable boundaries of other jurisdictions with similar responsibilities (such as the adjacent districts) to provide a clear framework for both autonomy and coordination.

Long-term planning, management of land development (permitting, incentives, restriction and regulations)

Municipal boundaries should be drawn generously enough to enable the municipality to manage urban sprawl so that development does not outpace infrastructure provision. This may require boundaries that include agricultural areas and other non-urban or vacant land to establish constraints to mitigate sprawl before it extends beyond the administrative boundaries, or the establishment of coordinative mechanisms at the regional level to manage sprawl across jurisdictional boundaries.

Monitoring of environmental impacts and ecological health, establishing and/or enforcing regulations related to risk and ecology

Municipal boundaries should be coordinated with the functions of the municipality related to risk management if there are nearby activities that will negatively impact urban areas downstream requiring regulation. If another organization assumes

Spatial Diagram

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GOAL 5.4

Develop a sustainable framework for water resource management in the region The management capacity and legal mechanisms to enforce environmental protection will be crucial to securing a clean and sustainable water supply for both urban residents and the populations of surrounding rural watershed. Implementation will require a collaborative effort between established local administrations and recently established regional and national entities to strengthen channels of communication across all stakeholders. Strategic Objectives 5.4.1

Establish landscape and natural resource planning standards

5.4.2

Develop integrated regional natural resource management capacities

Alignment with National Goals and Priorities U-NPP 2.8

Protect and improve tangible urban built heritage and urban and city region eco-systems

NUP O-5

Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity

SDG 11

Make cities and human settlements inclusive, safe, resilient and sustainable

SDG 15

Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

Related Key Drivers » Climate change, environmental hazards, and natural resource development » Environmental and landscape assets Related National Plans and Programs » Water Resources Development Investment Program » National Irrigation Plan/Water Sector Plans » Afghanistan’s National Development Strategy 2008 (ANDS) » National Adaptation Program of Action (NAPA) for Climate Change Proposed Key Indicators » Establishment of Water and Sanitation Management: Local administrative Units, operational Policies, and procedures for local participation (SDG 6.B.1) » Change in the Extent of Water-related Ecosystems Over Time (SDG 6.6.1) » Amount of Development Assistance from Government for Water and Sanitationrelated Investment (SDG 6.A.1)

(Above) Water released from Dahla Dam. Source: Flickr, USACE, Karla Marshall, 2013

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Goal 5.4 Develop a sustainable framework for water resource management in the region

STRATEGIC OBJECTIVE 5.4.1

Establish landscape and natural resource planning standards Before wide-spread improvements can be implemented to improve management of water resources effective standards based on best practices must be established and codified into local codes, regulations, permitting. The formation of NEPA and more recently the WRA in addition to Afghanistan’s Environment Law and Water Law all establish a critical regulatory framework and high-level standards in regard to water quality, distribution, and use.

Associated Projects and Programs

To further advance the goals of these institutions and national level laws, the SDF suggests the establishment of the following standards (at a minimum) to ensure a safe and reliable water supply. While effectively implemented at the municipal and regional level, standards should be developed collaboratively between associated local and national entities, incorporating traditional knowledge and practices where applicable. Depending on the scale of new projects, enforcement planning and development standards should be incorporated into the review process for planning and incorporated into the building code, inspection, and permitting process for new construction and renovation projects. With existing sites and buildings, incentives are recommended to assist with implementation, providing a mutually beneficial improvement to the municipality and the property/building owner.

NEPA, MUDL, MAIL, RBA, RBC, Municipality, WUA, IDLG, WRA

Stormwater Volume and Quality For new and existing urban development, it is recommended that national standards be drafted to promote the capture, reuse, and infiltration of stormwater on individual parcels and projects. Standards should be based on internationally recognized best practices for stormwater management and expand to incorporate education and outreach regarding Low Impact Development (LID)/Water Sensitive Urban Design (WSUD) principles. Due to variations in local climate and rainfall patterns of each city, standards for retention of rainwater will need to be adapted for each municipality. The municipality will use these standards to reduce the cost and risk of managing stormwater and downstream pollution, thereby reducing the risk of urban flooding while reducing reliance on municipal water sources and promoting groundwater recharge. Compliance on the planning level would be part of the permitting approval process. Implementation would be verified through inspection by the building department and/or public works department (stormwater management division) of the municipality or equivalent.

Soil Erosion and Sediment Control Throughout urban and rural areas disturbance of soil from agricultural practices and construction earthworks significantly contributes to erosion, diminished air quality and water quality. The environmental and economic costs extend beyond the loss of valuable topsoil and agricultural productivity. Airborne dust and particulate matter contribute to health-related challenges, while sentiment-laden waters silt up waterways and impact the distribution of irrigation. In the agricultural sector, standards would likely be implemented through local agricultural extension offices or soil and water conservation agencies through MAIL, to promote best practices for soil health and conservation. For urban development, a soil protection/sediment and dust control plan should be filed as part of the permit approval process. Enforcement of these standards is typically on the honor system; however, permit holders can be fined if they are found to be negligent through various means of reporting.

Restrictions and Setback Buffers for Surface Water and Wetlands Working to improve water quality by preventing erosion, sedimentation, and filtering pollutants, setback buffers for surface waters and wetlands minimize disturbance and impacts to these highly sensitive landscapes. Providing numerous ecosystem services (filtration, infiltration, erosion control, temperature regulation, preservation of biodiversity, etc.), international standards for buffers vary from 10m inland from the normal high-

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· Water-Sensitive Design and Low-Impact Development Standards · Environmental Land Use Planning Standards Related Entities

Beneficiaries Residents and Farmers

(Above) Landscpae of Kandahar, Source: Flickr, USACE, Karla Marshall, 2011

water mark (providing minimal necessary protection), to +100m (for greater ecological benefit). Buffers should be an integral part of a municipalities blue-green infrastructure system, providing additional socio-economic benefits such as recreational space and increased property values. At the planning stage buffered would be enforced as part of the review, approval, and permitting process by the planning department. Compliance during construction would be part of the inspection process by the building department. Postoccupancy, corridors would be regulated by the stormwater division of the municipality’s public works department or equivalent.

High-Risk/Disaster-Prone Landscapes (Flooding and Landslide) As regulations around urban development and land strengthen, each municipality must collaborate with national level ministries and departments (WRA, AGS, and ANDMA) to accurately map disaster-prone landscapes with the goal of minimizing risk to life and property. Landscapes with a high potential for riverine and pluvial (rainfall) flooding, and landslide represent the most common hazards in Afghan cities. In areas of high flood risk, regulations defining appropriate land use for zones with specified recurrence intervals should be developed. Flood zone and slope development regulations should be drafted as a national standard (cooperatively between MUDL, MRRD, and ANDMA) additionally providing education and outreach regarding to help citizens understand risk. Compliance would be accomplished through regional governments and municipalities, regulating new development through planning approvals and permitting, and providing relocation assistance to existing residents in high risk areas.

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Goal 5.4 Develop a sustainable framework for water resource management in the region

STRATEGIC OBJECTIVE 5.4.2

Develop integrated regional natural resource management capacities Within the past decade, Afghanistan has made significant progress establishing the foundation for a more integrated approach to natural resource management, however, significant data gaps remain. Today the Integrated Water Resource Management (IWRM) approach of the water sector currently represents the most coordinated effort to manage the country’s most vital resource. While the majority of water consumption is allocated to agriculture, the stability and managed growth of Afghan cities depends on the protection and sustainable use of all natural resources - water, soil/arable land, biodiversity, clean air, and more. Building upon current programs and valuable traditional knowledge, the collection of baseline data, monitoring, and continued collaboration and exchange of knowledge and information is essential to foster a more integrated approach to managing natural resources at a regional level. At a basic level, integrated resource management capacities should include:

Associated Projects and Programs

· Regional resources basline study · Sustainable water resources management plan · Regional council development program · Environmental law and planning capacity building program · Natural resource manangement municipal capacity-building program

Related Entities MoMP, WRA, MRRD, IDLG, NEPA,

Update the 2008 Sustainable Water Resource Management Plan / Water Sector Strategy The design life of the current Water Management Plan has now expired. Use of groundwater resources by farmers and city-dwellers alike has risen in the last few years, and has created understandable concern about unsustainable groundwater extraction. There is a need to understand the existing aquifer resources and to manage the use of these resources, so they are preserved overtime. The failure to do so could be extremely problematic. Although there is a clear framework in place for conducting this type of study and crafting this type of policy (2008 Water Sector Strategy), the level of detail must be expanded to include the following: Nation-wide aquifer survey including a nation-wide aquifer survey to establish a baseline understanding of current resources. Commissioning one, nation-wide study could be more efficient than commissioning multiple, regional studies. Estimate sustainable yields for groundwater extraction. Through monitoring,

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(Above) Al Shouf Conservation Program in Lebanon showing a woman enjoing the view out into the cedar forest. Source: Thomas Nideroest

sustainable yield can be calculated as the average rate of pumping that can be maintained without endangering either the quantity or quality of extraction. Typically a suitable percentage of annual recharge, the percentage will vary with local hydrogeologic conditions which will require additional study. Information on the nation’s water resources should be readily available (reports, figures, GIS) and available to the federal government to the local governments. Each city-region would be equipped with the information needed to sustainably manage its water resources.

Expand capacity for collaboration at the municipal level Every city is highly dependent upon and greatly influences it’s river sub-basin and greater basin system. As part of the Integrated Water Resource Management strategy, municipalities should strengthen collaboration with the water sector and incorporate resource management into the planning process, parks/open space, and public works/ engineering. If a resource manager (or similar position, office, or board) does not exist, the municipality should consider a dedicated person/office/board responsible for upholding and managing the natural resources/conservation-related issues of each municipality. This person, office, or board, shall collaborate closely with offices and agencies (existing and potential new) at the local, regional, and national level, in addition to supporting universities and NGOs.

Value, document, and share traditional knowledge as a critical component of outreach At the local level, resources are often managed using traditional knowledge and practices. Adaptively tested and modified over generations, many of these highly effective practices have been passed down and are not well documented. While international standards are often proposed to address resource management challenges, it is essential to recognize where strategies overlap with traditional knowledge and practices. Providing critical insight into local conditions and timetested practices, many of these strategies are often lost in the wake of development, however, they may likely provide solutions to today’s challenges while fostering greater acceptance or buy-in at the local level.

(Left) A low-key recreational trail guiding into the ceder forest of Al Shouf. Source: Thomas Nideroest (Right) Hillside conservation and erosion control through contour planting strategies at Al Shouf Biosphere. Source: Thomas Nideroest

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GOAL 5.5

Establish a SDF implementation framework The SDF will take cooperative effort to implement. Establishing mechanisms that will build planning and implementation capacity at the municipal level is key. Additionally, devising an implementation process, including monitoring and evaluation, will all be important first steps to achieving the goals outlined in this framework.

Strategic Objectives 5.5.1

Establish a SDF implementation committee and review process

5.5.2

Establish a CIP development process

5.5.3

Establish a monitoring and evaluation framework

5.5.4

Align Municipal Strategic Corporate Plan with the SDF

Alignment with National Goals and Priorities NUP + N-UPP

Strengthen trust, empowerment, coordination and transparency in institutions and governance

NUP O-6

Reform urban planning systems and institutional mechanisms for comprehensive and coordinated urban development and management

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Related Key Drivers » Institutional capacity and coordination for planning and implementation Related National Plans and Programs » Effective Governance National Priority Program 2019-2024 » Urban National Priority Program Proposed Key Indicators » Establishment of a Multi-year CIP Plan

Goal 5.5 Establish a SDF implementation framework

STRATEGIC OBJECTIVE 5.5.1

Establish a SDF implementation committee and review process Implementing the SDF will require a coordinating mechanism to ensure that identified projects can be prioritized by relevant entities and dependencies can be resolved. For example, a range of projects involving the implementation of basic infrastructure led by an entity such as AUWSSC or DABS may be necessary to be implemented first before another project may be implemented by another entity such as the municipality. A committee mechanism with members from across key entities involved in the SDF implementation, including the municipality, IDLG, the province, and MUDL, can help to organize the implementation sequence of dependent projects. Supporting activities such as technical assistance can also be coordinated to support project implementation.

Associated Projects and Programs

· Implementation committee and SDF review cycle · Implementation plan and revision procedure Related Entities Municipality, MUDL, IDLG Beneficiaries Municipality

Establishing the committee A committee should be established composed of members involved in local implementation of urban projects and led by MUDL. Suggested members include local technical experts and leadership from the municipality (Mayor, Financial Manager, Lead Urban Planner), the province (Governor, Key Staff ), AUWSSC, DABS, MoF, WRA, and MAIL. After approval of the SDF, the committee should convene to discuss key priorities and identify the legal and regulatory instruments necessary to support the implementation of selected projects and programs. An implementation plan should be created based on the outlines in the SDF to track overall progress and become a working tool for the committee’s implementation coordination. It is recommended that key meetings take place quarterly, yearly, and every five years: »

Quarterly meetings should be held to review project selection, monitor progress made on implementation, and make necessary adjustments to address challenges in the implementation process.

Yearly meetings should be held to evaluate overall progress made on the goals identified in the SDF. Furthermore, a review process and coordinating mechanisms should be established with the High Urban Council (HUC) to review key indicators, achievement progress, and adjustment of benchmarks.

Five-year meetings should initiate a process of updating the SDF document. These meetings should take place in alignment with local elections to ensure that the platform of the elected officials can be supported.

Coordination of the SDF Implementation Plan The SDF implementation plan should be managed by the implementation committee. It is a working document that should be updated in alignment with quarterly meetings. At a basic level, the implementation plan: »

Indicates actions to be taken as agreed by committee members and stakeholders

Identifies lead entity and supporting entities

Identifies a timeline for an action to be taken

Indicates necessary requirements such as the legal, policy, coordinating mechanisms, needed to carry out an action

Lists needed personnel resources such as existing staff, hiring new staff or consultants, volunteers, or others

Indicates a detailed current status of implementation, including challenges and steps to take to address them

See Action Plan and Implementation for more information.

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Goal 5.5 Establish a SDF implementation framework

STRATEGIC OBJECTIVE 5.5.2

Establish a CIP development process It is essential to enhance the capacity of the municipality to budget and execute a multi-year CIP plan. In the current budget cycle, investment projects are identified, discussed, and selected for the next fiscal year only. A multi-year CIP plan is key for catalyzing a variety of projects. It also makes it possible for municipalities to think about sequences and concurrency, which are critical for sustainable planning and development. A multi-year CIP plan should cover at least the next three to five fiscal years.

Associated Projects and Programs

· Multi-Year CIP Plan Related Entities

Municipality, MUDL, IDLG Beneficiaries Municipality

A preliminary CIP has been developed based on projects identified in the formulation of the SDF. These project lists are divided into two groups based on implementation: »

Municipal CIP: outlines a list of prioritized projects for consideration for implementation by the municipality

Strategic Investment Roadmap: outlines projects that fall outside of the implementation responsibility of the municipality, but are important projects for consideration by other urban sector implementation partners.

A CIP committee should be established for capital investment planning and monitoring of implementation. This group may include the mayor, financial manager, lead engineer, and planning manager. The role of this committee should be to devise clear guidelines for project approvals and prioritize projects within the multi-year plan as they are identified.

STRATEGIC OBJECTIVE 5.53

Establish a monitoring and evaluation framework Monitoring Internal to the planning project team

Inputs

Processes

Has the plan implementation resulted in the desired outcome?

Outputs

Outcomes

Impacts

Related Entities SDF Implementation Committee, Municipality, MUDL, IDLG Beneficiaries

Is the planning process going as intended? Evaluation External to the planning project team

Municipality

Learning Adjust the process in the future

Monitoring and evaluation (M&E) is a critical part of the planning and implementation process. M&E provides governments, managers, and citizens an understanding of the successes and failures of a given process so improvements may be made in the future. A M&E framework should be established for the development, adjustment, and implementation of the SDF and CIP. Throughout the monitoring and evaluation process, it may also be necessary to hire external consultants to conduct analytical studies to understand the impacts of implemented projects or to evaluate constraints within current implementation to suggest ways forward in a technical (non-political) manner. Monitoring involves a review process to assess progress and course-correct as needed. Within the SDF implementation process, this may involve periodic reviews such as through quarterly and yearly meetings that use the implementation plan to monitor progress on implementation. III.222

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See 5.5.1 Establish a SDF implementation committee and review process

(Above) The UN Sustainable Development Goals are an important part of the National Priority Programs and are also monitored through key targets. Goals in the SDF have been linked to SDGs to support ongoing monitoring and evolution efforts.

See Action Plan and Implementation for more information. (Above) Stakeholder meeting and creative workshop as part of the planning and implementation process. Source: District 13, SNAP Kabul

An independent organization should be assigned to oversee the implementation of the plan, such as an implementation committee. To support evaluations and build a framework for adjustments, the implementation committee will also need to define procedures to make sure adjustments can be made to meet goals including refining stakeholder and organizational roles or changes in the monitoring process. This process will require inputs from departments and other entities (such as local ministerial line departments) involved in the implementation plan to track progress and submit reports on a quarterly basis to track progress. The implementation committee will need to establish working relationships across ministries outside of municipal implementation activities. Within the municipality, good working relationships with departments will need to be established. Evaluation typically happens at the outcome of a project or at the beginning of a new planning cycle. This may involve the assessment of key indicators according to benchmarks/goals set earlier in the planning process. Durgn a five-year review of the SDF, evaluations of progress made on key goals can inform revisions. To support the monitoring and evaluation process, SDF goals propose several key indicators. However, there are likely additional indicators used within existing monitoring and evaluation processes that should be included. Benchmarks should be established in collaboration with key implementation entities, and as projects are selected to be implemented. This allows for goals to be evaluated based on the measurable impact of projects implemented.

STRATEGIC OBJECTIVE 5.5.4

Align Municipal Strategic Corporate Plan with the SDF For Kandahar municipality, engaging in the implementation of the SDF and taking on additional responsibilities outlined in the New Municipal Law may require new ways of working internally. If new project types, new implementation processes are called for, or developing public-private partnerships are part of the strategy, then the municipality will need to think through staffing demands and the skills necessary to carry out these objectives. Some strategies may require the restructuring of departments in order to achieve the goals envisioned. Within the new Municipal Law, municipalities are required to develop a Municipal institutional strategic plan in order to evaluate and plan its organizational development to meet the responsibilities outlined in the Municipal Law and the goals outlined in the SDF. Municipal institutional strategic plans should be developed by the municipality with the technical assistance provided by IDLG and MUDL. Reorganizations of directorates or management of groups should be made with close attention to available resources and in alignment with strategic priorities outlined in the SDF with a view to short-term and long-term needs.

Related Actions Municipal Institutional Strategic Plan Related Entities Municipality, IDLG Beneficiaries Municipality

See Appendix: Municipality Responsibilities

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ACTION PLAN & IMPLEMENTATION

Action Plan Overview Plan The Action Plan is the first step towards plan implementation

Collect Data and Assess

Implement

Issues, Opportunities, and Interventions

Action Plan As part of the assess-plan-implement cycle (see diagram above), the action plan takes the SDF into the first step towards implementation by breaking down the goals and objectives outlined in the SDF into implementable actions. Each action is tied to an identifiable lead implementer, and includes information about the projected timeline in which the action should be taken, the location, and the strategic priority. The action plan can then be translated into an implementation plan that can be developed by the SDF implementation committee composed on key implementers. This also provides a long list for identifying municipal projects to take forward and prioritize into a CIP.

Key Entities Based on the goals and strategies identified in the SDF, several entities including the Municipality and MUDL have key roles to play to coordinate the implementation of key programs. These are outlined below and subsequent pages will outline their roles and associated actions. Lead Entities Lead entities are the primary organizations involved in executing the goals of the SDF and may be represented in the SDF implementation committee. Many of the urban-oriented strategies will require leadership roles and responsibilities to be established across these entities. » » » » »

Afghanistan Urban Water Supply and Sewerage Company (AUWSSC) Da Afghanistan Breshna Sherkat (DABS) Ministry of Agriculture, Irrigation and Livestock (MAIL) Water Regulatory Authority (WRA) Kandahar Municipality and Provincial Government

Jalalabad Strategic Development Framework

See 5.5.1 Establish a SDF implementation committee and review process

Important Supporting and Partner Entities In addition to the lead entities, many strategies will require some amount of coordination between the implementation committee and key organizations that have a stake in the implementation of the SDF. In some cases activities of these organizations are already in line with the goals of the SDF, in other cases, outreach and coordination may be required. » » » » » » » » » » » » » » » » » » » » » » » » »

Afghan Energy Information Center (AEIC) Afghanistan Microfinance Association (AMA) Afghanistan Railway Authority (ARA) Energy Steering Committee (ESC) Inter-ministerial Commission of Energy (ICE) Independent Directorate of Local Governance (IDLG) Kandahar University Local Chamber of Commerce Ministry of Commerce and Industries (MoCI) Ministry of Communications and Information Technology (MoCIT) Ministry of Education (MoE) Ministry of Economy (MoEc) Ministry of Hajj and Religious Affairs (MoHRA) Ministry of Interior (MoI) Ministry of Information and Culture (MoIC) Ministry of Labor, Social Affairs, and Martyrs and Disabled (MoLSAMD) Ministry of Mines and Petroleum (MoMP) Ministry of Public Health (MoPH) Ministry of Refugees And Repatriation (MoRR) Ministry of Transport and Civil Aviation (MoTCA) Ministry of Rural Rehabilitation and Development (MRRD) Ministry of Urban Development and Land (MUDL) National Environmental Protection Agency (NEPA) Private Sector Urban Management Information System (UMIS)

Other Supporting Entities » » » » » » » » » »

Aga Khan Agency for Microfinance (AKAM) Afghanistan Research and Evaluation Unit (AREU) German Corporation for International Cooperation (GIZ) Ministry of Finance (MoF) Ministry of Higher Education (MoHE) Ministry of Information and Communications Technology (MoICT) Ministry of Justice (MoJ) Ministry of Public Works (MoTCA) Ministry of Women’s Affairs (MoWA) Other Universities

Timeline Each action has a related timeline identified based on goals and strategic objectives. These are organized based on criteria related to the SDF’s time horizon and the planning process: Name

Time Frame

General Criteria

Quick Win

1-3 years

Can be started immediately and implemented quickly

Short

1-5 years

Requiring little to no enabling actions and possible funding sources exist

Medium

5-10 years

Requires capacity-building or lacks clear investment source, but few dependencies

Long

10-20 years

Dependent on other things, and/or may require long-term planning and preparation

Action Plan and Implementation Framework

1 Urban Growth and Development Strategy for the 21st Century 1.1 Strengthen compact development and structure urban growth through corridors and nodes Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

1.1.2 Establish key urban spines in central Kandahar for a consolidated urban fabric

Codify an Urban Corridor Development Plan to structure future development

Municipality, MUDL

MoTCA, Provincial Government

1.2.1

Herat Highway, AH1, KandaharUruzgan Road

Short

1.1.2 Establish and strenghthen multifunctional urban nodes to provide socio-economic development opportunities

Codify an Urban Corridor Development Plan to structure future development

Municipality, MUDL

MoTCA, Provincial Government

1.2.1

AH1 - West

Short

Location

1.2 Guide sustainable growth and foster neighborhood integration Objective

Action

Lead Entity

Supporting Entities

Synergies

1.2.1 Develop integrated network of urban corridors and neighborhood spines

Develop Compact Urban Design Guidelines

MUDL

Municipality, IDLG

3.1.1, 1.2.1

Develop an Integrated Corridor Framework (U-B.5)

Municipality, MUDL

MoTCA

1.3.2

Prepare an Integrated Campus Development Plan (U-F)

Municipality

MoHE, Kandahar University

Define an Neighborhood Upgrade Pilot Program and implement upgrades in 3-4 gozars

MUDL, Municipality

Plan a Neighborhood Upgrade Expansion Program (U-E) to expand to other gozars in the city

Municipality

MUDL

5.1.1

Support a Community Land Trust Program (U-E)

Municipality, IDLG, MoF

MUDL

1.2.3, 2.4.1

Synergies

1.2.2 Upgrade and promote infill development in the urban core

Term Short

Overall

Short Medium

5.1.1

Short

Nahia 7, Nahia 9, Nahia 12, Nahia 10, Nahia 14, Old City

Long

1.3 Improve connectivity and mobility choices Objective

Action

Lead Entity

Supporting Entities

1.3.1 Improve pedestrian infrastructure and promote public safety

Develop Inclusive and Integrated Streetscape Guidelines

MUDL

Municipality

Short

Develop Integrated Public Spaces Guidelines (U-F.3)

MUDL

Municipality

Short

Construct a Pedestrian Overpass Bridge (U.F-2)

Municipality

MoTCA

Short

Develop a Urban Transportation Management Plan to study and reorganize traffic, parking, and other features

Municipality

MoTCA

Implement a Ahmad Shahi Road Extension project

Municipality

MoTCA

Short

Manage a Ring Road Construction Program

Municipality

MoTCA

Medium

Build a Express Bus Line

MoTCA

Municipality

Short

Establish Satellite Bus Terminus

Municipality, Private Sector

MoTCA

4.2.2, 1.2.1

Plan and implement a Multi-modal Hub

Municipality, Private Sector

MoTCA

4.2.2, 1.2.1

Improve or build a new Regional Bus Station

Municipality, MoTCA

MUDL

Medium

Plan and implement a Multi-modal Passenger (Bus-Rail) Hub to connect rail to other forms of transportation

MoTCA

ARA, Private Sector

Long

1.3.2 Improve traffic circulation and road infrastructure

1.3.3 Expand transit access and increase mobility options

Jalalabad Strategic Development Framework

Location

1.2.1

Term

Short

Nahia 13, Nahia 7, Nahia 15, Nahia 5

Medium

Action Plan and Implementation Framework

2 Resilient Communities 2.1 Provide adequate urban services to all citizens Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

2.1.1 Secure sustainable drinking water supply

Construct Aquifer Recharge and Groundwater Extraction Wells

AUWSSC, NEPA

WRA

2.1.1

West

Short

Sustainable Water Resources Management Plan

WRA

AUWSSC, NEPA

Develop an Aquifer Mapping and Monitoring Program

WRA

AUWSSC, NEPA

Establish a AUWSSC Capacity Building Program (L-A.5.1)

AUWSSC

WRA, Universities

Build a Drinking Water Treatment Facility

AUWSSC

AUWSSC, Municipality, MUDL

West

Short

Build a Storage Facility and Pump Station

AUWSSC

AUWSSC, Municipality, MUDL

West

Short

Develop a Surface Water Diversion Channel and Collection Network

WRA, MAIL

WRA

West

Short

Implement Drinking Water Network Upgrades and Expansion

AUWSSC

Overall

Short

Plan and implement Water Transmission Line Network

AUWSSC

AUWSSC, Municipality

West

Short

Establish and Pilot a Pit Latrine Upgrading Program

Municipality

AUWSSC

TBD

Quick Win

Build a Wastewater Treatment Facility (U-E.6)

AUWSSC, MUDL, NEPA, MoPH

Municipality

Build and expand Wastewater Trunk Sewers

AUWSSC

Municipality

Build a Industrial Wastewater Recycling Facility

Local Chamber of Commerce, NEPA, MoPH, MUDL, ACCA, MoCI

AUWSSC

Plan and implement a Decentralized Wastewater Treatment Pilot Program

AUWSSC, MUDL, NEPA, MoPH

Municipality

Implement Closed Sanitation Chain System in underserved neighborhoods

AUWSSC, MoPH, NEPA

Municipality

Prepare a Comprehensive Solid Waste Plan (L-C.1.1) and identify capacity needs

Municipality, NEPA, MoPH

Short

Build Solid Waste Transfer Stations

Municipality, MUDL, MoPH, NEPA

Short

Implement Solid Waste Collection Service Expansion

Municipality, MoPH, NEPA

Short

Implement Solid Waste Truck Route Roadway Improvements

Municipality, MoTCA

Short

Develop a Recycling Support Program

Municipality, NEPA

Short

Plan and implement Industrial Waste Treatment and Reuse Program

ACCA, AUWSSC, NEPA, MoPH, MUDL

Medium

Landfill Cap and Closure

Municipality, NEPA, MoPH

Short

Build a new Engineered Landfill

Municipality, NEPA, WRA, MoPH, MUDL

2.1.2 Develop drinking water distribution system in coordination with urban corridors and spines

2.1.3 Establish wastewater treatment system

2.1.4 Establish an integrated municipal solid waste management strategy

2.1.5 Increase landfill capacity

Short 2.1.3

Short

Short Overall

Short Medium

TBD 2.1.2

Medium Medium

Southeast

Short

Location

Term

2.2 Invest in sustainable infrastructure and building urban resilience Objective

Action

Lead Entity

Supporting Entities

2.2.1 Invest in sustainable energy solutions

Pilot a formal Solar Home System (Kit) Program

Renewable Energy DG, DABS

Municipality, ERA

Implement a Solar Project (10 MW)

DABS

Central PPP Unit, AREU

Helmand

Short

Implement a Solar Project (30 MW)

DABS

Central PPP Unit, AREU

Helmand

Short

2.2.2 Build resilience and develop bluegreen corridors in central Kandahar

Synergies

Short

Dahla Dam HPP

DABS

AUWSSC

Dahla Dam

Medium

Plan and develop a 400 MW Solar Package

ERA, Renewable Energy DG, MUDL

Central PPP Unit, AREU, DABS

Southeast

Medium

Implement a Green Corridor and Bioswale program

Municipality, MUDL

WRA

5.1.1

Develop a Blue-Green Corridor and Spine (L-C.2.5) network

Municipality, MUDL

WRA

5.1.1

Create Water Retention Sites (L-D.2) to mitigate flood risk downstream

MAIL, WRA, ANDMA

NEPA

Jalalabad Strategic Development Framework

Short Zahir Shahi Canal

Medium Medium

Objective

2.2.3 Preserve and enhance regional ecology

Action

Lead Entity

Supporting Entities

Synergies

Implement a Canal Restoration (L-C.3.3) program

Municipality, NEPA, ANDMA

WRA

5.1.1

Location

Long

Implement a Landfill Flood Mitigation (L-A.4.3) project

Municipality

WRA

5.1.1

Quick Win

Conduct a Dahla Dam Regional Ecological Study to assess the potential for water conservation

NEPA

WRA, HAVA

Conduct a Groundwater Contamination Study

WRA, AREU

AUWSSC, NEPA

2.1.1

Establish a Hillside and Forest Conservation Program

MAIL

NEPA, Municipality

5.4.2, 4.3.3

North, West

Medium

Establish a River Conservation Program (L-A.3)

MAIL

NEPA, Municipality

5.4.2, 4.3.3

Arghandab River, Tarnak River

Medium

Establish a Wetland Park (L-A.3)

MAIL

NEPA, Municipality, WRA

Nahia 5

Medium

Establish a National Park Designation and Management Program

NEPA

MUDL, MAIL

Dahla Dam

Term

Short

Long

2.3 Support inclusive social development for underserved populations Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

2.3.1 Establish a network of service facilities, health centers, and recreational spaces for underserved populations

Build Women-only Park Rooms

Municipality

MoWA

3.2.2

Abdul Haq Park, Serajul Emarat Park, Nahia 5, Nahia 10

Quick Win

3.2.2

Nahia 4

Short

Nahia 5, Nahia 3, Nahia 7, Nahia 4, Nahia 12, Nahia 10

Medium

Construct Women's Parks (S-D.2)

Municipality

MoWA

Create Women's Prayer Spaces (S-D.1)

Municipality, MoWA

MoHRA

Establish a Women's Health Center and Community Clinic (S-E.3)

MoPH

MoPH, MoWA, Municipality

2.4.2

2.3.2 Establish a secure mobility network for women

Support a Pink Taxi Mobility Program

Private Sector, MoTCA

Municipality

1.3.3

Quick Win

2.3.3 Create education and entrepreneurship opportunities for women and youth

Establish a Women's Entrepreneurship Center (SE.4)

Municipality, WCCI, MoCI

MoWA, Local Chamber of Commerce, Municipality, MoLSAMD, MRRD

3.1.2, 4.3.1

Quick Win

Establish a Youth Training and Community Center (S-E.2)

Municipality, WCCI, MoCI

MoWA, Local Chamber of Commerce, Municipality, MoLSAMD, MRRD

3.1.2, 4.3.1

Construct Women's Dormitories (S-E.2) near education and training institutions

MUDL

Municipality, Universities

Establish a Girls Education Outreach Program

MoE

MoWA

Implement a Women's Market Construction and Upgrading Program to support women-owned businesses

Municipality, WCCI, MoCI

MoWA

Medium

Nahia 11, Nahia 13

Quick Win

TBD

Short Short

3.1.2, 4.3.1

Short

2.4 Improve access to affordable housing and community infrastructure Objective

Action

Lead Entity

Supporting Entities

Synergies

2.4.1 Expand affordable and accessible housing options

Support the National Housing Survey

MUDL

Municipality, Provincial Government

4.2.2

Short

Extend the Housing Development Fund Support Program to support local financial institutions

MUDL

MoF, Local FInancial Institutions

4.2.2

Short

Identify and provide Affordable Housing Incentives

MUDL

Municipality, MoF

4.2.2

Medium

Conduct a Social Development Needs Assessment

MoWA, MoLSAMD, MoE, MUDL

5.1.2, 2.3.2, 2.3.1

Short

Build a Community Center and Health Clinic

MoPH

Build a Civic Library and Multipurpose Learning Center

Municipality

2.4.2 Enhance and expand access to community amenities and facilities

Municipality

2.3.1 2.3.2

Location

Nahia 6

Term

Short Medium

Action Plan and Implementation Framework

3 Heritage, Cultural Landscape, and Tourism 3.1 Foster local identity through investment in culture and built heritage Objective

Action

Lead Entity

Supporting Entities

3.1.1 Invest in the regeneration of the city's historic core and preservation of key heritage sites

Develop a Old City Heritage Site Restoration Program

Municipality, MoIC

JICA, AKTC, UNESCO

Short

Establish a Critical Infrastructure Revitalization Program

MoIC, MUDL, MoF

AUWSSC, DABS, JICA, AKTC, UNESCO

Short

Develop a Wayfinding and Communications Strategy

MoIC

JICA, AKTC, UNESCO

Short

Prepare a Tourism Development Plan

MoIC

JICA, AKTC, UNESCO

Establish Tourism, Hospitality, and Historic Preservation Training Programs

MoIC

Kandahar University, Municipality, JICA, UNESCO, AKTC

Implement Historic Core Streetscape Improvements

MUDL, MoCI, Municipality

Program Activation within Historic Core

Municipality

UNESCO, AKTC

Short

Historic Core Tourism Center

Municipality

UNESCO, AKTC

Short

Conduct a Cultural and Archaeological Heritage Study

Kandahar University, MoIC

MoIC, JICA, AKTC, UNESCO

Medium

Develop a Historic Core Mobility Strategy

Municipality, MoTCA

JICA, AKTC, UNESCO

Medium

Develop a Old City Infill and Redevelopment Strategy

Municipality

Identify and construct Temporary Public Spaces for Vendors

Municipality

Local Chamber of Commerce

Quick Win

Identify and prepare Streetscape Spaces for Vendors (S-B.2)

Municipality

Local Chamber of Commerce

Quick Win

Establish a Vendor Association (S-B.1)

Municipality, MoCI

Local Chamber of Commerce

Develop a Local Handicrafts Support Program (S-B.4)

Local Chamber of Commerce, MoCI

MoLSAMD

Short

Develop a Textile and Carpet Research and Development Program

Local Chamber of Commerce, MoCI

MoLSAMD

Short

Construct a Handicrafts Market

Municipality, ACCA

Local Chamber of Commerce, MoWA

Short

Establish a Handicrafts Training Center

Municipality, MoCI, WCCI

Local Chamber of Commerce

Plan and construct Fixed Public Facilities for Vendors

Municipality, MoCI

Local Chamber of Commerce

Develop a Events and Festivities Planning Program (S-B.3)

MoCI

Municipality

3.1.1, 4.2.5

Medium

Develop a Public Arts Program

MoCI

MoE, Municipality

3.2.2

Medium

Plan and construct a Textile Innovation Center

MoCI

Municipality, Local Chamber of Commerce

Plan and construct a Textile and Carpet Production Facility

Private Sector

Local Chamber of Commerce, MoCI

3.1.2 Support local entertainment, handicrafts, and cultural production

Jalalabad Strategic Development Framework

Synergies

3.2.1

Location

Term

Short Short

3.1.1

4.2.2

5.1.2

4.2.5

Short

Medium

Short

Short Medium

Medium

4.2.1

Medium

3.2 Develop cultural and recreational landscapes Objective

Action

Lead Entity

Supporting Entities

3.2.1 Invest in a regional network of cultural sites and natural assets

Develop a Regional Heritage Site and Landscape Management Program for key sites across the city and Arghandab Valley

Municipality

MoIC, UNESCO, AKTC

3.2.2 Develop a city-wide network of green spaces and recreational facilities

Synergies

Location

Term Short

Develop a Tourism Connectivity Strategy

Municipality

MoIC

Implement a Historic Canal Revitalization Project

MAIL

MAIL, MoIC

Plan and construct a River or Canal Greenway

Municipality, NEPA

WRA

Build Family-only Park Rooms (L-D.3) to expand and promote family use of public park spaces.

Municipality, MoWA

Conduct a Parks and Open Spaces Assessment (S-D.3)

Municipality

Implement Urban Cemetery Improvements

Municipality

Build a Neighborhood Recreation Facility

Municipality, Olympic Committee, Directorate of Sports

Short

Build New Urban and Hillside Parks

Municipality

Medium

Design and implement an Urban Trail Network (S-D.4)

Municipality, Directorate of Sports

Medium

NEPA, MUDL

3.1.1, 3.2.1

Short Medium

2.2.2

Short

2.3.1

Short

2.3.1, 5.1.1

Short Nahia 2

Short

Action Plan and Implementation Framework

4 Livelihoods and the Agricultural Economy 4.1 Strengthen regional logistics capacities and cross-border linkages Objective

Action

Lead Entity

Supporting Entities

Synergies

4.1.1 Strengthen regional connectivity and cross-border links through Spin Buldak

Develop a Rail and Transit Alignment Plan to coordinate the implementation of the national railway with local transit planning and urban development.

MoTCA, ARA

Municipality, LARA, MUDL

1.3.3, 4.1.1

Develop a Airport Redevelopment Plan for the potential long-term conversion of the military use of the airport

MUDL

MoTCA, MoCI

Establish a Multi-modal Freight Hub

MoTCA

MoCI, ARA, MoTCA, Municipality, ACCA

Implement a Regional Highway Improvements Program

MoTCA

Municipality

4.1.2 Increase logistics and storage capacities for export processing

4.1.3 Leverage TAP-500/TAPI corridor investments for local development

4.1.1

Location

Term Short

South

Medium

Nahia 5, Southeast

Medium

Region

Medium

Plan and implement a Ring Road Bypass

MoTCA

Municipality

Develop a Warehouse Support Program

MoCI, ACCA

MoEc, Municipality

South

Institute a Port and Customs Data Sharing Program for regional trade volume statistics to help with crosssectoral planning and local coordination for economic development activities

MoCI

MoEc, MUDL, UMIS

Short

Conduct a TAP-500/TAPI Corridor Impact Study to evaluate the potential impacts and opportunities for infrastructure and economic investment

DABS

Municipality, WRA, MoMP, MoTCA

Short

4.2.3, 4.3.1

Medium Short

4.2 Facilitate economic diversification and develop local labor market to support future economies Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

4.2.1 Establish knowledge sector development programs at Kandahar University and increase vocational education opportunities

Develop a Engineering Training Program

MoE, WRA, MoHE, MoCI

Local Chamber of Commerce, Municipality, MoLSAMD, MoTCA

1.3.2, 4.2.3

Local University

Short

Develop a Vocational and Job Training Program (E-C.2)

MoLSAMD, TVETA

Local Chamber of Commerce, MoEc, MoWA, MoLSAMD, MoF, MoCI

4.2.2, 2.3.2, 5.1.2

Develop a University Partnership and Exchange Program (E-C.1)

Kandahar University

MoEc, MoCI, MoHE

2.3.2

Local University

Short

Support a Supply Chain Management Program to develop knowledge and skills within key sectors of the economy and improve value chains

MoCI, Kandahar University, AREU

MAIL, MoHE, MoEc

4.3.2, 4.3.1, 4.2.3, 4.1.2

Local University

Medium

Build a Vocational Training and Education Center (E-C.3)

MoLSAMD, TVETA

Local Chamber of Commerce, MoE

2.3.2, 5.1.2

Prepare a Local Material and Labor Promotion Study (E-C.4) to evaluate programs, incentives and regulations to promote use of local materials and labor

MoCI, ACCA

Local Chamber of Commerce

Short

Identify and implement Existing Market Infrastructure Upgrades

Municipality, MoCI

Local Chamber of Commerce

Medium

Conduct a Construction Standards Study

MUDL

Municipality

Identify and provide Small-scale Production Spaces for small scale entrepreneurs

Municipality

Local Chamber of Commerce, MoCI

4.2.4, 4.1.2

Medium

Develop a Service Sector Support and Promotion Program (E-C.5)

MoLSAMD

Local Chamber of Commerce, MoCI

4.2.2, 4.2.1

Medium

Develop and implement an Industrial Power Infrastructure Construction Program

ERA

WRA, MoCI, DABS

4.2.3

Short

Develop and implement an Industrial Roadway Infrastructure Construction Program

Municipality, MoCI

MUDL, LARA, MoTCA

4.2.3

Short

Conduct an Industrial Attractiveness and Investment Incentive Study

Municipality, MoCI

ACCA

4.3.1

Long

Support a Microfinance Program

Central Bank (DAB)

Local Chamber of Commerce, AMA, AKAM

4.2.2

Short

Support a Housing Finance Program (E-D.1)

MUDL, MoF

Municipality, AMA, AKAM

5.1.1, 2.4.1

Medium

4.2.2 Strengthen local commerce, industry, and labor market

4.2.3 Provide basic services to industrial parks

4.2.4 Support banking sector and financial services

Jalalabad Strategic Development Framework

Short

Medium

Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

4.2.5 Establish exhibition and convention programming to showcase local commerce and products

Establish a Commercial Exposition Programming Committee (E-D.2)

Municipality

Local Chamber of Commerce, MoCI

4.3.2, 4.4.1, 3.1.2

Dorahi Intersection

Medium

Build an Exchange Market

Municipality

Local Chamber of Commerce, MoCI

4.3.2, 4.2.3, 4.3.1

Dorahi Intersection

Medium

Build a Regional Convention and Exhibition Facility

Municipality

Local Chamber of Commerce, MoCI

4.3.2, 4.2.3, 4.3.1

Dorahi Intersection

Medium

4.3 Strengthen the agricultural sector and develop sustainable value chains Objective

Action

Lead Entity

Supporting Entities

Synergies

4.3.1 Reinforce the industrial cluster at Shorandan and develop Mirwais Meena to support agro-industrial programming

Plan and develop an Agro-industrial Hub

MoCI, MAIL

Municipality, MRRD

4.3.2, 4.2.5, 4.2.1

Short

Construct a Wholesale Market (E-A.1)

Municipality, MAIL

Local Chamber of Commerce

2.3.2

Short

Develop a Local Processing Hub (E-A.4)

MAIL

Local Chamber of Commerce, MoCI, MRRD

Establish a Link to Rural Development Facilities and Programs (E-A.3)

MRRD, MAIL

MAIL, Municipality, MoLSAMD

4.2.5

Short

Support an Aggregation Services Program (E-A.2) across agriculture and other sectors for key commodities

MAIL, MRRD

MoEc, MoCI

4.3.1, 4.3.2

Medium

Develop a Agricultural Digitization Program (E-A.5)

MAIL, MRRD

NSIA

Establish a Agricultural Research, Development, and Training Center (E-B.4)

MAIL, TVETA

Kandahar University, MoHE

Expand an Agricultural Specialty Services Support Program

MAIL, MoHE

MRRD

Promote an Agricultural Crop Diversification Program (E-B.3)

MAIL, MRRD

Promote a Peri-Urban High-Value Crop Incentive Program (E-B.5)

MAIL

MRRD

Develop a Irrigation Management Support Program (E-B.2)

MAIL

WRA

Develop a Agroforestry Program

MAIL

GIZ, Municipality, MRRD

5.4.2, 2.2.3

Medium

Implement a River and Stream Fortification (L-C.5.1) program

MRRD, WRA

Municipality, MAIL

5.1.1

Medium

Support a Agriculture Land Plot Infrastructure Provision Program (L-C.2.7)

MAIL

MAIL, AUWSSC, MUDL

4.3.3

Medium

4.3.2 Improve organizational and knowledge-based inputs for agriculture

4.3.3 Promote high-value crops and improve agriculture production infrastructure

Location

Term

Short

Short 4.3.2, 4.2.1, 4.3.1

Medium Medium

4.3.3

Medium

4.3.2, 2.2.3

Short

4.4 Promote a sustainable extraction economy and develop mining related value chains Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

4.4.1 Establish educational programs for mining and resource extraction

Establish a Minerals Supply Chain Management Program

MoMP

Kandahar University

4.4.1

Local University

Short

Establish a Mining Research and Development Program

MoMP

Kandahar University

4.4.1

Local University

Medium

Action Plan and Implementation Framework

5 Inclusive Planning and Governance 5.1 Strengthen trust in institutions and empower citizens Objective

Action

Lead Entity

Supporting Entities

Synergies

5.1.1 Establish a community-based infrastructure services program

Establish and Pilot a Last-mile Service Connection Program for wastewater and drinking water services

AUWSSC, NEPA

DABS, Municipality, DMM

2.1.2, 2.1.3

Quick Win

Support a Local Tazkeras Issuing Program

NSIA

Municipality

5.2.2

Quick Win

Implement Local Stormwater and Drainage Improvements

Municipality

WRA, NEPA

Conduct a Neighborhood Service Delivery and Resilience Assessment

MUDL, Municipality

Construct Neighborhood Trunk and Feeder Lines for wastewater and drinking water services

AUWSSC, NEPA

Municipality

Medium

Support a Household Improvement Microfinance Program (U-E.4)

Central Bank (DAB)

Local Chamber of Commerce, AMA, AKAM

Medium

Develop a Natural Disaster Awareness Public Outreach Program

NEPA

Municipality, MAIL, WRA, MoPH

3.2.1, 2.2.3

Quick Win

Establish a Civic Education Public Outreach Program

IDLG

Municipality, MUDL, MoJ

2.4.2

Quick Win

Develop a IDP Outreach and Integration Program

MoRR

Municipality, MoWA, MRRD

5.1.2 Invest in community outreach and educational initiatives

Location

Term

Quick Win 3.2.2

Short

5.2 Leverage sustainable financial resources and improve municipal revenue generation Objective

Action

Lead Entity

Supporting Entities

5.2.1 Increase the portion of fixedrevenue sources and decrease easy and non-recurrent local revenue sources

Consider a Billboard Tax Increase

Municipality

MoF

Short

Consider a Construction Permits and Real Estate Transfer Tax Increase

Municipality

MoF

Short

Consider a Slaughterhouse Tax Increase

Municipality

MoF

Medium

Consider a City Entry Tax Decrease

Municipality

MoF

Medium

Consider a Municipal/Public Land Commercial Land Sales Tax Decrease

Municipality

MoF

Medium

5.2.2 Enhance the registration and collection of property tax

5.2.3 Strengthen financial assistance and improve PPP frameworks to support municipal capacity building and service delivery

Synergies

Location

Term

Consider a Safayi Tax Increase

Municipality

MoF

5.2.2

Medium

Separate a Safayi Tax System Improvement

Municipality

MoF

5.2.1

Short

Participate in the Institutional Development Program for Land Administration (IDPL)

MUDL

Create a Land Registry and Cadaster to improve land administration capacities.

MUDL

MoF

Medium

Implement a Property Tax Pilot Program to build collection and enforcement capacities in commercial areas.

Municipality

MoF, MUDL

Long

Conduct a PPP Policy and Law Review to identify and address limitations in establishing effective public-private partnerships

MoF

MoCI, MoEc, ACCA

4.2.3

Short

Review the Incentive Grants Program to ensure it can adequately support municipal capacity building and service delivery

MoF

MUDL, IDLG, Municipality

5.5.2, 5.3.1

Short

Medium

5.3 Strengthen coordinated urban governance, planning, and land management techniques Objective

Action

Lead Entity

Supporting Entities

Synergies

5.3.1 Expand training for local government and municipal officials

Establish a Local Government and Municipal Training Program

IARCSC

MUDL, Municipality, IDLG, MoHE, MoE

5.2.3, 5.5.2

5.3.2 Build capacity and establish clear guidelines for land use planning and zoning regulation

Begin a Draft Land Use and Zoning Development Plan

Municipality

MUDL

Jalalabad Strategic Development Framework

Location

Term Short Short

Objective

Action

Lead Entity

Supporting Entities

5.3.3 Establish a public data sharing platform and data management standards for planning

Establish a Local Data Management Office in coordination with UMIS

Municipality

MUDL, UMIS, NSIA

Short

Develop an Online Data Portal to enable private sector development

Municipality

MUDL, UMIS

Medium

Conduct a Land Banking Survey to evaluate lands for purchase in peri-urban areas in anticipation of urban expansion

MUDL

MoF

Short

Develop Municipal Boundary Guidelines

MUDL

IDLG, MAIL, Municipality, MRRD

Short

5.3.4 Define municipal boundaries to support planning and service delivery

Synergies

Location

Term

5.4 Develop a sustainable framework for natural resource management in the region Objective

Action

Lead Entity

Supporting Entities

Synergies

5.4.1 Establish landscape and natural resource planning standards

Develop Environmental Land Use Planning Standards

MUDL

NEPA, MAIL, Municipality

2.1.1, 3.2.1, 2.2.2

Medium

Develop Water-Sensitive Design and Low-Impact Development Standards (L-B.2)

MUDL, WRA

MAIL, NEPA, Municipality

2.1.1

Medium

Conduct a Regional Resources Baseline Study (L-B.3) to determine the current state within each region

MoMP

Municipality, MAIL, NEPA, Provincial Government, MUDL

2.1.1, 4.4.1, 4.3.2

Short

Develop a Sustainable Water Resources Management Plan (L-A.1.1) and establish groundwater extraction regulations

WRA

AUWSSC, NEPA

2.1.1

Short

Establish a Regional Council Development Program (L-A.5.3) to develop regional council structure and manage use and impacts to the land, its resources (soil, minerals, forest, etc.), water, air quality, energy resources

MRRD, IDLG

MUDL

2.1.1, 2.1.2

Short

Develop a Environmental Law and Planning Capacity Building Program (A.1.3)

NEPA

MAIL

5.3.1, 5.4.1, 3.1.1

Medium

Develop a Natural Resource Management Municipal Capacity Building Program (L-B.1)

WRA, MoMP

Municipality, MAIL, NEPA

5.3.1

Medium

Synergies

5.4.2 Develop integrated regional natural resource management capacities

Location

Term

5.5 Establish a SDF implementation framework Objective

Action

Lead Entity

Supporting Entities

5.5.1 Establish a SDF implementation committee and review process

Establish an Implementation Committee and SDF review cycle

MUDL

Municipality, Key Ministries, IDLG

Review the framework and develop an Implementation Plan and revise based on current capacities and responsibilities

Implementation Committee

5.5.2 Establish a CIP development process

Establish a Municipal CIP Committee and CIP review cycle

Municipality

Develop a Multi-Year CIP Plan

Municipality

MUDL, IDLG

5.5.3 Establish a monitoring and evaluation framework

Establish Benchmarks and Standards for evaluation

MUDL

Implementation Committee

Short

Develop a Monitoring and Evaluation Plan to track and assess the results of identified interventions

MUDL

Implementation Committee

Short

Develop a Municipal Institutional Strategic Plan as outlined in the new Municipal Law

Municipality

MUDL

Short

5.5.4 Align Municipal Strategic Corporate Plan with the SDF

Location

Term Short Short

MUDL, IDLG

Short 5.3.1, 5.2.3

Short

Action Plan and Implementation Framework

Potential Indicators and Benchmarks Overview 1 Urban Growth and Development Strategy for the 21st Century Goal

Key Indicator

1.1 Strengthen compact development and structure urban growth through corridors and nodes

Residential density within 500 m of urban development nodes and corridors

1.2 Guide sustainable growth and foster neighborhood integration

Population / Urban built-up area

1.3 Improve connectivity and mobility choices

SDG Linkage

Data Source

Unit

Plan and population counts

unit / ha

UN Habitat

people / ha

Average yearly area of agricultural land conversion

Plan

ha / year

New residential density

Plan

unit / ha within residential zones

Land area prepared for development expansion

Plan

11.3.1

Current

Benchmark

76.0

Note

Current: 2015

Population density of townships established in the last 5 years

2.4.1

Plan

Proportion of population with access to transit or para-transit within 5-minute walk distance: from home and primary daily destination

11.2.1

Survey

22.5

Proportion of population within 10-minute walk to publc transit

Survey

52.9

Current: 2019

Proportion of population answered public transportation as a main option for travel in the city

Survey

2.3

Current: 2019

Proportion of population that regularly takes non-personal private transport options (i.e. van, shared taxi, private buses, private taxi, and rickshaw) as a main means of travel from home to work

Survey

55.9

Current: 2019

Amount of investment executed on public transportation infrastructure (including per capita)

Municipality (CIP Committee) to track and project

AFS / person

The median commuting distance between the residence and workplace location

Potential survey to be conducted

9.1.1

Plan and population counts

SDG Linkage

% of rural population living within 2km of all-season roads (SDG 9.1.1)

66.6

Current: 2019

2 Resilient Communities Goal

Key Indicator

Data Source

Unit

Current

Benchmark

Note

2.1 Provide adequate urban services to all citizens

% of irregular housing (vs. total land area)

UN Habitat

7.4

5.0

Current: 2015

Proportion of population with access to improved sanitation facilities (i.e. wet sanitation technologies, dry sanitation technologies, and pit latrines with slabs and composting toilets)

Survey

72.2

90.0

Current: 2019

Proportion of households with access to improved drinking water sources

Survey

97.2

100.0

Current: 2019

Infant mortality rates (IMR)

SDES

N.A.

12.0

2030 Benchmark

Under-five mortality rates (U5MR)

SDES

N.A.

25.0

2030 Benchmark

Proportion of households with solid waste collection

Potential survey to be conducted

Jalalabad Strategic Development Framework

Goal

Key Indicator

Data Source

Unit

2.2 Invest in sustainable infrastructure and building urban resilience

Amount of investment executed for sustainable infrastructure

Municipality (CIP Committee) to track and project

AFS

Recycling rate and volumes of material recycled (SDG 12.5.1)

Municipality

% / Volume (tons)

Survey

AFS

2.3 Support inclusive social development for underserved populations

2.4 Improve access to affordable housing and community infrastructure

Median household income (Monthly)

SDG Linkage

1.1.1

Current

Benchmark

Note

12,672.0

40k to 100k

Current: 2019 / Benchmark: middle income group defined by UN Habitat

Amount of municipal government spending in social protection and employment programmes (including as a proportion of the total budget)

Municipality

AFS

Area for educational facilities

Plan

Total sqm constructed for educational facilities

Proportion of population with access to places for social interactions and civic engagement

Survey

22.8

66.6

Current: 2019

Housing affordability Proportion of urban population spending over a 1/3 for rent

Survey

The total number of households (including renters and owners) spending 30% or more on shelter costs.

73.6

33.3

Current: 2019

Literacy rate by age group (15+)

SDES

N.A.

80.0

Literacy rate of young population group (15-24)

SDES

N.A.

100.0

Survey

23.4

100.0

Median household size

Survey

# of people

10.0

Current: 2019

Median number of rooms at the disposal of one household

Survey

# of rooms

5.0

Current: 2019

Housing condition

Potential survey to be conducted

The total number of households (including renters, owners, band housing) in need of major repairs

Proportion of population completed secondary school

4.1.1

National goal is to reach 100% enrollment by 2030

3 Heritage, Cultural Landscape, and Tourism Goal

Key Indicator

3.1 Foster local identity through investment in culture and built heritage

Data Source

Unit

Number of businesses in culture sector

Local Chamber of Commerce

Space for cultural facilities

Plan

sqm zoned for cultural facilities

Number of municipal cultural heritage designations

Municipality to have a database

Number and distribution of cultural facilities and spaces within the city

Municipality to have a database

Number of overnight visitors [or trips] (+ % increase/decrease)

Local Chamber of Commerce

Value of staying visitor spend (+ % increase/decrease)

Local Chamber of Commerce

AFS

Value of day visitor spend (+ % increase/decrease)

Local Chamber of Commerce

AFS

Municipality (CIP Committee) to track and project

AFS

Amount of investment executed on preservation, protection, and conservation of cultural and natural heritage (including per capita) (SDG 11.4.1)

SDG Linkage

11.4.1

Current

Benchmark

Note

Action Plan and Implementation Framework

3.2 Develop cultural and recreational landscapes

Proportion of population who perceive it is easy to access parks

11.7.1

Survey

Amount of public green space per capita

Plan and population counts

sqm / person

Amount of bike paths

Plan

km length

Proportion of population within 1 km to public green spaces

Plan and population counts

Amount of trail space

Plan

km length

Amount of investment executed on preservation, protection, and conservation of cultural and natural heritage (including per capita) (SDG 11.4.1)

Municipality (CIP Committee) to track and project

AFS

36.9

66.6

10.0

At least 10 but ideally 50

Current

Benchmark

Note

Current: 2019 / Benchmark: 37% as a global figure from UNHCR

4 Livelihoods and the Agricultural Economy Goal

Key Indicator

SDG Linkage

Data Source

Unit

4.1 Strengthen regional logistics capacities and cross-border linkages

Freight volume at rail and port terminals

9.1.2 Volumes of passenger and freight: by mode of transport and nation

Local Chamber of Commerce, MoFA

Volume (tons)

Total storage capacity in industrial zones 4.2 Facilitate economic diversification and develop local labor market to support future economies

Volume (tons)

Proportion of residents with university degree

Survey

2.9

37.0

Availability of microfinance program to people in ultra poor conditions (Targeting the UltraPoor (TUP) Program)

MISFA

Availability

Available

Proportion of population completed university education & post-secondary vocational training

4.3.1

Survey

4.5

37.0

Current: 2019 / Benchmark: 37% as a global figure from UNHCR

"Proportion of employment in non-agriculture employment (total) "

8.3.1

Survey

63.2

90.0

Current: 2019

Local Chamber of Commerce

Total square feet of vacant space zoned for industrial use.

Vacant industrial space

4.3 Strengthen the agricultural sector and develop sustainable value chains

4.4 Promote a sustainable extraction economy and develop mining related value chains

Proportion of research and development expenditure (as % of GDP) (SDG 9.5.1)

9.5.1

MoEc and municipality

Proportion of medium and hightech industry value added (as $ of total value added) (SDG 9.b.1)

9.b.1

Local Chamber of Commerce to figure out

Amount of Loans Outstanding

11.C.1

MISFA

AFS (m)

0.0

Current: November 2019 / Provincial level

Proportion of employment in agriculture employment (total)

8.3.1

Survey

26.8

Current: 2019

Agriculture-related value added as a proportion of GDP (including per capita)

9.2.1

Local Chamber of Commerce to figure out

AFS

Volume of production per labor unit (by classes of farming/ pastoral/forestry enterprise size)

2.3.1

Local Chamber of Commerce to figure out

Volume (tons)

Establishment of mining development programs: investment in government universities to establish a department of mining - to be led by the High Council on Human Capital

MoMP and HCHC

Availability

Number of engineering vocational programs established in educational institutions

Municipality to create/maintain a local database equivalent to that of CSO at provincial level

# of programs

Number of students enrolled in engineering vocational program: the number of engineers

Municipality to create/maintain a local database equivalent to that of CSO at provincial level

# of students

Jalalabad Strategic Development Framework

N.A.

Available at Kandahar University

5 Inclusive Planning and Governance Goal

Key Indicator

5.1 Strengthen trust in institutions and empower citizens

Data Source

Unit

Current

Benchmark

Note

Proportion of voting population in local elections (Mayor, Municipal Council, Gozar Assembly, and CDC)

Survey

28.9

50.0

Current: 2019

Proportion of population with familiarity/engagement with Wakil-i-Guzar (district representative)

Survey

61.6

90.0

Current: 2019

Proportion of population with familiarity/engagement with CDC members

Survey

21.9

66.6

Current: 2019

Proportion of population with familiarity/engagement with Nahia Representative

Survey

33.5

66.6

Current: 2019

Proportion of population with familiarity/engagement with Local Imam

Survey

76.6

90.0

Current: 2019

Proportion of population who believe the government can respond and provide resources and safety in case of emergency/disaster

Survey

65.2

66.6

Current: 2019

Municipality

Total revenue collection (including per capita)

MFR

AFS

645.9

2,220.2

Current: Average of FY2012-16 / CAGR 9.22% from MFR report

Proportion of fixed revenue vs. total revenue collected

MFR

54.1

80.0

Current: 2016

Revenue collection efficiency ratio (revenue actually collected divided by approved revenue)

MFR

34.6

80.0

Current: Average of FY2012-16 / Benchmark: 80% as ‘good‘ from WB

Municipality

# of municipal management personnel

N.A.

Established

Proportion of population with a direct participation in urban planning 5.2 Leverage sustainable financial resources and improve municipal revenue generation

SDG Linkage

11.3.2

5.3 Strengthen coordinated urban governance, planning, and land management techniques

Number of municipal management personnel that have participated in administrative training programs in the last 6 months

5.4 Develop a sustainable framework for natural resource management in the region

Sustainable year-round base flow in rivers

Municipality with WRA, NEPA, MAIL

Cubic meters per second (m3/s)

Peak runoff rates from urban and rural landscape

Municipality with WRA, NEPA, MAIL

% of homes exposed to yearly flooding

Municipality with WRA, NEPA, MAIL

Groundwater and aquifer recharge rate

Municipality with WRA, NEPA, MAIL

Surface water quality

Municipality with WRA, NEPA, MAIL

Temperature, turbidity, bacteria, dissolved oxygen, pH, nutrients, sediment, toxic substances

Drinking water quality

Municipality with WRA, NEPA, MAIL

Alignment with the Guideline for Drinking-water Quality (GDWQ) by WHO

5.5 Establish a SDF implementation framework

11.A.1

Amount of development assistance from government for water and sanitation-related investment

6.A.1

Municipality with MoF, WRA, NEPA, MAIL

AFS

Establishment of water and sanitation management: local administrative units, operational policies, and procedures for local participation

6.B.1

Municipality with WRA, NEPA, MAIL

Establishment

Change in the extent of waterrelated ecosystems over time (SDG 6.6.1)

6.6.1

Plan

Municipality to establish

Establishment

Action Plan and Implementation Framework

Implementation Framework Overview Approach Translating the Action Plan into ‘Action’ While the action plan lays out the list of actions identified to acheive strategic objectives and make progress on goals, the implementation framework includes flexible communication tools to monitor progress of implementation. Implementation planning should concern actions identified in the action plan and be done directly by the stakeholders and entities that will be involved in implementation directly. During SDF implementation committee meetings, prioritized actions should be selected to move forward with based on a shared understanding of indvidual organizational goals and capacities. Once actions are agreed upon, they should be communicated through the implementation plan. Monitoring and Evaluation of Project Implementation The implementation plan also serves as a key monitoring and evaluation tool. A broad framework should be established through the implemntation committee and oversight entities for monitoring and a process for adjustment of actions when challenges appear.

See 5.5.1 Establish a SDF implementation committee and review process

See 5.5.3 Establish a monitoring and evaluation framework

Flexible Tools Implementation Plan Working Document The implementation plan should be considered as malleable tool and developed further by the implementation committee and primary responsible implementation entities. This document must provide answers to key implementation questions:

See example Implementation Plan Working Document on the other page

» Action: What is the action required (project, program, etc.)? » SDF Strategy: What is the associated SDF strategic objective? » Lead Entity: Who is responsible to implement action? » Support: Which entities are providing support? » Timeline When should it be done? » Requirements: Are there legal or regulatory requirements to address? Does the project require community involvement? » Resources Needed: Does implementation need new staff, consultants, or volunteers? » Status: What is the current status of implementation and sub-actions necessary to move the project forward? » Notes: Any additional information needed?

Implementation Action Logframe An implementation action logframe defines linkages between the project and external factors. During implementation, the logframe can serve as a primary reference for drawing up detailed work plans, terms of references, budgets, etc. A logframe should include key information such as: » Source of Intervention (goal and objective) » Key indicators such as the intended impact and outcome. » Means of verification that identify a source or method to measure progess or verify impact and outcomes. » Sub-actions break down actions into discrete tasks with identified outputs, timelines, responsible entities, and assumptions

Jalalabad Strategic Development Framework

See example Implementation Action Logframe on the other page

Example of Implementation Plan Working Document #

Action

SDF Strategy

Lead Entity

Support

Timeline

Requirements

Resources Needed Status

Notes

What is the associated SDF strategic objective?

Who is responsible to implement action?

Which entities are providing support?

When should it be done?

Are there legal or regulatory requirements to address? Does the project require community involvement?

Does implementation need new staff, consultants, or volunteers?

Any additional information needed?

In progress #

What is the action required (project, program, etc.)?

What is the current status of implementation and sub-actions necessary to move the project forward?

Each row lists key information for each action

Ongoing Activities

Reporting

Needs Assessment Headers indicate broad categories so projects can be dragged and dropped based on status to communicate to others

On Hold/Canceled

Actions Completed

Example of Implementation Action Logframe [Title of Action]

Identification of methods to verify impacts and outcomes should be identified ahead of time

Top rows indicate relationship to planning document

Intervention

Indicators

Means of Verification

#.#

Goal:

Impact:

Ex: surveys

#.#.#

Objective:

Outcome:

Ex: surveys

Action: [name of action]

Output

Means of Verification

Timeline

Responsible Entities

Assumptions

1-1

Sub-actions: [description of sub-action]

Ex: Initiation of contract

Ex: progress reports

Ex: July 2021

X Department

Ex: Funding will be released by government

1-2

Sub-actions: [description of sub-action]

Ex: Engagement workshops

Ex: progress reports

Ex: August 2021

X Department

Ex: Communities have agreed to meetings

1-3

Sub-actions: [description of sub-action]

Ex: Implementation commencement

Ex: progress reports

Ex: December 2021

X Department

Ex: No environmental risk

Actions can be broken down into sub-actions to plan the acheivement of the overall project

Action Plan and Implementation Framework

URBAN DESIGN & DEVELOPMENT TOOLKITS

Overview & Purpose The Urban Design and Development Toolkits presents a number of strategies designed to support the successful achievement of goals and objectives recommended in the Strategic Development Frameworks. These strategies have been developed specifically with the Afghan context in mind -- in some cases they have been adapted from best practices and precedents, in other cases they have been developed directly in response to key challenges identified by stakeholders and technical experts. The strategies have been developed separately from the Strategic Development Frameworks for this city, rather than tied to a specific geography or time, in order to facilitate a more flexible approach to urban planning and development. The inclusion of these toolkits as a separate document also allows for the focus on technical aspects, without being tied to a specific Each strategy

included in the toolkits are referenced by specific goals within the SDFs, but their application can be adjusted as conditions evolve. These strategies are intended as a resource for all Afghan cities, in addition the five cities included in this initial project. The toolkits are organized into four broad categories. While there is inherently a significant overlap and interaction between the different themes, i.e. open space is addressed in three of the toolkits, each toolkit is structured to focus on a specific scale and sectoral expertise.

Urban Growth Management 08

Landscape Ecology

Design and development strategies to manage sustainable urban growth across different contexts. The toolkit covers seven strategies aimed to address a range of contexts, from high-density urban development around corridors, to managing the gradual transition of land from agricultural to urban uses in ecologically sensitive areas. These strategies will be particularly useful to urban and regional planners focusing on implementing the long term sustainable growth strategies for each city.

Strategies to protect and enhance regional ecological assets in the context of development strategies. This toolkit covers four strategies that address ecological systems at a variety of scales -- from regional conservation to site-scale urban interventions. These strategies will be particularly useful to technical experts working in the environmental and sustainability fields, including ecologists and landscape architects. They will also be relevant to any professionals involved in land development and the construction of infrastructure.

» U-A: Strategic Redevelopment and Infill

» L-A Protect and Enhance Fundamental Natural Resources

» U-B: Priority Areas for New Development » U-C: Anticipating Customary Urbanization » U-D: Integration of Existing Townships » U-E: Upgrades for Organic Neighborhoods » U-F: Integrated Streets & Infrastructure

V.4

» L-B Restrict & Regulate Impact of Development on Sensitive Ecosystems » L-C Mitigate Risk To Existing Development & Revitalize Ecological Functions » L-D Coordinate Infrastructure Networks with Opportunistic Landscape Interventions

Strategic Development Frameworks for Five Provincial Capital Cities

Social Equity & Cultural Heritage

Strategies to facilitate inclusive social development and foster cultural identity. This toolkit covers five broad strategies and will be particularly useful to those working in social development and in the preservation or conservation of cultural heritage.

Economic Development 138

» S-B. Women’s Empowerment

Strategies to strengthen existing value chains and foster emerging sectors. This toolkit has a particular focus on agricultural value chains, but also includes resources on management and vocational training that will be broadly applicable to secondary and tertiary economic sectors. This toolkit will be particularly useful to professionals working in fields related to the development of industry, commerce and investment in human capital.

» S-C. Leverage Local Economies for All

» E-A Agriculture Processing and Distribution Networks

» S-D. Inclusive Social Amenities

» E-B Agricultural Support Programs

» S-E. Health, Safety & Quality of Life

» E-C Vocational and Business Programs

» S-A. Heritage Site Conservation & Activation

» E-D Financing Support Programs

Urban Design & Development Toolkits

V.5

Toolkit

URBAN GROWTH MANAGEMENT

V.8

Strategic Development Frameworks for Five Provincial Capital Cities

PLANNING, DESIGN AND IMPLEMENTATION STRATEGIES

Design and development strategies to manage sustainable urban growth across different contexts

Toolkit U-A

Strategic Redevelopment and Infill

Toolkit U-B

Priority areas for new development

Toolkit U-C

Anticipating customary urbanization

Toolkit U-D

Integration of existing townships

Toolkit U-E

Upgrades for organic neighborhoods

Urban Design & Development Toolkits

V.9

Urban Growth Primer Introduction

The population of Afghanistan’s five provincial capital cities are growing at 2-4% every year. Cities in emerging or developing economies expand at twice the rate of population growth (Shlomo, 20xx). Strategic Development Frameworks need to prepare for the possibility that Afghan cities may expand by upto 3 times their current built-up area to accommodate population growth until 2040. Driven by natural growth, internal displacement, or economic migration, cities will physically expand in three ways: 1) extension - the growth of built-up area into surrounding undeveloped or agricultural lands, 2) infill - the densification of builtup areas, and 3) leapfrog - new built-up areas that are disjointed from the urban core. These physical forms of growth take place simultaneously in all rapidly growing cities. Planning for growth is especially challenging because public agencies, private developers, informal developers, land-owners, and migrants use different mechanisms to build the city for their needs and aspirations. Master plans assume that planned development guided by the municipality under strict zoning or land use regulations will shape future growth. However, the past decades have demonstrated that the most prolific forms of city building - from townships, informal settlements, and conversion

V.10

of agricultural land - are the ones that are able to circumvent master plans. All long-term planning has to be resilient to different forms of urban growth. Urban mobility plans, sectoral investments, housing strategies, and open space management should build upon a framework that is resilient to urban expansion. The effective management of urban growth firstly requires transparent, accountable and responsive land registry, tenure security, and land-use change mechanisms. Municipal capacities for land-use planning or monitoring vary as well as overall rule of law and enforcement capability. While it is most desirable to accommodate population growth within dense urban cores through strategic redevelopment and infill rather than expansion, this process requires many institutional steps from planning to financing. The toolkit offers strategies to leverage this with integrated mobility plans and create dense, mixed-income neighborhoods. However, not all cities are equipped to mobilize capital and political will to meet all future housing demand through this approach. It is likely that Afghanistan’s provincial capital cities will see extensive low-density growth where informal developers or land-owners transform agricultural lands to house low-income households or migrants. Unplanned expansion exacerbates socio-economic inequality as

Strategic Development Frameworks for Five Provincial Capital Cities

new neighborhoods cannot be well integrated with basic infrastructure, transit services, and social infrastructure. In extreme cases, this expansion takes place in areas of high environmental risk or greatly impacts shared resources like groundwater and soil. The Urban Toolkit has been formulated to manage and steer different drivers of growth to ensure an urban form that ensures economic productivity, social accessibility, and environmental sustainability. The toolkit acknowledges varying degrees of political will, institutional capacities, and regulatory foundations needed to implement the strategies. This is why the toolkit strategies are linked to the zones marked in the Spatial Framework for the respective cities. The Spatial Framework is intended to be a resilient armature around which various strategies are deployed to ensure sustainable urban growth. The Spatial Framework outlines strategic areas where the politically-intensive efforts to ensure planned expansion or catalyze infill redevelopment is most critical. The Landscape Toolkit should be read as a complement to ensure urban growth does not compromise environmental sustainability goals.

Urban Design & Development Toolkits

V.11

Urban Growth Toolkits Overview

U-A

U-‌‌B

Strategic Redevelopment and Infill

Priority Areas for New Development

Densely populated mixed-use neighborhoods are a defining aspect of cities around the world. While much of the anticipated population growth in Afghan cities will be accommodated by lower-density residential neighborhoods, these denser mixed-use neighborhoods will have an outsize impact in supporting urban transit systems, public spaces, economic centers, and cultural & educational institutions. The sustainable and equitable development of provincial capital cities will develop on encouraging dense mixed-use development in strategic locations within the urban core, along major corridors, and around economic and institutional anchors in areas of emerging growth. In some cases, this development can be implemented through a master plan on a greenfield site, but in many cases it will require more subtle strategies that facilitate gradual redevelopment in existing neighborhoods.

Urban expansion through greenfield development must be able to accommodate a significant proportion of the population growth expected in Afghanistan’s provincial capital cities over the coming decades. Increasing the supply of affordable and high quality housing through structured greenfield development will limit the need for customary or informal development in undesirable areas. The location and characteristics of these greenfield developments will have a huge influence on whether cities can accommodate growing populations in a sustainable and equitable way. The urban growth diagrams and SDFs for each city identify strategic locations for greenfield development. This toolkit provides strategies and guidelines to inform the layout and and integration of new developments into larger city regions.

Outline of proposed components:

• U-A.1 Anchor Institutions

• U-B.1 Land Pooling

• U-A.2 Coordinated District Redevelopment

• U-B.2 Site Preparation and Financing

• U-A.3 Compact Urban Design Guidelines

• U-B.3 Mixed-income Neighborhoods

• U-A.4 Land Readjustment

• U-B.4 Coordination of Infrastructure and Transit

V.12

Strategic Development Frameworks for Five Provincial Capital Cities

U-C

U-D

Anticipating Customary Urbanization

Integration of Emerging Townships

Conversion of agricultural land into residential neighborhoods by small-scale developers is a key driver of informal development in Afghan cities. In areas designated for development limitation, municipalities should not actively promote large-scale greenfield development (U-C). However, in many of these areas, some small scale development will likely continue due to market forces and development pressure. Municipalities should recognize and anticipate the continuation of some small scale customary urbanization in these areas. This toolkit provides strategies to manage gradual customary development and reduce the negative aspects of unchecked informal development.

The development of new townships, or shahrukh, is a major contribution to urban expansion in Afghan cities. These townships are developed by both the public and private sector. They are typically located either at the periphery of urban areas or as leapfrog developments far away from urban areas. These existing and emerging townships will likely be a significant aspect of urbanization and every effort should be made to encourage equitable and sustainable development within these townships. The strategies in this toolkit provide recommendations for existing and emerging townships in the context of larger metropolitan areas

Outline of proposed components:

• U-C.1 Land Registration and Regularization

• U-D.1 Access to Citywide Transit Networks

• U-C.2 Right of Way for Arterial Roads

• U-D.2 Integration of Neighborhoods and Streets

• U-C.3 Gozar Level Planning and Coordination

• U-D.3 Provision of Affordable Housing • U-D.4 Provision of Basic Services

Urban Design & Development Toolkits

V.13

U-E Upgrades for Organic Neighborhoods Due to the rapid growth of Afghan cities over the last two decades, a majority of neighborhoods have developed organically, without a planned street grid or integrated infrastructure. Despite their shortcomings, these neighborhoods represent a significant investment and provide housing for millions of Afghans. Every effort should be made to invest in these areas and integrate them into citywide mobility and infrastructure networks. In some cases, investment in community amenities and upgrading of streets -- paving and integration of basic infrastructure -- may be all that is needed. In other communities, more complex strategies like in-situ redevelopment or decentralized infrastructure may be a more desirable outcome. Decisions about how to go about this process should be made on a case-by-case basis by Gozars and municipalities.

Outline of proposed components: • U-E.1 Tenure and Housing Upgrade Programs • U-E.2 Neighborhood Trunk and Feeder Lines • U-E.3 Strategic Social Infrastructure Hubs • U-E.4 Community Land Trusts

V.14

Strategic Development Frameworks for Five Provincial Capital Cities

Urban Design & Development Toolkits

V.15

URBAN GROWTH MANAGEMENT TOOLKIT U-A

Strategic Redevelopment and Infill Dense mixed-use neighborhoods will have an outsize impact in supporting urban transit systems, public spaces, economic centers, and cultural & educational institutions. While much of the anticipated population growth in Afghan cities will be accommodated by lower-density residential neighborhoods, densely populated mixed-use neighborhoods are a defining aspect of cities around the world. The sustainable and equitable development of provincial capital cities will develop on encouraging dense mixed-use development in strategic locations within the urban core, along major corridors, and around economic and institutional anchors in areas of emerging growth. In some cases, this development can be implemented through a master plan on a greenfield site, but in many cases it will require more subtle strategies that facilitate gradual redevelopment in existing neighborhoods.

U-A

Components

U-A.1

Anchor institutions

U-A.2 Coordinated District Redevelopment U-A.3 Compact Urban Design Guidelines U-A.4 Land Readjustment

V.16

Strategic Development Frameworks for Five Provincial Capital Cities

Urban Design & Development Toolkits

V.17

Toolkit U-A

Strategic Redevelopment and Infill

URBAN-A.1

Anchor Institutions Anchor institutions serve as economic engines for cities and regions by creating jobs and supporting complementary businesses. These place-based institutions also play a significant part in shaping the development in adjacent communities, both directly as landowners and developers, as well as indirectly by creating a desirable location for businesses, housing, and related institutions. The term anchor institutions typically refers to universities or hospitals, but can also be a real-estate developer, corporation, or any institution that takes on a civic responsibility. These institutions are defined by both their impact, as well as a long term commitment or investment in the community and city. The key to a successful anchor partnership is the recognition that investment in the surrounding community creates a benefit for the anchor institution as well as for the city.

While there are many successful models, the first step often involves a citywide economic development strategy that identifies key areas of focus (e.g., workforce development), and involves potential anchor institutions as stakeholders. An anchor collaborative -- generally in the form of a non-profit -- is established to establish dialogue, define the goals and incentives of both anchor institutions and the civic sector, and to facilitate specific programs. Many cities require anchor institutions to develop Institutional Master Plans that clarify the institution’s plans for expansion, identify opportunities for civic and community benefits, and facilitate coordination with community and detailed plans.

V.18

Subcomponents: » City framework for institutional partnerships » Anchor collaborative » Institutional Master Plans Institutions & Support: Municipality, Local Chamber of Commerce, MUDL, Ministry of Higher Education, Ministry of Industry and Commerce

Case Study / Precedent: Monterrey Tec University, Mexico

Strategic Development Frameworks for Five Provincial Capital Cities

URBAN-A.2

Coordinated District Redevelopment A Planned Unit Development (PUD) is a type of zoning overlay district that involves a basic set of requirements and incentives beyond the basic zoning requirements. The PUD overlay permits the planning of a site in an integrated fashion, coordinating incentives and investment from the public sector with specific guidelines and goals for the private sector developer. By designating a node or important area as a PUD overlay district, the Municipality can work with the community and developers to create a specific set of requirements, including provisions for public space, affordable housing, as well as variations on FAR, setbacks, and other typical zoning metrics. The key lies in the willingness of the community to grant developers the flexibility to design, build, and phase a large-scale development in a way that makes the project profitable, while forwarding public objectives and realizing community benefits.

The PUD is activated when a developer or consortium of developers submits a coordinated proposal for consolidation and redevelopment of parcels within the PUD. The development proposal does not have to include the entire PUD, but should include an analysis of the potential impacts and benefits for the adjacent communities. The approval of the development proposal must involve significant community engagement, and is almost always a negotiated process.

Gozars and CDCs can be designated as PUDs in areas that have significant importance and development potential but have elements of complexity that cannot be addressed by the broader citywide zoning and development process, for instance, areas of predominantly large underutilized parcels in close proximity to designated nodes and urban corridors. The identification and designation of a PUD can be done at any time, but must include community involvement and the development of a set of goals and criteria for the district’s eventual redevelopment. If a significant amount of public investment is anticipated, a master planning exercise and CIP can be developed at this stage.

» Phased construction of development and public sector investments.

Subcomponents: » Designation of PUD overlay and development of goals and criteria » PUD framework and CIP for public investment » Developer-led master planning and community approvals process

Location Criteria PUDs are most appropriate in areas where dense, mixed use redevelopment is designated around urban nodes and within 500 meters of urban corridors. PUD designations should follow the boundaries of established CDCs or gozars. A developer who wishes to submit a proposal and develop a ma

Institutions & Support: MUDL, Municipality, Gozars, CDCs, Developers

Case Study / Precedent: Barangay Development Planning Initiative, Manilla, Philippines

Urban Design & Development Toolkits

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Toolkit U-A

Strategic Redevelopment and Infill

URBAN-A.3

Compact Urban Design Guidelines While redevelopment of large parcels through PUDs, Redevelopment Zones, and other targeted strategies, it is also important to encourage gradual infill development of smaller infill development along transit, at urban nodes, and in other strategic locations. In many cities, zoning regulations tend to be regressive, limiting mixed use and highdensity development to very limited areas, despite a clear demand for increased development. This type of zoning can be especially detrimental in cities where the capacity for enforcement is weak, as development will simply occur without oversight or coordination.

Kabul Urban Development Framework, Implementation Strategies p. 27

The creation and designation of clear and appropriate compact urban design guidelines along transit corridors and at urban nodes should be initiated as quickly as possible. Taking action well in advance of the implementation of bus, BRT, or other transit system allows landowners and developers more options, and can help to ensure that by the time a transit line is initiated, residential and commercial density will have increased to allow for high-ridership. The act of ‘upzoning,’ or increasing the density and height of permitted development should be calibrated to ensure development is financially viable, even on small parcels. For instance, mid-rise zoning in many cities allows for at least 8 to 10 stories along transit corridors to ensure that the higher construction costs associated with steel and concrete construction are viable. At urban nodes, allowed heights will likely be between 10 and 20 floors. Clear and simple guidelines that facilitate ‘as-of-right’ zoning, by allowing a streamlined approvals process for developments will reduce uncertainty and development costs, encouraging owners to cooperate with the zoning regulations and facilitating desirable development.

Upzoning should also be accompanied by incentive and inclusionary zoning, to ensure that developments contribute to the provision of affordable housing, open space, and other public goods. For example, in many cities, inclusionary zoning requires developments over 20 units to include a certain percentage of affordable housing units. In other cities, incentive zoning allows developments a one or two storey height bonus in exchange for building and maintaining a public plaza. Location Criteria: » Urban Design Guidelines and accompanying policies are best suited to areas with the urban core within 500 m or transit lines and with a regular street grid that can facilitate the provision of infrastructure for high-density development. Subcomponents: » Urban Design Guidelines » Streamlined approvals and ‘as-of-right-zoning’ » Inclusionary Zoning » Incentive Zones (i.e. Urban Development Zone Tax Incentive) Institutions & Support: Municipality, Local Chamber of Commerce, MUDL, Ministry of Higher Education, Ministry of Industry and Commerce

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Strategic Development Frameworks for Five Provincial Capital Cities

URBAN-A.4

Land Readjustment In many cases, zoning regulations and compact urban design guidlines will not be sufficient to catalyze and facilitate high-density urban development. Areas that developed organically, featuring narrow and irregular streets or convoluted ownership structure can be difficult to develop in an equitable way. Land readjustment (LR) is an example of a process where negotiation among many private landowners is facilitated by the public sector. The approach involves the organization of a group of neighboring landowners to collectively plan and finance new development on their land. Replatting is almost always involved, along with new amenities like parks, schools, and roads. The increased value of the property due to regularization and the provision of these benefits is incentive for participation. Costs and benefits are generally shared among participants, reducing the direct cost to the

The major steps in a typical land readjustment process include: »

the designation of a LR zone, including the enumeration of affected property owners and collection of land records

» a process of building consensus and soliciting agreement among affected stakholders, » determination of the incentives and benefits provided by the public sector

Institutions & Support: Citizens Charter Gozars and CDCs Municipality

Case Study / Precedent: Community Land Trusts. Kenya Catalytic Communities. Rio de Janeiro, Brazil

» establishment of a legal entity to serve as the land readjustment corporation » collaborative creation of a site plan » replatting of land and » construction of proposed site infrastructure and amenities

Urban Design & Development Toolkits

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URBAN GROWTH MANAGEMENT TOOLKIT U-B

Structured Urban Expansion The toolkit for Structured Urban Expansion creates the foundation for denser, mixed-income neighborhoods that are well serviced by basic and social infrastructure. The Spatial Framework identifies undeveloped periurban areas likely to develop due to their proximity to job centers, strategic corridors, land suitability and adjacency to built-up areas. Peri-urban lands identified for Structured Urban Expansion include areas that can strategically accommodate growing populations without fragmenting the labor market. A labor market is defined by the number of jobs residents can access within an hour or less of travel time. Conversely, businesses want to access skillets or consumers that are within easy reach of their location. The lack of transit and irregular road networks increase congestion and leapfrog developments like townships contribute to the fragmentation of the labor market. As cities grow, the areas marked for Structured Urban Expansion are close to existing job centers, well-suited for an expanded transit system or well-connected to corridors so the urban footprint can expand without drastically increasing travel times.

The toolkit for Structured Urban Expansion creates the foundation for denser, mixed-income neighborhoods that are well serviced by basic and social infrastructure. In an ideal scenario, a city should be able to structure urban expansion in all directions so new neighborhoods maintain or increase the density found in the city core. This limits urban sprawl, reduces the fragmentation of the labor market, and protects agricultural land or environmentally sensitive areas. However, Structured Urban Expansion requires coordinated political, financial, and infrastructural moves that proactively prepares the land for development before informal or customary drivers activate the peripheries for transformation. The toolkit components list sequential actions that enable Structured Urban Expansion and the realization of dense, mixed-income neighborhoods.

U-B

Components

Institutions & Support

U-B.1

Land Pooling

MUDL

U-B.2 Site Preparation and Financing

MUDL

U-B.3 Mixed Income Neighborhoods

MUDL

U-B.4 Coordination with Infrastructure and Transit

MUDL

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Strategic Development Frameworks for Five Provincial Capital Cities

Construction of the first houses at Aino Mena in Kandahar Image Source: Wikimedia Commons

Urban Design & Development Toolkits

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Toolkit U-B

Structured Urban Expansion

URBAN-B.1

Land Pooling Peri-urban lands in Afghanistan’s cities have a diversity of ownership patterns from small land holding farmers to government lands or areas with contested and unrecognized claims. Public and private investments towards Structured Urban Expansion require clarity of tenure, ownership, and consensus between land-owners and the municipality. A transparent process of land regularization with clear guidelines for land-use conversion is a prerequisite for Structured Urban Expansion. Land pooling brings land owners within the designated area towards a collective agreement that enables efficient parcelization to extend existing corridors, establish right of ways for secondary roads and open spaces, create parcels that are attractive to private developers, and allocate land for affordable housing. When land acquisition (purchase of land at market value from owner) is fiscally unfeasible, land pooling turns owners into stakeholders for city development. Land owners voluntarily give part of their land while retaining ownership, with the idea that they can resell or redevelop their property when the armature of corridors, secondary roads, open spaces, and basic infrastructure have been built. Beyond the land allocated for the armature, attractive parcels for new development can be created through land readjustment following toolkit U-A.1. Some municipalities may need to proactively expand their boundaries to wield their jurisdiction in peri-urban areas that have been identified for Structured Urban Expansion in the Spatial Framework. Subcomponents:

» Land registration with transparent record of ownership or tenure » Clear guidelines for land-use conversion to urban » Land pooling agreement with land owners supplemented by land readjustment Institutions & Support: Municipality - Department of Town Planning, Land Registry; MUDL; Gozar Leadership Case Study / Precedent: Land Pooling Scheme for Amravati: https://smartnet.niua.org/ sites/default/files/resources/apcrda_lps_book_8th_april.pdf

URBAN-B.2

Site Preparation and Financing Site preparation refers to the prompt construction of arterial roads, basic infrastructure networks, and other amenities that makes the land more suited to private and public investments. Land pooling agreements can be undermined by encroachment or land owners themselves if site preparation does not follow through within a reasonable time frame. The construction of arterial roads is critical to set up the armature for a structured and well-serviced neighborhood. Trunk lines for sewage, drinking water, and power should be coordinated with the construction of these arterial roads. Some of these arterial roads will extend the transit network. Land for open spaces and affordable housing should be allocated at this stage to ensure a sustainable and equitable development. This type of coordinated investment and allocation should be led by the municipality and may be financed through public-private partnerships. Once the arterial roads are constructed and right of way parcels allocated, private developers or land owners can begin investing in new developments that readily link to basic infrastructure and services. Block level expansion of local roads and water or sanitation networks can be financed by developers and landowners. Various levels of financing schemes targeting developers, land owners, or new home-owners should be made available to make Structured Urban Expansion more attractive than informal, customary, or township developments. Financing for private developers and land-owners can make it more feasible to construct at higher densities as per urban design guidelines outlined in U-B.4. Subcomponents:

» Construct arterial roads and allocate land for additi onal right of ways, open spaces, and affordable housing » Deliver basic infrastructure trunk lines and power grids as armature for future development » Ensure adequate access to open spaces and public amenities for planned population » Offer financing schemes to incentivize private investments or enable land-owners to build at higher densities Institutions & Support: Municipality - Department of Town Planning, Transportation, Public Works; MUDL; Land and Housing Finance Case Study / Precedent: Town Planning Scheme in Ahmedabad: https://wrirosscities.org/ sites/default/files/WRR_Case-Study_Ahmedabad_final.pdf

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Strategic Development Frameworks for Five Provincial Capital Cities

URBAN-B.3

URBAN-B.4

Mixed Income Neighborhoods

Coordination with Infrastructure and Transit

Description: The majority of Afghanistan’s housing demand comes from low-income or very low-income households. Structured Urban Expansion can only limit other forms of growth when the housing solutions within the neighborhood are proportional to the city’s income structure. This means providing financing options for middle-income households, subsidized housing for lower middle-income households, social housing or sites and services for low to very low-income households, and rental housing for migrants or young workers. Mixed income neighborhoods can be subsidized by high-density market-rate housing that can be built by private developers at price points that are affordable to upper middle-income households. It is critical to allocate sufficient amounts of land to the municipality and housing agencies who can oversee the construction of social housing or management of sites and services. When agencies lack the fiscal or institutional capacity to build social housing at scale, sites and services create a foundation of secure tenure and basic services over which people can build housing they can afford and upgrade over time.

Housing, infrastructure, and mobility need to work in tandem to ensure households of all income levels can access opportunities and amenities in the city. The extension of the road network and transit systems is a key component of Structured Urban Expansions. Households of all income levels should have the capacity to reach most of the jobs in the urban region within an hour. Mass transit in the form of BRTs, city buses and paratransit in the form of shared rickshaws and flying taxis is the most affordable way to connect the greatest number of people across all income levels. These systems whether formal or informal need to be integrated with coordinated stops within easy reach of all. High density development should be encouraged around transit corridors and stops for high volume transit systems like BRTs where implemented. A robust hierarchy of streets ensures efficient traffic flow, eases congestion, and reduces travel times. This hierarchy also determined infrastructural investments in trunk lines, feeder lines that ensure all households access to reliable water, sanitation, electricity, and solid waste management. (Refer to U-B.5 - Corridor Development Guidelines).

Subcomponents:

Allocate sufficient land for social housing, sites and services as per income share of city population

Integrate transit and para-transit systems into neighborhood through accessible stops

Establish affordable housing requirements for new development and financing support for new homeowners

Extend municipal transit network and encourage high-density developments near transit stops and transit corridors

Ensure flexibility of housing solutions that meet budgets of low-income household, supports incremental growth, and offers adequate rental units

Ensure trunk lines for water and sewage are integrated with arterial roads, feeder lines with secondary roads, and sites and services plots connected to basic services

Leverage market rate housing to increase neighborhood density and subsidize construction of social housing

Institutions & Support:

Institutions & Support: Municipality - Department of Housing; MUDL; Housing Finance; Private Developer; CDCs Case Study / Precedent: Sites and Services Scheme in Mumbai and Navi Mumbai: http://pubdocs.worldbank.org/en/371181489181586833/ Sitesandservices-DRAFT-for-discussion-15Dec2016.pdf

Municipality - Department of Town Planning, Transportation, Public Works; MUDL Case Study / Precedent: Curitiba Transit Oriented Development: https://urban-leds.org/wpcontent/uploads/2019/resources/case_studies/ICLEI_cs_190_ Curitiba_Urban-LEDS.pdf

Urban Design & Development Toolkits

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URBAN GROWTH MANAGEMENT TOOLKIT U-C

Customary Urbanization Customary Urbanization is the most prolific form of urban development in Afghanistan’s cities and will continue to be a major driver. Informal growth and unstructured urban expansion are inevitable when institutional or market housing fails to be prolific and affordable enough to meet the needs of the low-income households, internally displaced persons, or economic migrants. Customary Urbanization is driven by land-owners or informal private developers who respond to shifts in peri-urban land values due to unmet housing demand. As population or economic opportunities grow in cities, undeveloped peri-urban lands with good access to jobs face the pressures of urbanization. At some point, the value of converting cultivated land is greater than the agricultural income of the land-owner, or developers see value in creating new housing. However, when the conditions to realize a planned development is too complex, expensive, or restrictive due to lack of institutions, infrastructure or anticipatory masterplans, land-owners take it upon themselves or work with informal developers to convert land without any institutional guidance or support. Customary Urbanization is the most prolific form of urban development in Afghanistan’s cities and will continue to be a major driver. Customary Urbanization often creates housing typologies that the government or the market cannot anticipate or provide at the price points desired - including rental housing and multigenerational affordable housing.

U-#

Components

U-C.1

Land Registration and Regularization

This toolkit addresses how to manage Customary Urbanization so it can work in tandem with Structured Urban Expansion and Strategic Infill to maintain an urban structure that continues to be productive, equitable, and resilient. The strategies in this toolkit requires coordination among stakeholders, the empowerment of local communities, and the implementation of fundamental infrastructural systems as armatures. The toolkit is meant for peri-urban areas that are less desirable for expansion than the ones identified for Structured Urban Expansion. However, they are likely to urbanize if planned forms of growth are unable to meet demand or not implemented in time. This is an anticipatory toolkit that requires the municipality to closely monitor the desire for land conversion, support the decisions of the local community, and empower them to evolve while being guaranteed secure tenure, basic services, and access to economic opportunity.

U-C.2 Right of Ways for Arterial Roads or Trunk Lines U-C.3 Gozar Level Planning and Coordination

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Strategic Development Frameworks for Five Provincial Capital Cities

or id rr Co n ba Ur

Uncoordinated customary development rarely provides utilities or community services Subdivision of agricultural land and development consisting of 3-5 floor structures

Denser development along urban corridors is sporadic and uncoordinated

Neighborhoods expand along unpaved pedestrian paths, making infrastructure provision and mobility a challenge

The diagrams above illustrate a typical process of customary development at the urban periphery and identify key areas for intervention.

Urban Design & Development Toolkits

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Toolkit U-C

Customary Urban Expansion

URBAN-C.1

Land Registration and Regularization Cities should aim to develop legal capacities to define and enforce environmental regulations, assess urban and regional ecological systems, define the regional biodiversity and develop guidelines to promote endangered or important species. Developing capacities in the field of planning and design to define and enforce sustainable urban growth and economic development is vital for siting purposes and the assessment of environmental impacts. This includes the development of natural resources from mining processes, the groundwater pollution from outdated landfills, and the improvement of drinking water during dry periods. The building of capacities should require the consultation of national or foreign expertise with local implementation and management, or the education of professionals at the university level to develop local knowledge and expertise.

Density by design: more than 20 years after the initial project, this Sites and Services project in the Charkop area of Mumbai is fully occupied. The ongoing demand and continued incremental redevelopment is indicative of the initiative’s success. Image source: Google Earth

The first component of this toolkit is similar to U-B.1. Land Registration is the foundation for transparent land value assessment and informed urban planning. Regularization refers to the creation of accessible and fair norms for the conversion of land uses. For Customary Urbanization, this step is important to build the institutional capacity to monitor demand for conversion and establish trust and working relationships with periurban communities. Gozar’s and CDCs of peri-urban areas within or outside of municipal boundaries should be able to notify when the need or desire to convert their lands or expand their village arises. If the municipality lacks the budget or political capacity to embark upon Structured Urban Expansion, the lands should be allowed to go through the process of Customary Urbanization. The municipality delegates land-use decisions to the community while ensuring the following: 1) areas of high-risk or environmental sensitivity are not being developed, 2) areas of expansion do not conflict with planned extension of arterial roads or evaluate if new arterial road is needed, 3) areas have access to basic municipal services.

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Subcomponents: » Allocate sufficient land for social housing, sites and services as per income share of city population » Establish affordable housing requirements for new development and financing support for new homeowners » Ensure flexibility of housing solutions that meet budgets of low-income household, supports incremental growth, and offers adequate rental units » Leverage market rate housing to increase neighborhood density and subsidize construction of social housing Institutions & Support: » Municipality - Department of Housing; MUDL; Housing Finance; Private Developer; CDCs Case Study / Precedent: Sites and Services Scheme in Mumbai and Navi Mumbai: http://pubdocs.worldbank.org/en/371181489181586833/ Sitesandservices-DRAFT-for-discussion-15Dec2016.pdf

Strategic Development Frameworks for Five Provincial Capital Cities

URBAN-C.2

Right of Ways for Arterial Roads and Trunk Lines A critical objective of managing urban expansion is to ensure the structure of arterial roads extends in a strategic manner so the core-periphery connectivity and periphery-periphery linkages remain strong. Customary urbanization and other informal developments can compromise efficient city-region mobility when an important transport corridor can no longer be extended. While some urban expansion in Afghanistan’s cities will continue to be Customary in nature, the resilience of the overall city-region as a labor market depends upon a robust network of arterial roads. Arterial roads should have a width of at least 25-30 meters so they can accommodate transit lines and carry high traffic volumes. By spacing them about one kilometre apart, everyone can be within a 15 minute walk to roads with transit. Arterial roads are also veins along which commercial areas and jobs tend to concentrate.

The Municipality of Valledepur, working with the NYU Urban Expansion Program, has developed a strategy to identify areas of future expansion and closely align planned arterials with existing property boundaries. Image credit: google earth (above left), NYU Urban Expansion Program (above right)

The difference between guided customary urbanization and unplanned customary urbanization is to anticipate future expansion and preemptively secure the land needed to extend the arterial road network. This is less complex than Land-pooling for Structured Development since the city only needs to secure a continuous corridor in undeveloped areas. Afghanistan also has land regulations that empower the government to secure land for linear right of ways. The construction of arterial roads within this right of way secures an armature for future development. If integrated with water and sewage trunk lines, the network creates a resilient framework within which all forms of new urban development can access basic services and transit.

Subcomponents: » Develop projection maps for urban expansion based on city-specific dynamics and and anticipatory arterial road plan to extend strategic corridors » Secure right of ways for future arterial roads and prioritize construction based on peri-urban community feedback or land-value dynamics » Integrate trunk link infrastructure within all arterial roads to enable peri-urban Gozars to access water, sanitation, and transit systems when possible Location Criteria: » Extension of existing strategic corridors within projected growth areas and 1km spacing to create equitable arterial grid Institutions & Support: » Municipality - Department of Town Planning and Transportation; MUDL; CDCs Case Study / Precedent: Proposed Arterial Grid for expansion in Valledupar, Colombia: https://marroninstitute.nyu.edu/uploads/ content/Colombia_Working_Paper,_15_October_2015.pdf Urban Design & Development Toolkits

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Toolkit U-C

Customary Urban Expansion

URBAN-C.3

Gozar Level Planning and Coordination Peri-urban villages and customarily urbanized areas grow incrementally and respond directly to the immediate needs and capacities of local communities. Customary urbanization produces housing arrangements and commercial typologies that meet the unique budgets and needs of low-income households that the formal market or social housing cannot supply. This is primarily because these neighborhoods can develop land, build housing, and open up shops that may not meet the plot size, street width and other zoning requirements. By responding to diverse needs that change over time, incremental growth under customary urbanization often lead to specific land-use decisions that could not have been anticipated by municipal planners. Guided by locally accepted “good neighbor” norms, customary urbanization creates parallel mixed-income, mixed-use, multi-generational neighborhoods that are more suited to migrants, small entrepreneurs and low-income households.

An Urban Village in Taiwan

The main premise of Customary Urbanization is to delegate Gozar level land-use decisions to the Gozar leadership and CDCs so new neighborhoods can be affordable and hospitable to new entrepreneurs, poor households and migrants. Guiding Customary Urbanization requires a strong level of trust between the municipality and Gozar’s that may lie outside the municipal boundary. The role of the municipality is limited to ensure access to arterial roads and trunk line infrastructure. The community self-organizes to expand the infrastructural network when municipal budgets are limited. Municipal interventions may be needed to address systemic social and environmental risks that cannot be addressed through local initiatives or capacities.

Subcomponents: » Empower Gozars and CDCs to make land-use decisions within villages and areas designated for guided customary urbanization » Coordinate with Gozar leadership and local communities to connect neighborhood infrastructure with trunk lines in arterial roads » Establish institutions and protocols to communicate emerging issues that require municipal intervention Institutions & Support: » Municipality; MUDL; Gozar Leadership and CDCs Case Study / Precedent: Kampung Model, Surabaya, Indonesia: https://core. ac.uk/download/pdf/81150472.pdf Hanoi, Vietnam Vertical Urban Village: https://pure.hud. ac.uk/ws/portalfiles/portal/13256034/Transformation_ of_urban_village_in_Hanoi_Health_Conference_Bristol_ final_submission_for_conference.pdf

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Strategic Development Frameworks for Five Provincial Capital Cities

The gradual evolution of an peri-urban village into an urban neighborhood These illustrate the gradual transformation of a village into an urban neighborhood through customary development in Hannoi, Vietnam. Image Credit: Ngo Kien Thunh and Yn Gao, University of Huddersfield

Urban Design & Development Toolkits

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URBAN GROWTH MANAGEMENT TOOLKIT U-D

Integration of Emerging Townships The development of new townships, or shahrakh, is a major contribution to urban expansion in Afghan cities These townships are developed by both the public and private sector. They are typically located either at the periphery of urban areas or as leapfrog developments far away from urban areas. These existing and emerging townships will likely be a significant aspect of urbanization and every effort should be made to encourage equitable and sustainable development within these townships. The strategies in this toolkit provide recommendations for existing and emerging townships in the context of larger metropolitan areas

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Strategic Development Frameworks for Five Provincial Capital Cities

U-D.4

U-D.2

U-D.3

U-D.1

Access to Citywide Transit Networks

U-D.2 Integration of Neighborhoods and Streets U-D.3 Provision of Affordable Housing U-D.4 Provision of Basic Services

Urban Design & Development Toolkits

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Toolkit U-D

Integration of Existing Townships

URBAN-D.1

URBAN-D.2

Access to Citywide Transit Integration of Networks Neighborhoods and Streets

For residents of new townships, regular travel into the city for work, education, or for visiting family may be difficult and time consuming. This challenge is exacerbated for residents who cannot afford private vehicles. At a citywide level, the development of exurban townships without transit connectivity will generate increasing traffic, leading to congestion and pollution problems. » Develop a dense mixed-use center for each township that can support a transit center » Transit centers should provide safe and comfortable facilities for all ages and genders » Design city-wide bus and BRT networks to include frequent service at transit center » In the interim, or when public transit is not feasible, provide integrated space for informal transit providers (taxis and minibuses) at transit hubs, and proactively work with operators to ensure affordable coverage Location Criteria Transit centers should be located within mixed use town centers along neighborhood spines or secondary corridors, rather than along highways. Key Implementation Partners

In many locations, the land between the urban core and an existing township may be well suited for infill development. In these cases, priority should be given to creating infill neighborhoods that connect ‘leapfrog developments’ with the existing urban core. However, this approach should be avoided in situations where a new township has ‘leapfrogged’ land not suitable for development priority, e.g.: productive agricultural lands, environmentally sensitive areas, and areas that pose a potential risk to human development. Locations and right-of-way for major streets should be designated early on and laid out to provide strong alignment between the street grids of the township and the core urban area. Strategies for this type of development are illustrated in Toolkit U-B Preparation of New Priority Development Areas. Location Criteria: Land between satellite townships and the urban core that is designated as development priority. Implementation Partners: MUDL, Municipality Further Resources: SDF Toolkit U-B: Preparation of New Priority Development Areas

MUDL, MoT, Millibus, Private Transit Operators Further Resources Managing informal transit in Mexico City (source to be added)

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Strategic Development Frameworks for Five Provincial Capital Cities

URBAN-D.3

URBAN-D.4

Provision of Affordable Housing

Provision of Basic Urban Services

The creation of new townships will continue to be one of the main viable means to addressing housing demand in Afghan cities. However, the cost of developing townships and the lack of financing options mean that private development is often unaffordable for the majority of urban residents. Municipalities can work with developers to encourage or require the creation of affordable housing in existing and emerging townships.

Extending basic infrastructure -- drinking water, wastewater, and power -- to far-flung townships can be resource intensive and cost prohibitive. A key reason for discouraging ex-urban growth is that the construction and maintenance of infrastructure is more expensive on a per-capita basis, and the municipality’s resources would be more efficiently spent on development within or close to the urban core. Existing and new townships must develop a long-term strategy for the construction and maintenance of basic infrastructure. Municipalities

» Acquire or dedicate public land near transit centers for social housing » Develop building codes and standards that allow lower construction costs » Supply side: Introduce incentives, subsidies or regulations that require developers to dedicate a certain percentage of affordable housing » Demand side: Provide subsidies or financing for low income families

» Extension of citywide infrastructure for centrally located townships (see U-D.2) » Decentralized systems (e.g. renewable energy, DeWaTTs) for isolated townships » Public private partnerships (Build-Operate-Transfer model?) Resources & Precedents:

Location Criteria:

Wastewater treatment in Portland, USA (above)

Whenever possible, affordable housing should be located close to transit centers within each township

Toolkit Section U-A: Basic Infrastructure

Key Implementation Partners: MUDL, Private Developers, Banks and Lending Institutions

Toolkit Section G-X: Public Private Partnerships Key Implementation Partners: AUWSSC, DABS, Municipality, Private Developers

Further Resources Affordable Housing Toolkit: S-D

Urban Design & Development Toolkits

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URBAN GROWTH TOOLKIT U-E

Upgrades for Organic Neighborhoods Due to the rapid growth of Afghan cities over the last two decades, a majority of neighborhoods have developed organically, without a planned street grid or integrated infrastructure. Despite their shortcomings, these neighborhoods represent a significant investment and provide housing for millions of Afghans. Every effort should be made to invest in these areas and integrate them into citywide mobility and infrastructure networks. In some cases, investment in community amenities and upgrading of streets -- paving and integration of basic infrastructure -- may be all that is needed. In other communities, more complex strategies like in-situ redevelopment or decentralized infrastructure may be a more desirable outcome. Decisions about how to go about this process should be made on a case-by-case basis by Gozars and municipalities.

U-E.1

Tenure and Housing Upgrade Programs

U-E.2

Neighborhood Trunk and Feeder Lines

U-E.3

Strategic Social Infrastructure Hubs

U-E.4 Community Land Trusts

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Strategic Development Frameworks for Five Provincial Capital Cities

Organization

URBAN E.1

Tenure and Housing Upgrade Programs The scale of informality in Afghanistan, as in many countries, is such that public sector capacity to directly satisfy the demand for neighborhood and housing upgrades is not feasible. In many cases, the most effective solution is to enable communities and families to undertake improvements through a combination of legislative and programmatic actions. The first and most fundamental step is to create tenure security through surveying and registering individual properties and by developing a workable land management system. Security of tenure alone is a powerful mechanism, and the stability it affords will encourage individual families to invest in expanding and upgrading their homes. It enables property owners to access financing mechanisms and participate in the formal land market,

An Urban Village in Taiwan

facilitating the development of multi-family and mixed use properties. While informal land markets in Afghanistan have functioned remarkably well at the scale of individual developments, the consolidation of informal and formal markets will allow for a much greater level of coordination between development and public investment in urban infrastructure. Significant progress has already been made towards developing a sustainable land management system. The consolidation of MUDH and ARAZI into a single entity allows for greater coordination between strategic planning and land management, while the development of a National Land Policy sets out a clear vision and first steps towards a land management system. The Cities For All Program has surveyed and registered over half a million properties across 11 Afghan cities.

Considering the progress that has been made on this front, housing rehabilitation support programs that provide guidelines, access to finance, and other resources should be prioritized as a mechanism for upgrading. This is particularly relevant for neighborhoods that have a regular street grid where coordinated redevelopment is not necessary to provide connectivity or basic infrastructure. Subcomponents: » Property surveys and occupancy certificates » Municipal Land Management System » Access to finance and housing subsidies » Guidelines and standards for upgrading Key Implementation Partners: MUDL, Municipality

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Toolkit U-D

Integration of Existing Townships

URBAN-E.2

Strategic Social Infrastructure Hubs

While upgrades to basic infrastructure are often seen as the most urgent type of intervention, access to social infrastructure and community amenities is equally important. Social infrastructure plays an important role in developing inclusive and resilient communities by providing venues for community organization and opportunities for education and economic opportunity. In the context of housing and neighborhoods, the provision of physical spaces and programming can facilitate the provision of financial and economic resources can leverage the initial public investment and contribute to the long-term stability and success of upgrading projects and new social housing. For instance, programs that provide access to housing finance or employment opportunities can allow individual families to pursue home-ownership and upgrades. PERUMNAS, the National Housing Authority in Indonesia, emphasizes the neighborhood as the primary unit of urban development and places an emphasis on building social capital as part of every project, whether upgrading an existing neighborhood or building new social housing. The basic neighborhood unit, called a Rukun Tetangga (RT), is analogous to the emerging CDC structure in Afghanistan. These RT generally include physical community halls, as well as different types of community associations. These spaces and organizations serve to coordinate the resources of the community with investment and provision of services by the city. For instance, neighborhood organizations are often responsible for coordinating the development and maintenance of basic infrastructure.

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A Social Investment Fund is an alternative mechanism that allows communities to determine their own investment priorities. The concept originated in Nicaragua in the 1980s and has grown into one of the most significant mechanisms for investment in neighborhoods, accounting for almost half of public public investment in schools, health centers, and other social infrastructure. In the Afghan context, this type of participatory budgeting system could build on the existing structure of local governance - Gozars and CDCs. Subcomponents: » Community Center » Women’s Center » Kindergartens or childcare facilities » Vocational training or entreprenership center » Community Clinics » Open Space » Community Associations Key Implementation Partners: Municipality, Gozars, CDCs, MoWA, MoPH, MoE Case Studies PERUMNAS, Indonesia Fondo de Inversion Social de Emergiencia (FISE), Nicaragua

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URBAN-E.3

Neighborhood Trunk and Feeder Lines

Trunk line integrates sewage disposal, drinking water supply, and stormwater conveyance within corridor. Feeder connections may be subsidized through public-private partnerships depending on parcel ownership.

While housing One of the challenges to conventional approaches to infrastructure is the time it can take to construct centralized infrastructure systems. Different systems -- e.g. wastewater, drinking water, electricity, and ICT -- each have different requirements, but the overall approach is similar. One model worthy of consideration is the precedent set by the Orangi District in Pakistan. In this example, the government constructed the initial trunk sewer lines. Community residents then provided significant amounts of the labor necessary to extend that initial network to create a comprehensive coverage in the neighborhood. The tight-knit nature of Afghanistan’s gozars and CDC structure suggests that the OPP model may be readily transferable to Afghan cities. The OPP model, however, recommends an even finer grain of community organization at the lane level, comprising between 20 and 40 households. This model is applicable to both drinking water and wastewater systems.

Pilot project is determined by community need and contiguous length of street

Upgrading order of feeding lines is determined through community consultations and participatory mapping. Lateral lines are constructued after adequate feeder line coverage

A second strategy, which has been successful in Bhuj, India is to develop decentralized models that initially function independently but, in the long term, are coordinated to connect to a city-wide wastewater network. This model is most applicable to wastewater treatment systems, as local decentralized wastewater treatment (DEWATTs) can be constructed at various different scales. Institutions & Support: » Municipality » Gozars » CDCs » AUWSCC » DABS Case Study / Precedent: Orangi Pilot Project, Pakistan

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URBAN-E.4

Community Land Trusts Given the precarious nature of residing in organic settlement areas, unregulated redevelopment in these areas can result in negative consequences, such as the displacement of population, eroding of community networks, and pressure on land values. Additionally, without adequate organization within the community, negotiation with development interests can be difficult and enforcing equitable development can be difficult. A major component underlying redevelopment efforts in Afghan cities is the process of land registration. To date, forms of CommunityBased Land Adjudication and Land Registration (CBLAR) throughout Afghanistan have been pursued through the safayi certificate. V c Within this community-based model, land rights are adjudicated through community consensus, but legal registration (titling) may still be entirely absent for various reasons.

Community-based land tenure can help to keep the negative effects of land speculation in check and provide a mechanism for coordinating community assets towards community amenities and infrastructure improvements. The most typical form is managed through a Community Land Trust (CLT), where an ownership of land is vested in a CLT organization, which can then lease land to individual residents and businesses, or dedicate land for community uses. For examples, CLTs often oversee the development of affordable housing or the management of libraries, communities and parks. CLTs are based on a democratic structure and operated by a board of directors which is controlled by and accountable to the local community. Typically this board may also include representatives from higher levels of government -- i.e. a Gozar, Nahia, or Municipality -- and technical advisors. Typically, CLTs may be grafted onto existing community organizations. It may be desirable to use the organizational structure of the local Community Development Councils (CDCs) established by the Citizens Charter.

Subcomponents: » Develop mechanisms for establishing CDCs, including enabling legislature, guidelines, and responsibilities of Municipal and community administrations » Community organizing process to raise awareness, generate interest, and define the extents of a potential CLT » Establish a the CLT as a legal entity, including the establishment of a board and a charter » Facilitate transfer and acquisition of land and other assets, through the government or a larger organization » Identify and implement discrete projects, including affordable housing and community amenities Location Criteria: » Extension of existing strategic corridors within projected growth areas and 1km spacing to create equitable arterial grid Institutions & Support: » Citizens Charter, Gozars and CDCs, Municipality Case Study / Precedent: » Community Land Trust, Kenya » Catalytic Communities, Rio de Janeiro, Brazil

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Strategic Development Frameworks for Five Provincial Capital Cities

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Toolkit

LANDSCAPE AND ECOLOGY

TOOLKIT

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Strategic Development Frameworks for Five Provincial Capital Cities

PLANNING, DESIGN AND IMPLEMENTATION STRATEGIES

Landscape and Ecology Landscape-based strategies aim to protect natural resources, enhance the regional ecology, and guide development projects to foster urban resilience.

The following landscape toolkits guide planning, design and implementation processes:

Toolkit L-A Protect and enhance fundamental natural resources

Toolkit L-B Reconciliation of sensitive ecosystems with urban development

Toolkit L-C Mitigate risk to existing development and revitalize ecological functions

Toolkit L-D Coordinate infrastructure networks with opportunistic landscape interventions

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INTRODUCTION

What is the Landscape Toolkit for? Afghanistan’s population is rapidly growing and with it, its agricultural and industrial economy. A major challenge in sustaining this growth is the increasing demand for natural resources such as potable water, the production of energy and food, as well as increasing land requirements to accommodate the anticipated urban growth. Cities and city-regions will be tasked to carefully and strategically plan this urban expansion in order to not compromise the natural environment. To guide governments and partnering institutions with this complex and interdisciplinary task, this toolkit introduces landscape and ecology as an integral part of city planning and urban development and resource management. The Landscape and Ecology Toolkit is structured into four sections. Each section provides a set of landscape strategies that are particularly relevant to urban issues found within the city-region of the five provincial capital cities. The strategies provided are comprehensive but are by no means complete. They directly or indirectly correspond to general environmental challenges in the context of Afghanistan or are linked to project-specific project proposals to provide additional information.

Slope Stabilization with Contour Planting

Hillside Lake and Reservoir Forest Conservation Zone Seasonal Stream Hillside Recreation

The landscape transect on the right hand side is fictional and is not city specific. The composition shows typical environmental and urban conditions found in most Afghan cities. The transect illustrates important relationships between the urban and the natural environment, with both existing and aspirational conditions. The landscape transect is used throughout this toolkit to spatially identify where certain SDF or CIP projects might be located, what their dependencies are and provide the reader with an idea of conflicts and potential opportunities. The first toolkit aims to protect critical landscape typologies that are important to sustain and manage natural resources or provide opportunities to protect cities from environmental risks. Most of the strategies target large landscapes at the regional scale and are of preventative nature. The second toolkit addresses the issue of potential urban growth and economic processes into risk-prone or resource-sensitive areas. This toolkit raises the importance of environmental planning to guide sustainable development, and protect key natural features through standardized setback buffers. The third toolkit focuses on the mitigation of environmental risks to existing development and on the revitalization of ecological functions through improved waste and pollution management. While many of the strategies listed here link to environmental planning, they focus on finding solutions for a particular problem. The fourth and final toolkit introduces opportunistic strategies with the primary goal to increase the metropolitan park system by either creating connections to existing heritage sites and cultural landscapes, or by linking them with new infrastructure projects along urban corridors. The Landscape and Ecology Toolkit is meant to be a living document that points out the obvious or introduces new ideas on how to introduce landscape into the urban realm.

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Strategic Development Frameworks for Five Provincial Capital Cities

Mountainous Rangeland

Seasonal Stream Reservoir (Seasonal)

National Conservation Zone & Potential Province Park

High Risk Landslide Zone

Regional Hillsides & Mountains

Peri Urban Steep Slopes (>25%)

Toolkit L-A Toolkit L-B

Primary Development Corridor with Mobility Wastewater Treatment Plant

Secondary Corridor

Urban Gardens

Nurseries for Citywide Trees

Mosque with upgraded Cemetery Multi-Use Convention and Training Center

Revitalized Drainage Corridor Cultural Heritage Site

Urban Wetland Park

NonStructural Erosion Control

Urban Node

Regional Ring Road or Bypass Road

Drainage Corridor

Risk Prone Settlement

Agro Facilities

High Value Orchards

Waterfront Promenade

Regional Bridge Connection

River C

orrido

Irrigation Canal

Main Road

Seasonal Variation

Low-Med Risk Landslide Zone

Shallow Aquifers High Contamination Risk

Buffer Zone

Urban Slopes (5-15%)

Urban Core

Riverine Floodplain

Dirt Road

Main Road

Irrigated Fields

Canal

Aquifer Recharge Zone Agricultural Belt

Toolkit L-C

Toolkit L-D

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INTRODUCTION

Discussed Themes & Topics Protect & Enhance Fundamental Natural Resources

Reconciliation of Sensitive Ecosystems with Urban Development

Toolkit L-A

Toolkit L-B

Landscape systems and natural resources that provide essential ecosystem services, benefit urban life, sustain population and economic growth, and safeguard (rural) livelihoods require a high priority for protection. Cities with limited access to clean drinking water and growing risk of drought must protect surface water and aquifers, and coordinate development to protect air and water quality, soil health, and promote recharge of aquifer systems to protect the health of the region and their provincial capital cities.

To accommodate future population and economic growth, agglomerations are required to expand their urban footprint. While certain areas provide opportunities for selective densification, a transition from peri-urban agricultural land to urban land uses will occur. Expansion into the agricultural landscape and subsequent degradation of sensitive ecosystems do not come without risk and require sustainable, environmentally responsible planning and design solutions. A particular focus should be given to ecosystems such as major rivers and streams, seasonal drainage corridors, wetlands, steep hillsides, the agricultural belt, and water recharge sensitive areas. Guidelines to ensure sustainable growth, safeguard urban health, and build urban resilience should, therefore, establish policy recommendations that regulate and restrict growth into environmentally sensitive or risk-prone environments.

Outline of proposed components:

» L-A.1 Protection of Natural Heritage » L-A.2 Natural Resource Management and Municipal Capacity Building Program » L-A.3 Rangeland and Forest (Upland) Conservation Program » L-A.4 River, Wetland and Waterbody Conservation » L-A.5 Aquifer and Groundwater Resource Protection Program

The development of environmental land use planning standards becomes an important tool in the protection of natural resources such as drinking water from surface and groundwater. Additionally, the development of legal capacities to define and enforce environmental regulations should be grounded in studies that assess the provincial ecology and biodiversity, or baseline assessment of natural resources. To guide sustainable growth, mitigate environmental risks, and manage natural resources, the education of the next generation of policymakers, scientists, and planners become an important vehicle in enabling processes that aim to reconcile future urban development with the protection of sensitive ecosystems. Outline of proposed components:

» L-B.1 Environmental Law and Planning Capacity Building » L-B.2 Environmental Land Use Planning Strategy Considerations » L-B.3 Water-Sensitive Design and Low-Impact Development Standards » L-B.4 New Development Closed Sanitation Chain Implementation

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Strategic Development Frameworks for Five Provincial Capital Cities

Coordinate Infrastructure Networks with Opportunistic Landscape Interventions

Mitigate Risk To Existing Development & Revitalize Ecological Functions

Toolkit L-C

Toolkit L-D

The Five Provincial Capital Cities are exposed to a number of environmental and human risks which are either physical, chemical, or biological. The degree of exposure and their associated vulnerabilities varies between urban dwellings and rural livelihoods, as well as geographic location. For example, while all five provinces are highly vulnerable to drought and water shortages, Nangarhar and Balkh province are most vulnerable to earthquakes, Nangarhar and Khost are susceptible to flood and landslide risks, and Herat province primarily to landslides. Environmental risks such as floods, landslides, and drought are estimated to increase with ongoing climate change [see Baseline Report]. If no actions or mitigation measures are taken, exposure to pollution through wastewater, solid waste, eutrophication, industrial waste, and contaminated water resources will continue to increase with the rapid urban and population growth.

To accommodate a growing population and economy, cities are tasked with continuously updating, improving, and extending their basic infrastructure networks and service sectors. Strategic development and urban growth primarily happen along key corridors, important urban nodes, along rivers and streams, in specifically dedicated industrial zones, and on sites where new civic infrastructure facilities are built. As individual municipalities and national agencies have limited financial resources, priority is often given to need-based projects. This includes investments into utility infrastructure upgrades, the construction of a BRT line or an express bus system, new arterial roads, road upgrades, cultural and educational facilities, risk mitigation infrastructures, or perhaps investments to increase the management of waste and wastewater capacities through the construction of treatment facilities, waste to energy infrastructures or transfer stations.

This tool kit is based on the risk assessment of the Strategic Development Framework and visualized in the spatial analysis. The strategies and components outlined address exposure to risk at the urban-rural interface. Focus is laid on reducing the risk of natural hazards, reducing human exposure to risk, and reducing the vulnerability to risk by increasing the adaptive capacity with structural and non-structural interventions.

The notion of opportunistic landscape interventions aims to capitalize on high priority and need-based infrastructure projects by linking them to or overlaying them with landscape design solutions with multifunctional uses. Opportunistic landscape interventions add social or ecological value to mono-functional infrastructure projects and provide added benefits. This coordination of projects happens through the communication of the municipal parks department with other institutions such as MUDL, AUWSSC, or MoEW to mention a few. The metropolitan parks and open space typologies establish an inventory and baseline to exchange potential coordination from small nahia led projects to large urban or regional parks. This toolkit provides strategies that link the necessity of sustainable infrastructures with the need for civic open spaces and outlines where strategic overlaps and collaboration among governing institutions may happen.

Outline of proposed components:

» L-C.1 Environmental Risk Assessment Program (potential capacity building) » L-C.2 Waste and Pollution Management Program » L-C.3 Urban Flood Risk Mitigation Strategies » L-C.4 Landslide Risk and Erosion Mitigation Strategies » L-C.5 Drought Risk Mitigation and Adaptation » L-C.6 Environmental Risk and Climate Change Impact Mitigation » L-C.7 Resettlement and Relocation Program

Outline of proposed components:

» L-D.1 Metropolitan Blue and Green Network » L-D.2 Landscape Integrated Infrastructure Strategies » L-D.3 Urban Forestry Capacity Building Program

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LANDSCAPE & ECOLOGY TOOLKIT // L-A

Fundamental natural resource protection and enhancement Landscape systems and natural resources that provide essential ecosystem services, benefit urban life, sustain population and economic growth, and safeguard (rural) livelihoods require a high priority for protection. Cities with limited access to clean drinking water and growing risk of drought must protect surface water and aquifers, and coordinate development to protect air and water quality, soil health, and promote recharge of aquifer systems to protect the health of the region and their provincial capital cities.

A.1

Preservation of Forests and Hillsides

Protection of Rivers and thier Buffer Zones A.3

A.4 Include new Programs at Universities

A.2

Ra ng Me elan ad d ow & s

Mountainous Forest

Upland Rangeland Reservoir (Seasonal)

Toolkit L-A (Focus Zone) National Conservation Zone & Potential Province Park Regional Hillsides & Mountains

High Risk Landslide Zone Peri Urban Steep Slopes (Slope >25%)

Low-Medium Risk Landslide Zone Urban Slopes (Slope 5-15%)

Shallow High Contam

Urban

A.4 Protect and Enhance Major Rivers

Components

Institutions & Support

L-A.1

Protection of Natural Heritage

NEPA, MUDL, AUWSSC, Municipality

L-A.2

Natural Resource Management and Municipal Capacity Building Program

NEPA, MUDL, MoPW, Municipality

L-A.3

Rangeland and Forest (Upland) Conservation Program

NEPA, MAIL, MoPW, Municipality

L-A.4

River, Wetland and Waterbody Conservation

NEPA, MAIL, Municipality

L-A.5

Aquifer and Groundwater Resource Protection Program

NEPA, MAIL, MUDL, MoPW, Municipality

Economic Forest along Riverbanks Study Location of Aquifers and Define Protection Strategy

Hillside

River C

orrido

Agricultural Fields

Wetland

Aquifers mination Risk

n Core

A.1

L-#

Buffer Zone

Aquifer Recharge Zone

Riverine Flood Plain

Agricultural Belt

A.5

Toolkit L-A

Fundamental natural resource protection and enhancement

LANDSCAPE - A.1

Protection of Natural Heritage (Region) Natural heritage not only represents the unique ecosystems and biodiversity of a region, it also represents the identity and natural character which defines that region. In the Baseline Assessment and Diagnostic Report, data gaps were identified in regard to information on biodiversity and ecosystems, limiting the for capacity protection. As a critical component of understanding and quantifying the value of essential ecosystem services, the protection of soil, water, air, flora, fauna, and land is a significant component of the Environmental & Social Management Framework (ESMF) developed for the Afghanistan Five Provincial Capital Cities UDSP and World Bank Operational Policy 4.01. While access to data regarding this information is essential for environmental due diligence in proposing and advancing any internationally supported development project, preserving these resources ultimately improves the health, safety, and well-being of all Afghan citizens. Create a Regional A.1.1 Inventory

A.1.2

Define Potential Regional Parks A.1.1

Protect Major River Corridors

A.1.1 Inventory of ecosystems, biodiversity, and areas of natural beauty

A.1.2 Designation of landscape or ecosystems as National Parks, Regional Parks, or Protected Areas

Cooperative effort between multiple agencies (existing and potential new) and NGOs. Examples of participating groups include MUDL, MRRD, MAIL, Nature Conservancy, Wetlands International, etc.

Areas of noted biodiversity, conservation significance, natural beauty, and other ranking factors should be considered for designation as parks and/or protected areas. Representing unique characteristics worthy of protection, these landscapes help to define the character of a city and region, providing citizens a place to connect with nature while securing essential ecosystem services. Given the diversity of landscapes and wide range of uses, this must be a cooperative effort between multiple agencies (existing and potential new) and NGOs.

Related Objectives: Risk management, ecosystem services; human health, safety, and wellbeing; protection of biodiversity; national identity Process: Using internationally recognized methods for the survey, inventory, and management of data for ecological community and biodiversity, data collection is typically built upon remote sensing data that is analyzed and field verified for accuracy. Data is typically managed by regional universities and supported, reviewed, and utilized by Ministries, agencies, and other government and NGO entities for land management and conservation. Siting Requirements: The inventory of natural heritage resources will be used in part to define critical areas for protection and enhancement. Institutions & Support: Led by NEPA and administered by Universities with related programs. Supporting Ministries, agencies, and organizations, include MUDL, MRRD, MAIL, in addition to international NGOs such as International Union for the Conservation of Nature (IUCN), Nature Conservancy, RAMSAR, Wetlands International, etc.

Related Objectives: Risk management; ecosystem services; human health, safety, and wellbeing; protection of biodiversity; national identity Process: The process of designating landscape or ecosystems as parks or protected areas will require support from the scientific community, local stakeholders, government agencies and elected officials. Depending on the goals of the designated area, governance will vary greatly. Support from international NGOs which specialize in conservation is recommended. Siting Requirements: Location of parks and protected areas will be identified through a review process that considers a site’s biodiversity, overall ecological value/ecosystem services, conservation significance/threats, natural beauty, stakeholder interest, and additional criteria. Institutions & Support: Coordinated by NEPA with lands managed by their respective Ministries or Agencies (MAIL, MRRD, WRA, MUDL) with support from NGOs specializing in protection of natural areas - e.g. International Union for the Conservation of Nature (IUCN), Nature Conservancy, RAMSAR, Wetlands International, etc.

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LANDSCAPE - A.2

Natural Resource Management & Municipal Capacity Building Program Develop provincial and municipal capacity for natural resource management to support forestry, sustainable water resource development, conservation, and development/management of protected areas through university programs, training, and collaboration with national ministries and agencies, NGOs. This should also manifest in the position, office, or board that serves to review/uphold natural resource management decisions for each municipality, collaborating across the numerous agencies and stakeholders to ensure the responsible/ sustainable use of resources and to ensure environmental protection.

Strenghten A.2.1 Universities

A.2.2

Train Municipal Staff

A.2.1 Establish and/or strengthen university degree programs supporting the management of natural resources

A.2.2 Building capacity for environmental planning at the municipal level

Cooperative effort between multiple agencies (existing and potential new) and NGOs.

Within the planning department for each city (and supporting parks/open space, public works/engineering) there should be a position, office, or board that serves to review, uphold, and manage the natural resources/conservation-related issues of each municipality. This person, office, or board, shall collaborate closely with offices and agencies (existing and potential new) at the local, regional, and national level, in addition to supporting universities and NGOs.

Related Objectives: Sustainable development; natural resource management; risk management; human health, safety, and wellbeing Process: Identify universities with existing programs or similar programs which can be positioned for growth to support local, regional, and national initiatives. Collaborate with allied Ministries and agencies for additional support and knowledge-sharing. Foster relationships with institutions internationally that offer similar programs in similar environments to build a stronger community of support. Siting Requirements: Ideally programs should be built upon existing programs. However, this is also an opportunity to identify regions that may be lacking institutional support where this may be a growth sector. Institutions & Support: Led by regional universities with departments or programs in natural resources, natural sciences, land use planning, civil/environmental engineering. Supported with close collaboration and domestic capacity building with supporting Ministries and agencies, i.e. MUDL, MRRD, MAIL, WRA, and allied NGOs

Related Objectives: Sustainable development, risk management; ecosystem services; human health, safety, and wellbeing; protection of biodiversity Process: Similar positions, offices, or boards may already exist. Individuals serving in this position should have a professional background in natural resource management (or allied profession). Based on national, regional, and river basin needs, the representative(s) should review planning decisions for compliance with local, national, and international environmental standards. Those responsible should also support outreach and education regarding environmental issues/challenges in each municipality. Siting Requirements: This position, office, or board should be a part of each municipality’s planning office to address local, regional, and sub-basin related issues. Institutions & Support: This position should be led by the municipal planning department and also support the city’s public works/engineering department and parks/open space division if applicable. Supported and in close collaboration the region’s river basin/sub-basin agency/council, water user authority, irrigation association, mirab bashis, and with supporting Ministries and agencies, i.e. MUDL, MRRD, MAIL, WRA, and allied NGOs Urban Design & Development Toolkits

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Toolkit L-A

Fundamental natural resource protection and enhancement

LANDSCAPE-A.3

Upland Range, Scrub, & Woodland Conservation Program In order to reduce risk from natural hazards and manage water resources within river sub-basins, sensitive areas upland areas that surround the city will require careful management. While often overlooked, these landscapes provide essential ecosystem services mitigating the risk of flooding and landslides to urban areas below. However, they are often under threat due to encroachment of development or poor land management. Ultimately, these areas should be protected and responsibly managed as parks and grazing lands, serving as a model for responsible stewardship and ecosystem restoration. A.3.1

Promote Ecosystem Services A.3.2

Manage Risk A.3.2 Prone Slopes

Identify Risk Prone Slopes

A.3.1 Support best practices for range, shrubland, and forest stewardship

A.3.2 Development regulations/controls for slope development

Building upon programs currently implemented by MAIL, encourage greater collaboration between Ministries, agencies, and municipalities to recognize and promote the ecosystem services provided by rangelands, shrubland, and woodland/forests in periurban areas. Stabilization and restoration of overgrazed rangelands and agricultural lands can reduce desertification, improve air quality, and can be essential in maintaining water quality and aquifer recharge.

According to international sustainable building standards, development should be limited on slopes greater than 15% and restricted on slopes greater than 40%. This minimizes the risk of geologic hazards, reduces site impacts from construction, and preserves water quality while lowering overall development cost.

Related Objectives: Risk management, climate change mitigation, enhancing ecosystem services, groundwater/aquifer recharge, soil conservation, restoration, afforestation, agroforestry.

Process: Through the natural heritage inventory process [L-A.1.1] identify landscapes in which critical ecosystems services are severely degraded and in critical need of restoration to reduce the risk of natural hazards. Collaboratively support community land users/landowners with the responsible management and restoration of the identified critical landscapes through managed grazing, afforestation, agroforestry, sustainable harvesting, soil conservation, and erosion control techniques, and regenerative practices such as terracing, keyline design, micro catchment management, contour bunds, etc. [L-A.2.1-2]. Siting Requirements: Upland areas (primarily steep, denuded hillsides and threatened rangeland, shrubland, and forested areas) at high risk of erosion, landslide, degradation, and/or desertification.

Related Objectives: Risk management, climate change mitigation, enhancing ecosystem services groundwater/aquifer recharge.

Siting Requirements: Development should be regulated on slopes greater than 15% and strictly regulated on slopes greater than 25%. No development should occur on slopes greater than 40% without a considerable review of the safety and environmental impact. Institutions & Support: Led and enforced by municipal planning departments and MUDL, standards for development regulation/ controls should be set by international standards and adapted to national/regional criteria collaboratively by MUDL, NEPA, MRRD, MAIL, AGS, WRA, et. al.

Institutions & Support: Led by MAIL, this program builds upon work currently championed by the Ministry and focuses on capacity building to better collaborate with municipalities, university extensions, and other Ministries to achieve greater, layered co-benefits to improve water quality and minimize risk from natural hazards.

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LANDSCAPE-A.4

River, Wetland and Waterbody Conservation Management of river banks (riparian areas), wetlands, and other palustrine (inland) water bodies are essential to prevent adverse environmental impacts like development encroachment, sedimentation, and pollution. The SDF recommends adequate protection based on international standards and promotes restoration to improve water quality, mitigate flood risk, and improve overall water resource management. Restore Urban A.4.2 Rivers Apply Adequate A.4.1 Buffers

A.4.1

Apply Buffer Zones

Enhance A.4.2 Water Quality

A.4.1 Establish adequate setback buffers

A.4.2 Restoration of Degraded Palustrine (Inland) Waters

In order to minimize risk, preserve water quality, and promote wildlife habitat including essential ecosystem services, setback buffers should be implemented on all rivers, seasonal streams, wetlands, and other water bodies. Buffers should be established based on international standards, set nationally by NEPA, administered/enforced by the municipal natural resource/ conservation review committee within the municipal planning department.

While many inland waters in Afghanistan’s urban areas are likely highly degraded, many have the potential to be restored. The natural heritage inventory process should include a rapid assessment methodology to assess the condition of all national waterways to better understand the potential preservation and restoration. Funding and initiative for restoration projects may come from multiple sources, including community-supported efforts and mitigation requirements as part of the development process.

Related Objectives: Risk management, water quality, climate change mitigation, enhancing ecosystem services groundwater/ aquifer recharge Process: Based on international standards and adapted to traditional practice, standards for setback buffers should be set collaboratively between NEPA, WRA, MAIL, MUDL, and MRRD. Implementation will likely be complex and will require considerable capacity building that requires outreach, education, and incentives to promote best practices with existing uses and development. In some rare cases of extreme risk, relocation may be necessary, triggering considerable social considerations and compensation. For new development, setback buffers would be integrated into the permitting and review process. Siting Requirements: Setback buffers require proximity to palustrine (inland) water both perennial, ephemeral, and intermittent. Depending on topography and the intended goal of the buffer to be applied, buffers typically start at a minimum of 10 meters from the typical high water mark, increasing to 30, 50, 100 meters and greater. Increasing buffer width benefits water quality, flood mitigation, habitat, microclimate, etc. Institutions & Support: Led and enforced by municipal planning departments and MUDL, standards for development regulation/ controls should be set by international standards and adapted to national/regional criteria collaboratively by NEPA, MRRD, MAIL, AGS, WRA, et. al.

Related Objectives: Risk management, water quality, climate change mitigation, enhancing ecosystem services groundwater/ aquifer recharge Process: Through the natural heritage inventory process [L-A.1.1] identify palustrine (inland) water bodies in which critical ecosystem services are severely degraded and in critical need of restoration. In order to reduce the risk of natural hazards and improve water quality, work collaboratively with local community land users/landowners to support the responsible stewardship of these resources by providing easily implementable and strategies to reduce erosion, mitigate pollution (from agriculture and domestic sanitary non-point sources), and promote biodiversity within critical buffer, edges, and corridors. For new development projects, mitigation may be a requirement enforced as part of the review and permitting process. In this situation, developers could be required to restore an adjacent or nearby waterbody to mitigate impacts of the new development or provide a required amount of open space. Siting Requirements: Restoration of degraded palustrine waters requires a waterbody to be on-site. Institutions & Support: Restoration should be regulated by NEPA but in close collaboration with WRA and Sub-Basin Councils/ Agencies. Municipal planning departments, MUDL, MRRD, MAIL, and other respective Ministries/agencies will also be collaborators when interests are involved. Urban Design & Development Toolkits

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Toolkit L-A

Fundamental natural resource protection and enhancement

LANDSCAPE-A.5

Aquifer and Groundwater Resource Protection Program The growth of cities in Afghanistan’s arid climate is straining both potable and agricultural water supplies. Sustainable management of aquifer and groundwater resources is essential for the stable development of the country’s cities and surrounding areas. However, the status of critical aquifer systems which support the water supplies of most Afghan cities is largely unknown due to significant data gaps. In order to maintain the existing population, support additional growth, and ensure overall stability, the status of these current water supplies must be known so that planning and development can move forward in a sustainable manner. This will ultimately include designated aquifer recharge and wellhead protection zones to ensure a stable supply of water and minimize potential pollutants, in addition to strictly regulating the extraction and distribution of this vital resource.

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Strategic Development Frameworks for Five Provincial Capital Cities

(Below) An ecological restoration site at Miguel Aleman, in Baja California, Mexico. The planting of this green belt filters agricultural water run-off and protects pollutants, nutrients, and chemicals from seeping into the ground water or into the Colorado River. Source: Thomas Nideroest

A.5.1 A.5.2

Study Local Aquifers and define Monitoring

Restore Urban Rivers

A.5.3

Manage Economic Water Extraction

Define Strategic Extraction and A.5.2 Recharge Zones

A.5.1 Aquifer mapping and monitoring Noted as a significant data gap, the groundwater and aquifer resources of Afghan cities outside of Kabul are largely unknown. With considerable growth of the five provincial capital cities in recent years, existing water supplies are often inadequate, strained, or polluted. In order to gather a baseline understanding of existing groundwater resources and to plan for future sources given a changing climate, comprehensive mapping and monitoring are needed. Related Objectives: GIS data management, sustainable development, climate change mitigation, water quality.

Siting Requirements: Based on geologic characteristics indicated by the aquifer mapping. Institutions & Support: Protection of sensitive areas should be led by MUDL in close collaboration with WRA and NEPA. As part of the Integrated Water Resource Management strategy, the aforementioned Ministries and agencies should collaborate with their respective municipalities, basin and sub-basin councils/ agencies,, in addition to MAIL, MRRD, and other respective Ministries/agencies will also be collaborators when interests are involved.

Process: Comprehensive nation-wide mapping of aquifers and groundwater resources is greatly needed, starting with population centers. Similar efforts have been conducted in Kabul in collaboration with foreign government agencies (USGS) and NGOs. In order to conduct nation-wide mapping and monitoring, WRA, AGS, and collaborating Ministries and agencies should work with local universities with the capacity to conduct field reconnaissance, mapping, and future monitoring. If such capacity does not currently exist, the expansion of academic programs should be considered.

A.5.3 Regulate groundwater extraction

Siting Requirements: Based on geologic characteristics.

Related Objectives: sustainable development, climate change mitigation.

Institutions & Support: Led by the Water Resources Agency and the Afghan Geological Survey, mapping and monitoring should be supported domestically by universities, MUDL, MAIL, MRRD, and allied international agencies such as USGS and NGOs.

A.5.2 Protect aquifer recharge zones and well fields Based on the comprehensive aquifer and groundwater mapping, critical recharge zones and well field areas should be identified for protection. Protection measures should be based on international standards to ensure a sustainable supply of potable water. Related Objectives: Sustainable development, climate change mitigation, water quality. Process: Critical aquifer recharge zones, well fields, and other sensitive areas should be mapped and accessible to MUDL, municipal planning departments, and parties involved in planning, development, water management, and conservation. Regulations should be implemented to control acceptable uses within critical zones. Compliance would be managed through planning review and permitting.

While most cities currently rely on groundwater and local aquifers for their potable water source, overexertion, declining yields, and pollution are impacting short-term viability. Due to current data gaps in regard to the availability of groundwater resources, the future is uncertain. In some instances, cities may need to migrate to treating surface (river) water for use and regulating the extraction of groundwater until increasing levels and quality are observed.

Process: While extraction from small residential wells is difficult to track outside of local monitoring wells, industrial and municipal wells potentially lead to the greatest levels of depletion. Selfcompliance may be the most easily implementable strategy but may be effective for commercial wells. In this case, metering may be considered, but ultimately most effective when employed at a municipal level. Siting Requirements: All wells throughout densely populated areas. Institutions & Support: Municipal waterworks should monitor their extraction rates and water quality. Oversight for regulation and compliance should be administered by the WRA and closely tracked and monitored by NEPA. Other supporting institutions include MUDL, MRRD, MAIL, and universities.

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LANDSCAPE & ECOLOGY TOOLKIT // L-B

Reconciliation of sensitive ecosystems with urban development To accommodate future population and economic growth, agglomerations are required to expand their urban footprint. While certain areas provide opportunities for selective densification, a transition from peri-urban agricultural land to urban land uses will occur. Expansion into the agricultural landscape and subsequent degradation of sensitive ecosystems do not come without risk and require sustainable, environmentally responsible planning and design solutions. A particular focus should be given to ecosystems such as major rivers and streams, seasonal drainage corridors, wetlands, steep hillsides, the agricultural belt, and water recharge sensitive areas. Guidelines to ensure sustainable growth, safeguard urban health, and build urban resilience should, therefore, establish policy recommendations that regulate and restrict growth into environmentally sensitive or risk-prone environments.

Restrict Urban Growth into Risk Prone Hills

B.2 Include Environmental Law and Planning at the University Level

Ra ng Me elan ad d ow & s

Mountainous Forest

B.3

Develop a Closed Sanitation Chain

B.1

Apply Low-Impact Development Standards

B.4

Upland Rangeland Reservoir (Seasonal)

Toolkit L-B (Focus Zone) National Conservation Zone & Potential Province Park Regional Hillsides & Mountains

High Risk Landslide Zone

Low-Medium Risk Landslide Zone

Peri Urban Steep Slopes (Slope >25%)

Urban Slopes (Slope 5-15%)

Shallow High Contam

Urban

B.3

Components

Institutions & Support

L-B.1

Environmental Law and Planning Capacity Building

NEPA, MUDL, AUWSSC, Municipality

L-B.2

Environmental Land Use Planning Strategy Considerations

NEPA, MUDL, MoPW, Municipality

L-B.3

Water-Sensitive Design and Low-Impact Development Standards

NEPA, MAIL, MoPW, Municipality

L-B.4

New Development Closed Sanitation Chain Implementation

NEPA, MAIL, Municipality

Water Sensitive Design for New Parks & Plazas B.3

Water Sensitive Design to Redevelop Drainage Corridors B.2 B.2

Restrict Growth on Unstable Slopes

Restrict Urban Growth into the Floodplain Hillside

River C

orrido

Agricultural Fields

Wetland

Aquifers mination Risk

n Core

L-#

Buffer Zone

Aquifer Recharge Zone

Riverine Flood Plain

Agricultural Belt

Toolkit L-B

Reconciliation of sensitive ecosystems with urban development

LANDSCAPE-B.1

Environmental Law and Planning Capacity Building Cities should aim to develop legal capacities to define and enforce environmental regulations, assess urban and regional ecological systems, define the regional biodiversity, and develop guidelines to protect endangered or important species. Developing capacities in the field of planning and design to define and support sustainable urban growth and economic development is vital for site selection to minimize environmental impacts. This includes the development of natural resources from mining processes, groundwater pollution from outdated landfills, and the improvement of drinking water during dry periods. Capacity-building should require consultation with national or international expertise with local implementation and management, or the education of professionals at the university level to develop local knowledge and expertise.

B.1.1 Building municipal capacity for enforcement of environment law National agencies and institutions such as NEPA, MAIL, AUWSSC or MUDL are in the process of developing and updating national regulations and policies on various topics. In regard to the protection and sustainable management of natural resources such as water, minerals, or native forests, enforcement of existing or future environmental laws will become important to properly sustain the city-region. To ensure metropolitan regions and municipalities can follow national guidelines and implement them locally, education professionals at the municipal level are vital to improving local capacity needs for the future. This capacity may be built with the integration of environmental law into a university curriculum or offered as continued education training for current professionals. Related Objectives: Uphold environmental components of Islamic Law and the Constitution of Afghanistan, Environment Law (2007), Water Law (2009), Afghanistan’s National Development Strategy (ANDS), National Adaptation Program of Action (NAPA) for Climate Change. Process: Evaluate current university curricula and provide courses on environmental law. Offer continued education courses for current municipal employees through online learning or physical classes. Institutions & Support: Municipality and nahia officials with MoE

B.1.2 Build technical capacity for environmental law and planning at universities While the enforcement of environmental laws [L-B.1.1] is important to abide by national recommendations and policies, city-regions will require additional capacity to pursue projects of their own. This will include the conduction of studies and data collection, the interpretation of data through analysis, and the development of concepts for municipal or regional planning projects. To support the municipal government with professional planning capacities for environmental planning and design, provinces should consider offering degrees at universities.

B.1.3 Ecological inventory and biodiversity assessment While the Afghan ecology and biodiversity have been studied at a national level under United Nations Environment Program in 2008, Afghanistan’s fourth national report to the convention on biological diversity by MAIL in 2009, or the national biodiversity strategy and action plan by UNEP in 2014, more detailed data for the city-region is often not available to make informed planning decisions. Establishing an inventory of spatial data, documenting and assessing the regional ecology and biodiversity, is important to guide evidence-based planning strategies to protect endangered species and natural resources. Process: Enable municipalities to aid national institutions such as MAIL or international experts in a Program to study, assess and collect spatial data on the regional ecology and biodiversity. This data will set the base-line for informed decision making and policy development. Institutions & Support: Municipalities with MAIL, MRRD and NEPA.

B.1.4 Database of environmental attributes and indicators Managing the challenge of Afghanistan’s rapid urbanization and creating an interface where local authorities, foreign experts, and foreign aid organizations can come together to collaborate more efficiently, cities need city-specific data for informed and evidence-based decision making and policy development. This national initiative will require to close the data gap between the municipal and city-region scale. Improved efforts should be given to collect empirical data and maintain a database that is shared across Afghanistan. Such a platform will allow policymakers and collaborators to access data to actionable plans and development frameworks. Process: This national initiative will require coordination across the different ministries and governmental agencies, to conduct studies to collect data and develop a platform and information system that assists stakeholders to access project-related data. Institutions & Support: MUDL with municipalities.

Process: Evaluate the need for planning and design professionals with technical capacity in environmental law and planning across the municipal institutions. Assess cost-benefits for including or developing a university degree for environmental law and planning. Institutions & Support: Municipality with MoE.

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Strategic Development Frameworks for Five Provincial Capital Cities

LANDSCAPE-B.2

Environmental Land Use Planning Strategy Considerations Sustainable land-use planning is an effective tool in connecting urban planning with environmental goal setting and the management of natural resources. A particular focus is given to protecting ecologically sensitive areas from urban and economic development through environmental conservation, the prevention of urban sprawl, the reduction of pollution or exposure to environmental risk, and to reconcile land-use conflicts. While environmental land use planning spans a wide field and is discussed in more detail in toolkit [L-A], this toolkit primarily focuses on addressing current and anticipated land-use conflicts. This includes the regulation of urban growth into environmentally sensitive areas and the restriction of growth into zones of environmental risk through the development of adequate buffer zones.

B.2.1

Restrict Urban Growth into Risk Prone Hills

B.2.1

Restrict Urban Growth into the Floodplain B.2.1

B.2.1 Restrict and regulate urban growth in high risk areas and sensitive natural landscapes An effective tool to regulate and restrict urban growth and legally protect important natural systems is the development of buffer zones. Buffer zones aim to avert both the effect of negative environmental or human influences by preserving the ecological function of the landscape system. In the context of Afghanistan, buffer zones regulate urban growth along a major river and restrict development within the rivers flood plain. To protect aquifers and improve the city’s water quality, buffer zones restrict growth into a wetland zone or an important aquifer recharge area and regulates growth around the periphery of the protected area. They also protect vulnerable urban areas from environmental risks such as landslides in steep hillsides, along drainage and flood corridors, or in areas where the buffer shields a community’s exposure to industrial hazards. Settlements and communities already located in high-risk areas should be considered to be relocated. For details see landscape toolkit [L-C.7] Resettlement and Relocation Program. Buffer zoning further applies to conserve and manage important ecological functions, such as the stabilization of riverbanks or the provision of food and habitat to wildlife, especially along riparian corridors. With the improvement of agricultural practices and the application of artificial fertilizers and pesticides, a vegetated buffer zone is an effective element to filter out sediment-bound pesticides. Buffer zones also improve water quality by preventing heavy metals and toxins from the infiltration into the local aquifer where they pose a human health risk, but also from getting washed out into larger water bodies where they could lead to environmental damage.

Restrict Growth on Unstable Slopes

Related Objectives: Development control regulation (DCR), Resettlement and Relocation Program, Risk management, ecosystem services, protection of biodiversity, sustainable development. Process: NEPA and AUWSSC, with the potential consultation of international experts, should consider developing national guidelines and standards for buffer zones. These guidelines need to be reviewed and approved by other governmental bodies and the different ministries and implemented by municipalities. Institutions & Support: NEPA and AUWSSC with support form international experts.

B.2.2 Development control regulation (DCR) considerations In addition to buffer zoning, development control regulations (DCR) aim to guide the proper and sustainable development of a city and ensure the welfare and safety of the general public by developing. This mechanism controls the development and the use of land by regulating the construction of new buildings, the incremental growth of existing ones, and the change of land use. Related Objectives: Control causes of degradation & harmful land management practices [L-A-3.1], Development Regulations/ Controls for Slope Development [L-A.3.2], Establish adequate setback buffers [L-A.4.1], Restoration of Degraded Palustrine (Inland) Waters [L-A.4.2], Protect aquifer recharge zones & well fields [L-A.5.2], Regulate groundwater extraction [L-A.5.3].

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Toolkit L-B

Reconciliation of sensitive ecosystems with urban development

(Top Left) An ecological corridor in Santiago Chile. Source: Thomas Nideroest (Top Right) Bishan-Ang Mo Kio Park, a revitalized river and drainage corridor, designed to flood. Source: Thomas Nideroest (Bottom) An image of Tianjin’s Qiaoyuan Wetland Park, demonstrating how park design can be successfully used to remediate former dumping grounds of the city. Source: Thomas Nideroest

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Process: Standards for upland development should be based on international standards while also considering traditional building practices. Within the municipal planning department implement a review process that incorporates accepted environmental standards and provides an additional level of review for sensitive sites to be reviewed by the municipalities natural resource officer, office, or board (as recommended in L-A.2.2). Compliance should be integrated into the permitting and inspection process. Siting Requirements: Development should be regulated where it is endangered from natural hazards, or where development is posing a threat to ecologically sensitive environments and threaten the safety and public health. Institutions & Support: Led and enforced by municipal planning departments, NEPA, MUDL, and MAIL. Standards need to be reviewed and approved by other government agencies.

Strategic Development Frameworks for Five Provincial Capital Cities

LANDSCAPE-B.3

Water Sensitive Design (WSD) and Low-Impact Development (LID) Standards This section discusses best management practices and guidelines for urban development and stormwater management where up to 95% of all rainfall events are managed on-site. Water sensitive design is an approach that aims to capture rainfall where it falls, store it with natural or built systems, and release it for social or environmental purposes including the infiltration into local aquifers. This landscape approach proposes to integrate green infrastructure to manage the urban water cycle, minimize environmental degradation, and improve the aesthetic and recreational appeal of an urban area. Water sensitive design practices should be conceived as low impact development (LID), where the design of green infrastructures use or mimic natural processes that protect water quality of river systems and aquifers by intercepting, slowing, and infiltrating rainwater. The development of functional landscape infrastructures bear multiple benefits, increase the urban open space ratio and connect important open spaces with each other, as discussed under [L-D.1] Metropolitan blue & green network and [L-D.2] Landscape integrated infrastructure strategies. This toolkit discusses opportunities for cities to improve their stormwater management system through the implementation of green infrastructures which aim to capture, store, release, and utilize rainwater.

Water Conveyance B.3.3 along Streets and Corridors

Water Managment for B.3.1 Development Parcels Strategies for B.3.2 Open Spaces

Areas for Water Sensitive Design

B.3.1 Development Parcels and Buildings Individual development parcels and buildings are key locations where rainwater falls and runoff into the urban water system is generated, as they make up the majority of the urban land use. With that, the accumulation of development parcels within an urban agglomeration is considered an important origin for water flow. A key principle to mitigating terrestrial flooding is the management of water at the source where it falls. Landscape strategies aim to capture rainwater at its source to reduce run-off volumes released into the urban drainage system by capturing and storing it on site. The reduction of stormwater runoff and pollution can be improved through the following green infrastructures: » » » » » » » »

Green and blue roofs (water harvesting) Storage units (barrels and cisterns) Bio-retention areas Vegetated swale and dry swale integrated in the site design Constructed wetlands Gray water tanks and reuse distribution systems (larger facilities) Sunken plazas Rain gardens

Related Objectives: The strategies above are key to mitigating urban flood risk [L-C.3], solid waste and pollution management [L-C.2.2], and development of control regulation considerations [L-B.2.2]. Process: Municipal policy recommendations for stormwater management standards should be included for large institutional development sites and economic development sites, stating the open space ratio and requirement to manage stormwater on-site. Guidelines for individual residential development parcels should be provided and encouraged for water harvesting in especially arid regions of the country. Siting Requirements: The implementation of the landscape strategies listed above will depend on the building typology, the terrain conditions of the site and the financial opportunities to incorporate new technologies. Institutions & Support: Municipality with the collaboration of MUDL, and MoEc. Technical support should be provided for nahias, so that grassroots initiatives can arise.

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Toolkit L-B

Reconciliation of sensitive ecosystems with urban development

B.3.2 Open Spaces

B.3.3 Corridors

Description: Urban open spaces such as paved plazas, markets, urban nodes, gardens, parks, and other green spaces are considered receptors of rainwaters. The amount of water that they can hold depends on the shape, size, and slope of the open spaces and on their surface attributes. Open spaces are important stepping stones in the urban fabric and can provide an opportunity to manage rainwater for a community or a neighborhood, while also functioning as a place for active and passive recreation. Landscape strategies in open spaces aim to accommodate opportunities to hold, store, and slowly release rainwater through infiltration either intentionally or temporarily (designed inundation). The storage and infiltration of rainwater can be enhanced through the following open space integrated green infrastructures:

Urban corridors such as development corridors, streets, railways, or waterways including rivers, streams, drainage corridors, and canals are considered blue and green pathways, which receive water and through which water is being conveyed. These linear open spaces are essential in connecting the previous two categories “development parcels” with “open spaces” in regard to a connected urban water management system and in regard to building an interconnected metropolitan park system. Landscape strategies for corridors aim to enhance the capacity to convey water and infiltrate and permeate water through the softening and greening of the linear corridors. Improving the conveyance of water through linear corridors can be provided through the integration of the following green infrastructures:

» » » » » » »

Constructed ponds Constructed Wetlands Biofiltration Basins Tree clusters Sunken rain gardens Sunken plazas Plaza integrated collection tanks (greywater reuse)

Related Objectives: The strategies above are key to mitigating urban flood risk [L-C.3], solid waste and pollution management [L-C.2.2], development of control regulation considerations [L-B.2.2], revitalize drainage systems within critical hillsides [L-C.4.1], capture run-off along lower foothills [L-C.4.3], and metropolitan blue & green network [L-D.1] incl. sub-chapters. Process: The municipal department of parks should identify areas of high, medium, and low flood risk to identify opportunities for stormwater upgrading projects for existing open spaces. The municipality should also develop stormwater management standards for the construction of new public open spaces. Siting Requirements: Identify urban areas of need to combine the construction of new public parks and open spaces with the mitigation of flooding. Identify areas of high flood risk and target tactile green infrastructure upgrades to existing open spaces. Implementation can happen by the municipal department of parks or through nahia improvement programs.

» » » » » » » »

Green streets or tree lined streets Street integrated bioswales Green medians (xeric vegetation) Sidewalk planters Tree trenches Vegetated roundabouts & curb bulb-outs Riparian corridor Buffer zones waterways

Related Objectives: The strategies above are key to mitigating urban flood risk [L-C.3], solid waste and pollution management [L-C.2.2], development of control regulation considerations [L-B.2.2], and metropolitan blue & green network [L-D.1] incl. sub-chapters. Process: Strategies to improve the conveyance of water along linear corridors should happen through the development of stormwater management standards. Implementation can happen by the municipal department of parks or through nahia improvement programs. Institutions & Support: Municipal department of parks in collaboration with MUDL and nahias.

Institutions & Support: Municipal department of parks in collaboration with MUDL and nahias. V.64

Strategic Development Frameworks for Five Provincial Capital Cities

LANDSCAPE-B.4

New Development Closed Sanitation Chain Implementation While some new development poses a significant threat to sensitive environments, impacting local aquifers through both point and non-point source pollution and should, therefore, be restricted, the development of well designed residential communities may be allowed if they pose no harm. This requires new development to develop an on-site or off-site wastewater management system that ensures containment, emptying, transportation, treatment, and safe reuse or disposal of septage and sewage. For more information on closed sanitation chain implementation strategies and technologies see the urban toolkit [L-U.B] [L-U.C].

(Left) The Bicentenario Park in Santiago, Chile integrates captured rainwater as an amenity of the park. Source: Thomas Nideroest (Center) A tree lined sidewalk in Santiago, Chile, provides a micro-climate and significant atmosphere. Source: Thomas Nideroest (Below) A low income and informal neighborhoods with an open sewage systems are considered a source for environmental pollution. Source. Kiana Hayeri

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LANDSCAPE & ECOLOGY TOOLKIT // L-C

Risk Mitigation and Ecological Revitalization The Five Provincial Capital Cities are exposed to a number of environmental and human risks which are either physical, chemical, or biological. The degree of exposure and their associated vulnerabilities varies between urban dwellings and rural livelihoods, as well as geographic location. For example, while all five provinces are highly vulnerable to drought and water shortages, Nangarhar and Balkh province are most vulnerable to earthquakes, Nangarhar and Khost are susceptible to flood and landslide risks, and Herat province primarily to landslides. Environmental risks such as floods, landslides, and drought are estimated to increase with ongoing climate change [see Baseline Report]. If no actions or mitigation measures are taken, exposure to pollution through wastewater, solid waste, eutrophication, industrial waste, and contaminated water resources will continue to increase with the rapid urban and population growth. Contour Tree Planting to Mitigate Landslide Risk

Education & Training Center

C.4 C.7

C.1

Communities in Risk of Landslides Manage Urban Waste and Effluent

Mountainous Forest

C.2

Ra ng Me elan ad d ow & s

C.3 Communities in Risk of Flooding

Upland Rangeland Reservoir (Seasonal)

National Conservation Zone & Potential Province Park Regional Hillsides & Mountains

High Risk Landslide Zone Peri Urban Steep Slopes (Slope >25%)

Toolkit L-C

Low-Medium Risk Landslide Zone Urban Slopes (Slope 5-15%)

Shallow High Contam

Urban

C.2

Components

Institutions & Support

L-C.1

Environmental Risk Assessment Program (potential capacity building)

NEPA, MUDL, AUWSSC, Municipality

L-C.2

Waste and Pollution Management Program

NEPA, MUDL, MoPW, Municipality

L-C.3

Urban Flood Risk Mitigation Strategies

NEPA, MAIL, MoPW, Municipality

L-C.4

Landslide Risk and Erosion Mitigation Strategies

NEPA, MAIL, Municipality

L-C.5

Drought Risk Mitigation and Adaptation

NEPA, MAIL, MUDL, MoPW, Municipality

L-C.6

Environmental Risk and Climate Change Impact Mitigation

MUDL, Municipality

L-C.7

Resettlement and Relocation Program

Solid Waste Transfer Station C.4

Structural Flood Contrul

C.3

Agro Forestry to mitigate Climate Change

C.5

Crop Diversification to Mitigate Drought

C.7

Communities in Risk of Flash Floods

C.6 Hillside

River C

orrido

Agricultural Fields

Wetland

Aquifers mination Risk

n Core

L-#

Buffer Zone

Aquifer Recharge Zone

Riverine Flood Plain

Agricultural Belt

Toolkit L-C

Risk mitigation and ecological revitalization

LANDSCAPE - C.1

Environmental Risk Assessment Program (ESP) With each project proposed that is advanced toward implementation, environmental and social due diligence is necessary to ensure there are minimal to no adverse impacts to surrounding communities and the environment. The Environmental & Social Management Framework (ESMF) developed for the Afghanistan Five Provincial Capital Cities UDSP and World Bank Operational Policy 4.01 (Environmental Assessment) fulfill this level of due diligence. However, the current environmental and social data that exists to support spatial planning and investment is often coarse, requiring additional studies to adequately understand risk and key indicators and metrics. The following kit components outline a fundamental approach to address environmental protection and risk assessment.

(Above) Khol-e Hashmat Khan in Kabul. Source: Wakil Kohsar

C.1.1 Environmental and Risk Data Management

Policy 4.01 (Environmental Assessment).

The Baseline Assessment and Diagnostic Report highlight significant data gaps related to environmental parameters. Building toward (a fundamental step in the UDSP) significant field reconnaissance and geospatial analysis is needed to adequately identify and understand each city’s baseline environmental conditions and potential for risk.

Related Objectives: Improving health, safety, and livelihoods through the protection of natural resources and ecosystem services, risk management, and inclusive development.

Related Objectives: Flood zone mapping and monitoring [see L-C.S.3], geologic hazard mapping [see L-C.S.4], groundwater and aquifer mapping [see L-C.S.5], water quality monitoring; ecosystem/habitat and endangered species mapping [see L-C.S.1]. Process: Identify critical data gaps and work collaboratively to implement necessary studies to build a baseline data set. Build capacity within government ministries, agencies, and universities to manage data and update at regular intervals to track trends of key indicators and metrics over time. Siting Requirements: Studies should focus on specific resources within each city where data gaps exist. Institutions & Support: MUDL, WRA, NEPA, AGS, Municipalities, NGO’s.

C.1.2 Environmental and Social Assessment (ESA) Process Projects which emerge from the SDF process are required to uphold environmental and social safeguards to minimize and mitigate potential impacts prior to project funding by the World Bank. The ESA process is guided by the Environmental & Social Management Framework (ESMF) developed for the Afghanistan Five Provincial Capital Cities UDSP and World Bank Operational V.68

Process: The ESA process begins with Pre-Screening (checklistbased) which is supported initially by data collected in the Baseline Environmental Assessment. As noted in C.1.1 Environmental & Risk Data Management, at the time of this report, significant data gaps remain and proper review of the checklist (pre-construction) may require the collection of site-specific data. The Pre-Screening Checklist is followed by Project Categorization, based on compliance with World Bank Safeguards. Projects that are likely to have significant adverse impacts to the environment will not be considered. Projects deemed modest- and low-risk are eligible for World Bank (WB) consideration and will then require either development of a full Environmental & Social Management Plan (ESMP) or a checklist-type ESMP (for qualifying low-risk projects only). The review process ensures compliance with WB Safeguard Policies as well as national laws and regulations. This is followed by public participation and information disclosure pre-approval and construction. Projects moving forward are supervised and monitored from implementation through completion. Siting Requirements: This process will be utilized to determine the proper siting of projects in order to minimize or avoid negative environmental impacts. Institutions & Support: World Bank, MUDL, NEPA, WRA, Municipalities.

Strategic Development Frameworks for Five Provincial Capital Cities

LANDSCAPE - C.2

Waste and Pollution Management The pollution of drinking water is critical in city-regions with limited access to natural resources. With many currently relying on private wells for drinking water, many of these draw upon shallow aquifers, threatened by the mismanagement of waste and effluents of a growing population. To safeguard the health of urban agglomerations and prevent future outbreaks of diseases, an emphasis must be given to the proper management of waste. Strategies must incorporate both formal and informal approaches across a variety of scales. The components outlined below address some of the most urgent aspects of waste and pollution management.

C.2.3 Waste Transfer Station

C.2.1 Informal Housing C.2.3 Drainage Canal

C.2.1 Implementation of closed sanitation chains in underserved neighborhoods

and sanitation improvements [U-E.3], neighborhood trunk and feeder lines [U-E.4], pit latrine upgrading program [U-E.6].

This component addresses gaps in sanitation systems from containment, emptying, transportation, treatment, and safe reuse or disposal of septage and sewage. This is a low-cost strategy, typically used in low-income settings where the construction of a formal sewerage system is not feasible. See details under urban toolkit [U-A.2-4].

Process: Increase municipal waste collection and processing capacity. Educate communities on waste management. Provide incentives for residents. Develop a need-based inventory and develop upgrading priorities.

Related Objectives: Improving the communal management of effluents and eliminating human exposure to pathogens. Process: The container-based sanitation toilet requires no water and can easily be moved and emptied when it’s full. Full containers are sealed and transported to a waste processing and treatment facility by a local service provider. Containers are disinfected before being delivered to the next customer. Siting Requirements: Prioritize low-income and underserved neighborhoods that will not be able to access formal sanitation in the short and mid-term. Institutions & Support: AUWSSC, MUDL, Municipalities, NGO’s (Toilet Upgrade Program).

C.2.2 Solid waste and pollution management This component addresses the management of solid waste. This includes street and canal cleanup, as well as management of industrial waste to mitigate pollution. Related Objectives: Capture waste at the source to reduce the pollution of key natural resources and decrease exposure to health risks. For more detail see urban tool kit: Solid waste management

Siting Requirements: Prioritize need-based neighborhoods or investments into projects such as trunk lines to improve the overalls waste management system. Institutions & Support: MUDO, Municipalities (Sanitation, Municipal Planning and Land Use, Environmental Health)

C.2.3 Canal and drainage clean-up Remove solid waste from drainage corridors and canals to decrease the pollution of shallow aquifers and increase rainwater run-off rates. Related Objectives: Reduce solid waste in drainage systems based on a do no harm principle by enforcing protection status as indicated in [L-A.5] Aquifer and groundwater resources protection program, and [L-B.2.2] Develop control regulation considerations. Process: Incorporate clean up within municipal waste management network. Appoint Nahia-Level District Managers to monitor and manage drainage corridors. Siting Requirements: Identify key drainage corridors and prioritize major drainage ways Institutions & Support: AUWSSC, Municipalities (Park Services, Environment Health, Sanitation) Urban Design & Development Toolkits

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Toolkit L-C

Risk mitigation and ecological revitalization

LANDSCAPE - C.3

Urban Flood Risk Mitigation The risk of urban flooding is accelerated by the effects of climate change (earlier snow melts during the rain season) and by unplanned growth expanding into drainage corridors and floodplains. To reduce risk to urban settlements and mitigate the risk to exposure, strategies include structural and non-structural interventions (early warning systems, stormwater upgrades, berms, etc.) to increase the urban resilience.

C.3.1 Check Dam

C.3.4 Bio Swale C.3.2

Drainage Corridor

C.3.1 Check dams along drainage corridors A reinforced rubble (gabion) wall constructed across seasonal streams to capture sediments to store and delay the drainage of water. This structure is a low cost and low maintenance strategy that protects against flooding and recharges groundwater (considered a water conservation strategy). Related Objectives: Rangeland and forest (upland) conservation program [L-A.3], river, wetland and water-body conservation [LA.4], aquifer and groundwater resource protection [L-A.5]. Process: Applicable water solution for most dryland environments. Requires sufficient sandy sediments. Siting Requirements: Upstream within seasonal drainage and riparian corridors. Institutions & Support: MAIL, MRRD, Municipality, NGO’s

C.3.2 Widen and connect drainage and riparian corridors Allow seasonal drainage and riparian corridors (floodplains) to fluctuate during big rain events by protecting and restoring sufficient buffer zones. Fortify edges and boundaries using bioengineering strategies (not concrete-lined) to promote infiltration. Related Objectives: River, wetland and water-body conservation [L-A.4], restrict and regulate urban growth in high-risk areas and sensitive natural landscapes [L-B.2.1], and water-sensitive design and low-impact development standards [L-B.3].

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C.3.3 Buffer for drainage corridor

Flood C.3.4 Protection

Process: Develop sufficient buffer zones, relocate communities in high-risk areas [see L-C.S.3] and fortify edge conditions. Siting Requirements: Identify key drainage corridors and settlements in risk, prioritize action to key risk areas. Institutions & Support: NEPA, MoPW, Municipality.

C.3.3 Anticipate and define new drainage and riparian corridors To accommodate rapid urban growth, land use and zoning must expand to allow for new development. Anticipate areas of growth to allow the integration of key drainage and riparian corridors with sufficient buffer zones. Related Objectives: Sustainable urban and economic development. Proactive risk management. Water-sensitive design and low-impact development standards [L-B.3], metropolitan blue and green network [L-D.1]. Process: Refer to the spatial development framework and focus on residential and economic expansion areas including informal development areas to identify key drainage corridors. Apply buffer zones and design hydraulic linkages. Siting Requirements: Major drainage corridors in residential expansion zones. Institutions & Support: MUDL, MoPW, Municipality

Strategic Development Frameworks for Five Provincial Capital Cities

C.3.4 Water-sensitive urban design Water sensitive design comprises a number of best management practices for stormwater management, divided into three functions: capture, store, and slowly release. These functions relate to different open space typologies that aim to capture and hold rainwater at the origin where it falls, convey it along green pathways, store it in larger parks and stormwater specific landscapes, and release it slowly into adjacent water bodies or into the local aquifer. These landscape strategies incrementally build urban resilience and find application across the municipal, nahia, or community level. More information on how to reconcile sensitive ecosystems with urban development can be found under the landscape toolkit: [L-B.3] Water sensitive design and low-impact development standards.

C.3.5 Fortify waterfronts with structural elements Urbanized waterfront along major rivers and streams are exposed to riverine flooding and erosion. Protecting existing development with strategic use of structural elements such as flood walls, raised dams, and levees provide an opportunity to simultaneously activate this waterfront for recreational opportunities. Structural elements are high in const and require strategic and evidence-based siting. Related Objectives: Protect existing settlements from riverine flooding and erosion. Improve access to the river and provide recreational opportunities. Process: Identify structural elements based on spatial requirements and recreational opportunities. Develop a site plan that identifies spatial configurations and connections.

Siting Requirements: Identify risk-prone areas along major rivers and streams. Prioritize structural fortification to key river segments and provide evidence on the level of protection. Institutions & Support: NEPA, MUDL, MoPW, Municipality.

C.3.6 Fortify waterfronts with non-structural elements Non-urbanized and agricultural land along major rivers and streams are frequently exposed to riverine flooding and erosion. To protect crops from being flooded and maintain irrigated land along rivers, non-structural elements provide an opportunity for low-cost protection. Bio-engineered stream bank stabilization includes the application of buffer zones in which the rooting of vegetation (agroforestry, pole plantings, post plantings, brush mattresses, brush layer, bush trench, etc.) protects rivers from erosion. Related Objectives: Reduction of riverine erosion, protection against flood, filtration of agricultural runoff, and economic opportunity. Water-sensitive design and low-impact development standards [L-B.3] and metropolitan blue and green network [L-D.1]. Process: Identify critical areas in need of fortification, develop adequate buffer zones, and adequate bioengineering technique, source local plant material (nurseries and other). Provide incentives for farmers to fortify riverbanks. Provide training. Siting Requirements: Review spatial framework and risk assessment for areas of high risk and define land ownership to work with private entities. Institutions & Support: NEPA, MAIL, Municipalities.

(Above) Flood protection along the Mapocho River in Santiago, Chile included the construction of bike and pedestrian paths. Source: Thomas Nideroest Urban Design & Development Toolkits

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Toolkit L-C

Risk mitigation and ecological revitalization

LANDSCAPE - C.4

Landslide Risk and Erosion Mitigation With each of the Five Provincial Capital Cities expanding into adjacent hillside areas, the risk of landslide and sediment transport from extreme rainfall events is of critical concern. Strategies to mitigate these risks include both structural and non-structural interventions (ecosystem restoration, small-scale earthworks, check dams, etc.) can be included in new designated open space systems, improving safety and resilience while elevating quality of life.

Capture Seasonal C.4.2 Runoff

C.4.4

Contour Planting

C.4.1

Improvement of Drainage Corridor

C.4.3

Contour Swales or Diversion

C.4.1 Revitalize drainage systems within critical hillsides

C.4.2 Capture water in upper hillsides

Degradation and development of hillside ecosystems leads to changes in patterns of runoff concentration/volume and intensity, exceeding the capacity of existing drainage systems. Restoration and revitalization of these systems aim to stabilize areas subject to excessive erosion, reducing the risk of flooding, and landslides.

Related to toolkit C.2.4 Hold water at the source - Identifying opportunities to capture and slow water high in the landscape is a significant set of strategies to reduce flood and landslide risk in populated areas downstream while improving recharge of aquifers, enhancing overall drought resilience.

Related Objectives: Reduce erosion and flash-flood risk by dispersing and slowing down the flow of water, and stabilizing existing drainage systems, also see [L-A.3] and [L-D.1.2].

Related Objectives: Reduce the risk of flash-flooding, slow release of snow-melt water, and promote infiltration/aquifer recharge, also see [L-A.3] and [L-D.1.2].

Process: Prevent disturbance and development impacts to critical drainage systems. Identify drainage systems that pose a significant risk to adjacent and downstream development. Employ a suite of strategies to and intercept/slow water movement in the landscape and promote infiltration through afforestation/restoration of hillside open spaces [C-3.4], diversion of water away from head-cuts, gabion and check-dams to capture silt, rip-lines diverting water away from gullies, in-channel retention banks, and notched weirs in-channel to induce braiding.

Process: Identify critical opportunities for small-scale water retention throughout the landscape based on topography and underlying geology.

Siting Requirements: To reduce risk of catastrophic flood events, surge ponds and flood mitigation structures should be incorporated into hillside open spaces, providing a dual benefit for city residents. Institutions & Support: Municipality (Park Department) in collaboration with NEPA, MAIL and MoPW. Project implementation opportunities at the community or nahia level.

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Institutions & Support: NEPA, MAIL, MoPW, Municipalities

C.4.3 Capture run-off along lower foothills Description: In foothill areas where water energy begins to dissipate (key point where slopes transition from convex to concave), soils and underlying geology may be more conducive of infiltration and potential aquifer recharge. Related Objectives: Reduce risk of flash-flooding and promote infiltration/aquifer recharge, see [L-A.3] and [L-D.1.2]. Process: Identify opportunities to divert water away from concentrated flows using gabion check-dams to capture silt, rip-lines to divert water away from gullies, on-contour swales, inchannel retention banks, and notched weirs in-channel to induce braiding.

Strategic Development Frameworks for Five Provincial Capital Cities

Siting Requirements: Optimal locations for capturing/ intercepting runoff along hillsides is typically below the key point - the hillside position where the curvature of the slope transitions from convex to concave. Institutions & Support: NEPA, MAIL, MoPW.

C.4.4 Low Impact Slope Stabilization Strategies The application of landscape strategies to mitigate flash floods and landslides are vital to improve slope stability and improve the resilience of hillside communities. Low impact slope stabilization strategies including terracing, keyline design, contour planting, or afforestation aim to reduce risk of flash-flooding, strategically retain and slow release snow-melt and rainwater, and promote aquifer recharge. These techniques are vital and can be deployed at the community or nahia level via a slope improvement program, funded by a non-governmental organization. The shared effort to protect the community from environmental risk further strengthens the public safety of hillsides and establishes the basis for recreational opportunities. The incremental development and inclusion of trails, benches, and picnic areas connect communities to an open space they identify with and care for. With the guidance of the municipal parks department, to guide design and implementation, including the selection of appropriate tree and vegetation, improves the local ecology and biodiversity. See more details under [L-A.3] Hillside and forest conservation program, and [L-D.3] Urban forestry capacity building program.

Related Objectives: Reduce the risk of hillside erosion and landslides by improving slope stability through low-cost landscape strategies. Process: Evaluate areas and those communities most exposed based on the rapid risk assessment in the SDF. Conduct detailed studies to assess the current condition of the ecological system, document geological and soil conditions, and develop design strategies to mitigate exposure to risk. Aide in the selection of trees and shrub species, based on future climatic conditions, water needs and develop a small portion as a pilot project to measure mortality rate and project success. Consult with disciplinary experts for larger water holding infrastructures, or drainage systems. Siting Requirements: Tree and shrub species identified for afforestation shall be planted on sites with appropriate soil and micro-climatic conditions to support establishment. Institutions & Support: Municipal Parks Department with NEPA, MAIL.

(Above) Contour planting to stabilize a steep slope in Lebanon, Beirut. Source: Al Shoulf Biosphere, Thomas Nideroest

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Toolkit L-C

Risk mitigation and ecological revitalization

LANDSCAPE - C.5

Drought Risk Mitigation and Adaptation Drought is a slow-onset natural disaster that exerts varying stresses over time. The four different drought typologies - meteorological (climatic variability), agricultural (water shortage), hydrological (depletion of natural systems), and socioeconomic (conflict over water supply) - require varying structural and non-structural strategies to reduce the social vulnerabilities. Strategic opportunities intend to adapt to a changing environment by addressing agricultural production, mitigate water shortages, and prevent water conflicts.

C.5.3

Water Retention Basins & Lakes

Balance water intake with economic output

Wetlands & C.5.3 Infiltration Ponds C.5.2

C.5.1

Manage rapidly growing towns

C.5.1 Diversify agricultural crops

C.5.2 Mitigate over extraction of aquifer resources

With increasing climate variability and water scarcity, diversification of agricultural crops can improve overall resilience during periods of drought. While staple crops would continue to be a significant component to the economy, diversification in genetics in these staples along with expanding incentives to expand lesser-known or specialty crops (adapted to the unique climate and resources of each city) offers the potential for greater flexibility and economic opportunities to smaller-scale growers.

With most cities utilizing groundwater as their source for potable water, many aquifers in rapidly urbanizing areas are declining and subject to contamination from domestic and industrial sources. Additionally, most of these aquifers are not sufficiently mapped, leading to challenges in understanding the extent of depletion and contamination. Appropriate measures must be taken to protect and ensure the sustainable use of this vital resource.

Related Objectives: Divert organic/compostable waste from landfills, increase soil organic matter, reduce evaporation in agricultural lands, employ water-saving drip irrigation methods. See agricultural production support programs [E-B.5]. Process: Working with local farmers, cooperatives, and universities introduce and test the viability of new or lesser-known crops which show potential viability in the local climate and site conditions within each city. Ensure that seed sources are part of a common good and prevent corporate interests from claiming ownership.

Related Objectives: Program to reduce pumping during high flow [see L-A.4], mechanisms to store water [see C.4.3], systems to improve access to surface water, and the identification and promotion of water recharge areas [L-C.5.3]. Process: Survey public and private wells, develop seasonal pumping regulations, educational programs on groundwater protection and restoration, develop a water bank. Institutions & Support: Afghanistan Geological Survey (supported by USGS, BGR, etc.), MEWHD, NEPA

Siting Requirements: Agricultural crops identified for introduction shall be planted on sites with appropriate soil and microclimatic conditions to support establishment. Ideally, specialty crops should be also in close proximity to potential markets and the communities they serve. Some crops may be able to take advantage of smaller urban and peri-urban parcels which are less viable for larger staple crops. Institutions & Support: MAIL, MoPW, Municipalities.

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Strategic Development Frameworks for Five Provincial Capital Cities

C.5.3 Identify and promote water recharge areas New and traditional techniques to capture and store excess precipitation are necessary to adapt to climate change given the region’s short but intense rainy seasons and increasing dry periods. Promoting aquifers as potential water banks benefit the reduction of expensive dam projects, reduces water loss to evapotranspiration, and requires dedicated zones for recharge. These recharge zones capture and infiltrate the early release of melting snow and spring rains to store them in aquifer systems, which can be accessed during dry months through well fields.

(Above) The Tempe Town Lake Dam/ Check Dam captures water as a source for drinking water. Source: Thomas Nideroest (Below) Las Arenitas wastewater treatment wetland, in the desert south of Mexicali is treats the wastewater of the city and releases the purified water back into the Colorado River Delta, where it has an environmental benefit for migrating birds. The reuse of gray water is a potential source of reused water. Source: Thomas Nideroest

Related Objectives: Several objectives regarding environmental risk such as flood risk mitigation, hillside contouring etc, are strategies to capture, store and release water into the ground, see [L-A.4]. Process: Initiate studies to inventory the groundwater resources in each city. Improvement of sanitation to mitigate the pollution of potable water. Develop protection zones (ideally upstream) to mitigate risk from pollution. Siting Requirements: Siting of water recharge areas will be determined through studies examining the unique hydro-geology of each city. Institutions & Support: Afghanistan Geological Survey (supported by USGS, BGR, etc.), MEWHD, NEPA.

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Toolkit L-C

Risk mitigation and ecological revitalization

LANDSCAPE - C.6

Environmental Risk and Climate Change Impact Mitigation Beyond the risk of flood, earthquakes and drought, arid regions are exposed to several other effects of climate change. The following components address issues of health risk (respiratory illness from dust & pollutants), food shortage, and income of agricultural livelihoods. The components below primarily relate to the economic tool kit, but are listed here for reference.

Hillside Contour C.6.2 planting as Green Belt

Economic Forest & C.6.1 Riverbank stabilization

Green C.6.4 Houses

Strategic Storage C.6.3 Facilities

C.6.1 Agro-forestry

C.6.3 Cold storage facility

The development of an agroforestry sector not only provides opportunities to build up a new economic sector for lumber and construction materials but provides additional benefits to mitigate risk. This includes the fortification of riverbanks, the protection of hillsides from landslides, mitigation of dust storms, provision of micro-climates, and potentially a reduction of illegal clear cuttings of protected forest due to an increase of lumber in the market.

Cold storage facilities at various scales become an important anchor point to collect, store, process, and distribute food. It allows the cooling and freezing of perishable food during peak harvest seasons (mitigation of low market prices from surplus). Distributed cold storage facilities are intended for the provision of a steady year-round supply of seasonal food products to urban agglomerations and for export.

For more details see the economic toolkit: Agricultural production support programs [E-B.1-5].

For more details see the economic toolkit: [E-A.1 & 3] and [E-B.1].

C.6.2 Green belt A greenbelt refers to a policy used in land use planning to promote and retain undeveloped land within and adjacent to an urban area. This land-use zone is intended to run through or around an urban agglomeration to protect natural environments, improve the air and water quality within urban agglomerations, promote wildlife, and establish a place for active and passive recreation. In the context of Afghanistan, the notion of the green belt is a strategic structural element to mitigate the velocity of dust, break hot winds, improve air quality, and promote local micro-climate benefits. Greenbelts may include natural or productive forests and agricultural lands that incorporate recreational or leisure activities.

C.6.4 Greenhouse Greenhouses provide a controlled environment for plant production. Depending on the degree of technical equipment, greenhouses are very easily sustainable, and can grow many crops, feed people of the community, and create jobs. Greenhouses are sturdy and shield out pests that could contaminate the crops. For more details see the economic toolkit: Agricultural production support programs [E-B].

For more details see the economic toolkit: Agricultural production support programs [E-B].

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Strategic Development Frameworks for Five Provincial Capital Cities

LANDSCAPE - C.7

Resettlement and Relocation Program The concept of nearby relocation is geared towards moving communities and households out of harm’s way. It is a direct measure to reduce exposure to and from environmental risk. This strategy requires MUDL in collaboration with the municipalities to identify neighborhoods or households exposed to environmental risk, develop a program that allows for sustainable and just relocation to designated areas within the urban agglomeration. The components below primarily relate to strategies of the urban tool kit but are listed here for reference.

C.7.1

Risk of Land Slides

C.7.2

Risk of Flooding along C.7.3 Drainage Corridor

Risk of Contamination C.7.1 C.7.3

Risk of Erosion

Risk of Riverine Flooding

C.7.1 Risk prone slopes

C.7.3 Flood prone areas

The rapid growth in urban agglomerations and a general lack of local capacity to plan for urban growth pushes low-income families and returning migrants into risk-prone areas. In Afghanistan, 3 million people are exposed to very high or high landslide hazards. Collaborating with the geological survey, cities must assess areas prone to landslides (generally slopes >25%) and identify the most vulnerable communities. Based on that knowledge, a strategic relocation plan can be developed in parallel to strategies outlined under [L-C.3].

Flooding in Afghan cities occurs in two ways: events associated with rivers (riverine) transporting increasing a seasonal flux of melt-water, and intense rainfall events occurring over urban areas (pluvial). Increasing variability in the seasonal timing of rainfall, in addition to changes in intensity and duration, are exacerbated by constraints of urban development. These challenges include an increase in impervious surfaces, inadequate drainage infrastructure, and encroachment of development into high-risk areas. The identification of flood-prone areas should be a collaborative effort between the geological survey and the Ministry of Energy Water. Once valid risk maps are developed, Municipalities, MUDH, and MAIL should collectively develop a plan to redefine appropriate land uses within high-risk areas, and provide incentives to help affected citizens relocate or protect their homes and livelihoods.

For more details regarding relocation strategies see the urban toolkit: [U-X.X].

C.7.2 Water sensitive areas Similar to risk-prone slopes, informal urban development with limited or no access to sanitation often expand into water sensitive areas. These areas sit on top of sedimentary deposits with higher water infiltration rates. Especially urban areas with shallow aquifers run the risk of groundwater pollution from unregulated waste and wastewater management. The results are polluted groundwater resources which may lead to waterborne diseases and health issues associated with human exposure to pathogens. The collaboration with the geological survey and the Afghan Urban Water Supply and Sewerage Corporation, cities must identify water sensitive areas in relation to local aquifers. Based on that knowledge, strategic relocation plans can be issued in parallel to strategies outlined under [L-A], [L-C.1], and [L-C.4.3].

See urban toolkit: [U-X.X].

For more details on relocation strategies see the urban toolkit: [U-X.X]. Urban Design & Development Toolkits

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LANDSCAPE & ECOLOGY TOOLKIT // L-D

Opportunistic Landscape Interventions and Infrastructure Network Coordination To accommodate a growing population and economy, cities are tasked with continuously updating, improving, and extending their basic infrastructure networks and service sectors. Strategic development and urban growth primarily happen along key corridors, important urban nodes, along rivers and streams, in specifically dedicated industrial zones, and on sites where new civic infrastructure facilities are built. As individual municipalities and national agencies have limited financial resources, priority is often given to need-based projects. This includes investments into utility infrastructure upgrades, the construction of a BRT line or an express bus system, new arterial roads, road upgrades, cultural and educational facilities, risk mitigation infrastructures, or perhaps investments to increase the management of waste and wastewater capacities through the construction of treatment facilities, waste to energy infrastructures or transfer stations.

Green Streets Connectin to Historic Garden

D.1

Ra ng Me elan ad d ow & s

Mountainous Forest

D.2

Upland Rangeland Reservoir (Seasonal)

Toolkit L-D (Focus Area) National Conservation Zone & Potential Province Park Regional Hillsides & Mountains

High Risk Landslide Zone Peri Urban Steep Slopes (Slope >25%)

Low-Medium Risk Landslide Zone Urban Slopes (Slope 5-15%)

Shallow High Contam

Urban

D.1

Revitalized Urban Stream D.3

Components

Institutions & Support

L-D.1

Metropolitan Blue and Green Network

NEPA, MUDL, AUWSSC, Municipality

L-D.2

Landscape Integrated Infrastructure Strategies

NEPA, MUDL, MoPW, Municipality

L-D.3

Urban Forestry Capacity Building Program

NEPA, MAIL, MoPW, Municipality

D.1

Revitalized Drainage Corridor as Open Space

Urban Nursery Hillside

River C

orrido

Agricultural Fields

Wetland

Aquifers mination Risk

n Core

Wastewater Treatment Facility and Weltand

L-#

Buffer Zone

Aquifer Recharge Zone

Riverine Flood Plain

Agricultural Belt

Toolkit L-D

Opportunistic landscape interventions and infrastructure network coordination

LANDSCAPE - D.1

Metropolitan Blue and Green Network The traditional approach to urban infrastructure development is primarily based on mono-functional and engineered infrastructures, which are discharging rainwater into pipes or protecting riverbanks with heavy flood-walls. Transitioning towards a blue-green infrastructure (BIG) approach offers an alternative solution in which the socio-economic benefits of addressing water as a potential civic amenity becomes a guiding principle. The blue and green network aims to improve human health, public well-being, and the regional ecosystem and biodiversity, by developing a metropolitan parks and open space system. This approach links natural and cultural landscapes, institutional and cultural sites, historic and symbolic landmarks into an interconnected network of traditional and nontraditional open spaces with a high degree of recreational opportunities.

D.1.2

Recreation Potential in nearby Hillsides

Potential for D.1.3 Local Recreation

Public Urban D.1.1 Park (Plaza)

Connection to Historic Garden D.1.3

D.1.4 Recreation along an urban Stream

D.1.1 Metropolitan parks and open space typology standards

Public Urban Parks

Description: The development of a holistic metropolitan park and open space network is vital in building social and urban resilience. It requires an inventory of existing open spaces and associated financial resource budgets to manage and maintain this network as a baseline to incrementally developing additional parks. In addition to the inventory, the development of an open space typology tool kit and building standards provides a holistic approach to ensure the diversity and plurality of open spaces across all scales and types. Both, the inventory and the typology tool kit become a functional tool and mechanism to cross collaborate between governing institutions. As an example, the open space typologies may be organized in the following categories:

» » » » »

Institutional » » » »

Administration Education (schools and training centers) Universities Healthcare (hospitals and clinics with open spaces)

Cultural and Religious » » » »

Public gardens (green spaces with monuments) Mosques (with associated public open space) Mausoleum and shrines (with associated open space) Cemeteries (tree planting, drainage, and seating areas)

Courtyard park (less than 1 ha) Neighborhood park (1-10 ha) Community park (10-50 ha) Botanic garden Themed (zoo, amusement park, etc.)

Regional Parks (greater than 50 ha) » » » »

Hilltop parks Forests Regional Parks and Ecological biospheres Lakes, wetlands, and other water bodies

Related Objectives: Develop an inventory of existing parks and open spaces and establish a typology tool kit. Process: Approve inventory, including budgeting, and tool kit as a working document to benchmark accessibility of available open spaces across the city and district, to evaluate areas of need. Siting Requirements: After identifying need-based districts or nahias, coordinate ongoing infrastructure projects, or link cultural heritage upgrade projects to the development of additional parks within the targeted district or nahia. Institutions & Support: Municipal Parks Department.

Commercial » » »

Chowks (intersections with social interactions) Markets and bazaars Taxi ranks and bus terminals (major hubs)

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Strategic Development Frameworks for Five Provincial Capital Cities

D.1.2 Linking parks and open spaces with the natural and cultural landscape This strategic toolkit aims to capitalize on natural and cultural landscapes as potential green spaces for active and passive recreation. The majority of these green spaces are the result of environmental risk protection or ecological improvement projects. They include flood and erosion mitigation measures along drainage corridors and river banks, afforestation and contour planting of landslide vulnerable slopes and hillsides, or newly established green belts and forests at the peri-urban intersection to mitigate drought and air pollution. These cultural landscapes can incrementally be equipped with low impact interventions such as trails, benches, small parks, and gardens that provide citizens with an opportunity to gather, socialize, and recreate.

historically important mausoleums, places of religious and cultural significance such as cemeteries. These open spaces have a degree of public accessibility and become a shared cultural amenity. Related Objectives: Activate conserved cultural heritage sites as passive open spaces, by providing a degree of controlled public accessibility. Process: The Ministry of Information and Culture (MoIC) should develop a regional inventory of classified and evaluated heritage sites. Based on annual provincial budgets or donations from institutions such as the Aga Khan Foundation, revitalization projects can be defined. This provides ground to discuss opportunities to recover heritage sites and improve public accessibility.

Related Objectives: Transform risk mitigated natural and cultural landscapes as potential open spaces.

Siting Requirements: Heritage site inventory and funded project list.

Process: Develop an inventory of planned or ongoing landscape revitalization and risk mitigation projects through the exchange with other municipal institutions. In the dialog with other departments, discuss the opportunity for the integration of civic amenities such as a trail along a drainage corridor. Projects may be district, nahia or community-led.

Institutions & Support: Municipal Parks Department with MoIC and MUDL.

D.1.4 Create blue-green linkages through a network of recreational pathways and trails

Institutions & Support: Municipal Parks Department with MAIL, MoEW, MoPH, and NEPA.

The linkage of individual metropolitan parks and open spaces through the means of pathways along tree-lined corridors, trails along vegetated river corridors and canals, not only increases the accessibility from and to open spaces, but also activates traditional corridors as civic greenways. Strategic, low impact development interventions can incrementally build a robust network of safe pedestrian pathways and street integrated bicycle lanes.

D.1.3 Linking parks and open spaces with cultural and heritage site revitalization

Related Objectives: Improve connectivity and accessibility between individual parks and open spaces.

The revitalization of cultural heritage sites is an integral part of preserving the nation’s history. But only the linkage through active conservation to the values and needs makes them accessible to the current generation of Afghans. The degree of activation and inclusion into the metropolitan park and open space network varies on the characteristics and state of a specific site. However, cultural heritage sites should be considered as places with recreational or contemplative value, which includes shrines,

Process: Prioritize strategic interventions based on opportunistic and emerging development projects. Projects may be district, nahia, or community-led.

(Left) The preservation of the Byblos Citadel, in Lebanon was linked with an opportunity for active recreation and tourism. Source: Thomas Nideroest

(Right) Tall trees shading Government Ave. in Cape Town’s city center. Source: Thomas Nideroest

Siting Requirements: Utilize rapid risk assessment maps to locate areas of concern and compare them with open space needbased areas. See need-based inventory [L-D.1.1].

Siting Requirements: Streets, rivers, drainage corridors, canals and hillsides. Institutions & Support: Municipal Parks Department with MUDL, AUWSSC, MAIL,

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Toolkit L-D

Opportunistic landscape interventions and infrastructure network coordination

LANDSCAPE - D.2

Landscape Integrated Infrastructure Strategies Align and coordinate need-based infrastructure projects such as the construction of utilities like water and wastewater trunk lines along development corridors. The construction of waste transfer stations and wastewater treatment facilities in proximity to drainage corridors and canals, or the construction of sustainable energy plants such as a waste to energy facility, also happen at the agri-urban periphery in the cultural landscape. This provides opportunities to synchronize the requirement for need-based infrastructure with tactile landscape design interventions to include ecological and open space values. These opportunistic design projects need to be established by ensuring cross-governmental communications and information systems.

D.2.3

Wind Energy Project aligned with Trails

Tree Line D.2.2 Street

Wetland adjacent D.2.1 to a Wastewater Treatment Facility

D.2.1 Coordinate public parks and open spaces with water supply and wastewater treatment infrastructure projects

D.2.2 Coordinate public parks and open spaces with road infrastructure and corridor development projects

The quality of wastewater treatment technologies have improved tremendously. Today, effluent water can be treated and upgraded for human reuse (toilet to tap) or it can be prepared for irrigation (gray water) or cleaned to a degree where it’s released into the natural environment has no negative impacts. For this particular scenario, the strategic alignment between technical treatment facilities and a public wetland park can establish a recreational and learning environment.

Aligning corridor development and street upgrading projects with landscape design strategies such as the planting of trees, the construction of medians with integrated bioswales, or the construction of rain gardens on plazas along the corridor have many benefits. Trees act as shade structures throughout the city, making traveling across cities by foot or bike more enjoyable due to its added micro-climate. Trees further provide value to city neighborhoods by acting as carbon sinks, helping to alleviate air pollution within the cities of Afghanistan as they grow. Most importantly, trees and tree-lined stress increase the quality of life of residents by improving the spatial quality of streets as places of identity, making them feel more public and amendable and by bringing nature into residents’ front doorsteps.

Related Objectives: Link the treatment of wastewater with the potential of recreation. See Las Arenitas wastewater treatment wetland. (https://www.nature.org/en-us/about-us/where-we-work/ priority-landscapes/colorado-river/mexico-wastewater-treatment). Process: Conduct feasibility studies to define treatment facility requirements, effluent volumes, energy demands, and output of processed water volumes. These clarifications support the pursuit of target-oriented funding opportunities via development banks or foreign aid institutions. Siting Requirements: The siting of a wastewater treatment facility requires the proximity of, or access to an existing creek, drainage corridor, stream, or river. Larger land parcels further allow the potential to let cleansed water to be circulated in a wetland park with different settlement basins, before discharging it into the natural environment. Institutions & Support: AUWSSC with local municipalities, MAIL, MoEc, MoEW, and foreign expertise knowledge if required. V.82

In addition to improving the physical environment through tree planting, the development of incorporated bioswales helps cities to improve their resilience, by mitigating pluvial flooding during the main rain season. Bioswales are channels designed to concentrate and convey stormwater runoff, vehicle removing debris, and pollutants. These sloped drainage channels are vegetated or xeriscaped linear landscapes that benefit the recharging of groundwater, while further adding to the corridor’s micro-climate and visual atmosphere. More information can be found under: L-B.3 Water-Sensitive Design and Low-Impact Development Related Objectives: Build urban resilience and improve the quality of life by including linear greenway and landscape strategies to corridor and street development and upgrading projects.

Strategic Development Frameworks for Five Provincial Capital Cities

Process: Coordinate corridor and street projects between MUDL, MoTCA, AUWSSC and the municipal Parks Department. Assess inclusion of landscape strategies for multiple investment benefits.

Articulating the value of open spaces in relation to a wide range of sectors increases the potential for funding and partnerships across sectors.

Siting Requirements: Prioritize funding for proposed corridor redevelopment, planned primary corridors, secondary corridors and arterial roads.

Related Objectives: Link power-related projects to ecological restoration, afforestation, and potential recreation as extended regional and metropolitan recreation area.

Institutions & Support: Municipal Parks Department with MUDL, MoTCA, AUWSSC. Internal collaboration is opportunity-based.

Process: Establish goals and objectives for power related projects and coordinate with the corresponding municipal and national institutions.

D.2.3 Coordinate public parks and open spaces with sustainable energy and waste to energy infrastructure projects While a majority of energy related projects are bound to be developed in the city-region or territory, some opportunities based on technological innovation arise along the agro-urban interface. Larger energy projects such as the development of further hydro power plants, wind farms, transmission lines, or solar fields may be connected to conservation efforts. More information can be found under: L-A.1 National Park Designation and Protection Program and L-A.3 Hillside and Forest Conservation Program. At the metropolitan or municipal scale, projects such as biomass wasteto-energy power plants or local wind farms lend itself to ecological restoration work, pollution mitigation strategies, and potential the installation of trails and pathways for passive recreation.

Siting Requirements: Project-based. Institutions & Support: ICE, MoEW with NEPA and municipal Parks Department.

(Top Left) An irrigation canal in Phoenix, Arizona provides citizen with a bicycle and running path. Source. Thomas Nideroest (Top Right) Road improvement and corridor development projects should incorporate green side walks as shown here in Bari, Italy. Source: Thomas Nideroest (Bottom) Aerial image of the Las Arenitas wastewater treatment wetland in the desert south of Mexicali, Mexico. Source: Thomas Nideroest

Urban Design & Development Toolkits

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Toolkit L-D

Opportunistic landscape interventions and infrastructure network coordination

LANDSCAPE - D.3

Urban Forestry Capacity Building Program Building urban resilience through the construction of green infrastructures such as urban forests, the implementation of tree-lined streets and canals, the revitalization of drainage corridors, rivers and cemeteries, or with the afforestation of hillsides and mountains is vital for Afghan cities to adapt to changing climates. Supporting the municipal Parks Department to plan, implement and manage projects at this scale requires knowledge-based capacity building within the municipality, training programs, as well as supporting entities that can facilitate the implementation of local projects.

D.3.1 Integrated program at university level

D.3.3 Urban nursery

Provincial capital cities with endangered ecoregions and classified biomes such as the closet forests & woodlands, the subalpine & alpine vegetation, or the xeric shrublands & open woodlands, should establish forestry and natural resource management studies within their universities. This is particularly vital in cities near priority conservation zones or cities facing natural disaster risk and land degradation. Establishing an urban forestry program or extending it as part of the agricultural program is a vital measure to educate researchers, forest managers, park managers, and skilled workers to develop strategic plans to manage natural resources, or implement afforestation projects. Align program to function as a public-private entity or to facilitate foreign investments and donations.

The development of decentralized urban nurseries is a strategic objective to increase municipal capacities to educate municipal employees and train workers on environmental and landscape management practices. Urban nurseries provide locally developed plant materials for municipal parks, corridor development projects, or aid regional reforestation efforts. They become public-private linkages and knowledge hubs for horticulture. While some urban nurseries are developed with training facilities, others may be contracted out to local or regional farmers based on project needs.

Related Objectives: Develop capacities for urban forestry as part of an existing agricultural program or natural resource management program at the university level. Establish practical training centers for forestry workers.

Process: Incremental development based on need. Additional capacities for trees and tree saplings may be contracted out.

Process: Assessment of existing university-level programs and degrees. Integration or development of an urban forestry program Institutions & Support: In combination with MAIL, MUDL, NEPA and the municipality.

D.3.2 Municipal capacity building The municipal parks department in coordination with MAIL, MUDL, NEPA, MRRD, and perhaps AUSWSSC, requires skilled workers. Their objective is to implement new parks, revitalization and conservation projects, manage protected areas, and develop strategic plans to manage natural resources. The municipality must further be trained to engage in community-based management of forests, stabilize endangered slopes with contour planning, protected areas, and important waterways, based on a number of national initiatives like the UNOPS Afghan Conservation Corps, UNEP Forest Restoration for Enhanced Functioning in Afghanistan.

Related Objectives: Establish public-private partnerships and economic opportunities. Develop decentralized education and training hubs.

Siting Requirements: Peri-urban agriculture zone (publicly or privately owned) to protect green fields from development. Institutions & Support: Municipality and MAIL.

(Top Left) Student volunteering and learning about tree species at an on site project nursery for ecological restoration and green belt development in Miguel Aleman, Mexico. Source. Thomas Nideroest (Top Right) Locals managing and caring after an urban nursery, which is used for restoration work at Laguna Grande in the Colorado River Delta. Source: Thomas Nideroest (Bottom) Trees from the nursey got planted at the Laguna Grande restoration site in Mexico. The image shows different stages of the afforestation process. Source: Thomas Nideroest

Related Objectives: Increase municipal capacity for environmental planning, implementation of afforestation, and management of conservation areas. Process: Provide opportunities for continued education and training of staff. Institutions & Support: Municipality

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Strategic Development Frameworks for Five Provincial Capital Cities

Urban Design & Development Toolkits

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Toolkit

SOCIAL EQUITY, CULTURAL ACTIVATION & HERITAGE PRESERVATION

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PLANNING, DESIGN AND IMPLEMENTATION STRATEGIES

Design and policy strategies for social equity, cultural development and heritage conservation cross different contexts

Toolkit S-A

Heritage Conservation & Activation

Toolkit S-B

Women Empowerment

Toolkit S-C

Promoting Urban Livelihoods

Toolkit S-D

Inclusive Social Development

Toolkit S-E

Social Housing Policies and Programs

Toolkit S-F

Open Space for All

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OVERVIEW

Themes

S-A

S-B

Heritage Conservation & Activation

Women Empowerment

The preservation of cultural heritage is critical factor for the effective development of Afghan provincial cities, not least in the contribution that individual buildings or historic fabric can make to a shared sense of identity for citizens of all walks of life. However, the rapid pace of urbanization across the country poses a very real threat to the surviving urban fabric in many cases, given the absence of effective implementation of guidelines and regulations aimed at safeguarding key historic property or quarters. The need for enforcement is one of the lessons learned from recent urban conservation initiatives, as is the need for investment in public infrastructure to ensure a tangible improvement in living conditions for residents of historic neighbourhoods along with measures to enhance appropriate economic activity in a manner that has a positive impact on livelihoods. Moreover, accounts should be taken of the potential for conservation to link diverse communities within a city and beyond. With this context in mind, key actions in the toolkit include:.

The principle of “a city for all” is fundamental for the successful development of Afghanistan’s provincial cities. Given effective opportunities and an appropriate environment, the full potential of all residents will be unlocked by greater participation of women in economic activity. This has the potential to enable them not only to better provide for their families but to play a role within their communities and be effective catalysts for change. At present, many Afghan women face significant challenges in pursuing education beyond primary level or having access to adequate healthcare, while only a tiny proportion find employment outside of their homes. Even in the urban environment, the public realm is far from safe for women who as a result tend to avoid public open spaces or recreational facilities. To contribute to overcoming these multiple challenges, the following strategies are proposed to provide greater opportunities for enhancing livelihoods and improving womens’ quality of life:

Proposed Strategies

• Review and confirm inventory of heritage sites and buildings

• Women Health and Education Centers

• Enhancement of public access to heritage site • Guidelines and policies for the renovation & redevelopment of private properties within heritage quarters • Provision of basic infrastructure and services to heritage sites • Investment in amenities for visitors and open spaces near heritage sites • Redevelopment of public land inside old quarters for community projects • Develop training programs in building conservation skills • Creation of heritage trails

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• Women’s Entrepreneurship Center • Women’s Prayer Spaces • Women-only Parks and “outdoor rooms” inside parks • Mobility Programs for Women • Women Urban Markets

S-C Promoting Urban Livelihoods Unemployment is widespread among urban communities, especially those who have been displaced from their rural areas of origin due to insecurity. The vast majority of those engaged in the construction sector are employed on a casual basis, and their livelihoods are therefore fragile, with a downstream impact on the urban economy as a whole. In order to contribute to social equity, investments in improving infrastructure and services should, along with urban conservation works, adopt a labour-intensive approach that matches the level of skills to be found in a given city. The experience of recent urban conservation initiatives suggests that skilled craftspeople can be found in most cities, although there may be a need to link them to regional and international markets for their products, while offering opportunities for the younger generation to gain the requisite skills if traditional techniques are to survive. Investments in urban conservation have the proven potential to contribute to a wider process of regeneration for resident communities. With this situation in mind, key actions in the toolkit to promote livelihoods include:

Proposed Strategies • Improvements to key street vendor areas • Enhanced permanent/seasonal markets for essential traders • Support for vendors’ associations • Community-based business development centers for home-based producers and others. • Support for crafts associations

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S-D

S-E

Social Housing Policies & Programs

Open Space for All

Due to periods of protracted conflict, Afghanistan’s housing supply is not nearly enough to meet its housing demand. An overwhelming majority of housing that does exist is classified as “informal housing”, meaning that there is housing insecurity in tenure, poor access to water and sanitation services, structurally sound housing materials, and adequate living space.

The development of a holistic metropolitan park and open space network is vital in building social and urban resilience. It requires an inventory of existing open spaces and associated financial resource budgets to manage and maintain this network as a baseline to incrementally developing additional parks. In addition to the inventory, the development of an open space typology tool kit and building standards provides a holistic approach to ensure the diversity and plurality of open spaces across all scales and types. Both, the inventory and the typology tool kit become a functional tool and mechanism to cross collaborate between governing institutions. As an example, the open space typologies may be organized in the following categories:

A suite of housing policies and programs should look to increase access to secure housing through land regulations and financial programs, and basic standards for construction and development of housing, all reinforced by public sector reform that is able to provide the funding, education, and guidance necessary to make a significant push in housing production and development in Afghanistan.

Proposed Strategies

• Review and confirm inventory of heritage sites and buildings

• Regional Parks

• Enhancement of public access to heritage site

• Community Parks • Neighborhood Parks

• Guidelines and policies for the renovation & redevelopment of private properties within heritage quarters

• Courtyard Parks

• Provision of basic infrastructure and services to heritage sites

• Cemeteries

• Investment in amenities for visitors and open spaces near heritage sites • Redevelopment of public land inside old quarters for community projects • Develop training programs in building conservation skills • Creation of heritage trails

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• Cultural and Religious

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S-A

Heritage Preservation & Activation Preservation of Afghanistan’s rich cultural heritage is a critical factor in the development of Afghan provincial cities as it contributes to a strong sense of historically grounded local, regional and national identity for its citizens. However, the combination of rapid urbanization and natural hazards are threatening the survival of the rich heritage fabric in afghan cities. While there are existing efforts to preserve the city’s heritage, often temes programs fail to address the full potential that heritage sites present to the progress of Afghan cities. Therefore, all cultural preservation investment initiatives must be coupled with an economic and social activation of the context in which these monuments are embedded in, in order to have a real positive impact on people’s livelihoods while improving the built environment where they live. Moreover, preservation and activation of heritage sites have the ability to connect different communities and regions, creating more equitable cities.

Components S-A-1 Review and confirm inventory of heritage sites and buildings

S-A-2 Enhancement of public access to heritage site S-A-3 Guidelines and policies for the renovation &

redevelopment of private properties within heritage quarters

S-A-4 Provision of basic infrastructure and services to

heritage sites

S-A-5 Investment in amenities for visitors and open

spaces near heritage sites

S-A-6 Redevelopment of public land inside old quarters

for community projects

S-A-7 Develop training programs in building

conservation skills

S-A-8 Creation of heritage trails

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TOOLKIT S-A

Heritage Preservation & Activation

S-A.5

S-A.1

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S-A.2

S-A.1

S-A.6

S-A.8

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S-A.4

S-A.7

Her

i ta g

e Tr ail

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TOOLKIT S-A

Heritage Preservation & Activation

S-A-1 Review and confirm inventory of heritage sites and buildings Heritage Sites in afghan cities have been in a highly vulnerable state for decades due to conflict and neglect. The first step into preservation and activation is to properly document the city’s existing heritage sites in urban and rural conditions and asses their current condition. Centralizing the different public and private preservation heritage efforts, both local and international will empower local authorities and citizens to take action

Existing research efforts:

Subcomponents:

Warwick Ball’s The Archeologica; Gazetteer of Afghanistan (1984), Soviet topographical maps, Adamec’s Historial and Political Gazetteer of Afghanistam (1972), The Afghan Heritage Mapping Partnership (AHMP), Center for Environmental Management of Military Lands (CEMML)

» Consolidate existing research and documentation by local and international organizations in a systematic way.

Institutions & Support: Ministry of Urban Development and Land (MUDL), Ministry of Rural Rehabilitation and Development (MRRD), Ministry of Information and Culture (MoIC), Local Municipalities, Archeological Institute of Afghanistan (AIA), UNESCO

» Create a municipal interactive website that serves as a platform for all heritage documentation and research in order to centralize efforts, provide the training tools and engage citizens. » Create a spatial inventory GIS database of identified heritage sites » Capacity building of Afghan heritage professionals in the use of the existing tools, technologies, and techniques for heritage management and planning.

S-A-3 Define guidelines and policies for the renovation & redevelopment of private properties within heritage quarters

Institutions & Support: Ministry of Urban Development and Land (MUDL), Ministry of Information and Culture (MoIC), Archeological Institute of Afghanistan (AIA), World Monuments Found (WMF), Aga Khan Historic Cities Program (AKTC) V.98

Historic quarters in many provincial cities in Afghanistan have a long history of rebuilding and restoration in previous centuries which makes them rich heritage sites recognized worldwide. However, conflict, loothing, earthquakes, erosion and most importantly development pressures are threatening the survival of the historic fabric of afghan old quarters. Currently, local authorities lack the policies and resources for the preservation of historic sites while the communities lack awareness of the sites’ significance and need for their protection. Thus, there’s a dire need for a plan that puts forward the right development controls to secure responsible development inside heritage quarters. Clear guidelines such as building heights, setbacks, adequate program and density can positively impact the physical condition of old quarters, while securing their cultural value.

Precedent: Aga Khan Historic Cities Program work in Heart old City

S-A-2 Enhancement of public access to heritage sites Heritage sites in Aghan cities are located both in dense urban areas and in rural settings. High-quality public transport and adequate road infrastructure has the potential to provide access to heritage sites and therefore to activate everyday cultural activities with a broader and more diverse population. Moreover, enhancing public access to heritage sites plays a key role in city local and regional tourism development, as it is often the prime means for visitors to access cultural heritage sites and local businesses. Hence, it can contribute to the competitiveness of a provincial city, creating value for all individuals and municipalities. Location Criteria:

Subcomponents:

Transit stops should be located within a five to ten minute walking distance to the entrance of heritage sites.

» Coordinate with the MoT to make sure the design of city-wide bus and BRT networks include stops near heritage sites, type A and B.

Institutions & Support: Ministry of Urban Development and Land (MUDL), Ministry of Rural Rehabilitation and Development (MRRD), inistry of Transportation (MoT), Millibus, Private Transit Operators, Local Municipalities.

» Ensure accessibility to heritage sites in rural and remote locations by providing a system of mini buses and proactively work with operators to ensure affordable coverage » Guarantee safe spaces for women, elderly, and children in public buses. » Access roads to heritage sites should be paved, and provide adequate sidewalk spaces for pedestrians, bike lanes, and trees.

S-A-4

Provision of basic infrastructure and services to heritage sites Upgrading of basic infrastructure is critical to prevent the decay of heritage sites and heritage quarters in Afghan cities. Extending basic infrastructure - drinking water, wastewater, and power - and pavement of streets and alleys will contribute not only to the improvement of the physical condition of heritage quarters but also to the quality of living of its inhabitants and. Moreover, the improvement of basic infrastructure will activate heritage sites, providing the infrastructure needed to support local and regional tourism and cultural events. Subcomponents: Institutions & Support: Ministry of Urban Development and Land (MUDL), Ministry of Information and Culture (MoIC), Archeological Institute of Afghanistan (AIA), World Monuments Found (WMF), Aga Khan Historic Cities Program (AKTC)

» Drinking water, wastewater, power infrastructure systems » Lighting infrastructure » Pavement of access streets and alleys Precedent: Aga Khan Historic Cities Program work in Heart old City V.99

TOOLKIT S-A

Heritage Preservation & Activation

S-A-5 Investment in amenities for visitors and open spaces near heritage sites In order to promote cultural heritage tourism in Afghan cities, part of the preservation efforts that needs to be undertaken is the investment in the proper infrastructure for the tourism industry. Proving the right amenities for heritage sites visitors is crucial for their cultural and economic activation. Therefore, cultural amenities such as visitor centers, museums, galleries as well commercial and open spaces play a role in delivering an enhanced experience for visitors while at the same time improving awareness of the rich history these places hold and providing community spaces for social interactions.

Subcomponents: » Visitor Centers » Museums, Galleries Institutions & Support: Ministry of Urban Development and Land (MUDL), Ministry of Information and Culture (MoIC), Aga Khan Historic Cities Program (AKTC)

» Restaurants, coffee shops » Parks, plazas

S-A-6 Redevelopment of public land inside old quarters for community and social projects

Institutions & Support: Ministry of Information and Culture (MoIC), Archeological Institute of Afghanistan (AIA), World Monuments Found (WMF), Aga Khan Historic Cities Program (AKTC), UNESCO, Ministry of Urban Development and Land (MUDL)

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Redevelopment efforts inside old quarters in Afghan cities are crucial for their social activation and therefore long term preservation. Public lands that exist within old quarters represent significant opportunity for investment in community and social development projects. Priority should be given to public lands that are under three categories: vacant lands where no development currently exists, underutilized lands which have a small amount of development or public lands with public institutions that are planning to move out of their facilities. Redevelopment should prioritize projects that have a focus on preserving the identity and heritage of the city while at the same time improve the education, livelihoods or health of the communities around it. An example of programs that could fit this category are vocational facilities for the training of traditional handicrafts and restoration of buildings, handicrafts markets and women centers. Precedents:

The Turquoise Mountain Institute for Afghan Arts and Architecture

S-A-7 Develop training centers for building conservation skills Preservation and restoration of identified heritage sites and buildings of heritage value in afghan cities is critical to the survival of Afghanistan’s history and culture. Due to the current vulnerable condition in which many heritage sites are in, there’s an extensive need of a well-trained labour force that can manage the unique challenges associated with preservation of heritage buildings. Creating effective technical vocational education and training is an opportunity to engage local communities in the craft of heritage building restoration and to provide livelihoods among low-income neighborhoods both in urban and rural settings. Subsequently, this strategy amplifies the awareness of the local population on the economic, social and cultural value of preservation of heritage sites. Precedents: Institutions & Support: Ministry of Information and Culture (MoIC), Archeological Institute of Afghanistan (AIA), World Monuments Found (WMF), Aga Khan Historic Cities Program (AKTC), UNESCO, Urban Research and Development Center

The Turquoise Mountain Institute for Afghan Arts and Architecture, Dural Aman Palace Restoration

S-A-8 Creation of heritage trails and wayfinding strategies A successful strategy to activate heritage sites in afghan cities is to invest in the creation of heritage trails for visitors and local communities. In dense urban environments, these trails have the potential to connect scattered heritage sites within the city fabric and to educate the population through wayfinding and information signage able to create awareness of the importance and value of afghan heritage. Moreover, heritage trails can successfully connect neighborhoods through the provision of safe pathways and basic infrastructure between them, which can trigger community development, new local businesses and recreational opportunities for the population. Precedents:

Institutions & Support:

Jordan heritage trail by the Jordan Trail Association, Boston Heritage Trails.

Ministry of Information and Culture (MoIC), Archeological Institute of Afghanistan (AIA), World Monuments Found (WMF), Aga Khan Historic Cities Program (AKTC), UNESCO, Urban Research and Development Center

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S-B

Women’s Empowerment If provided the right opportunities and environments, women will become a critical force of economic growth, leaders in their communities and catalysts for change. Planning cities under the principle of “a city for all” is critical for the success of afghan provincial cities, as it unlocks the full potential of all its residents. If provided the right opportunities and environments, women will become a critical force of economic growth, leaders in their communities and catalysts for change. However, women in most afghan cities face tremendous challenges in gaining access to basic opportunities and services such as education, healthcare, transportation, and employment. Moreover, women are exposed to unsafe and unwelcome physical environments and lack access to open spaces and recreation amenities to thrive. Overcoming these challenges will require proactive, intentional strategies to improve the quality of life and opportunities for women in Afghan cities.

Components S-B-1 Women Health and Education Centers S-B-2 Women’s Entrepreneurship Center S-B-3 Women’s Prayer Spaces S-B-4 Women-only Parks and “outdoor rooms” inside parks S-B-5 Mobility Programs for Women S-B-6 Women Urban Markets

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TOOLKIT S-B

Women Empowerment

S-B-1 Women Health and Education Centers Health and wellness is a cornerstone of any city’s quality of life. Given the volatility of recent decades, medical care and mental support services are highly needed in Afghanistan. These issues are further exacerbated by limitations placed on women’s accessibility to healthcare and recreational facilities. Similar challenges are also observed in women’s access to education and training, preventing them to meaningfully contribute to the country’s economic development. All of these issues point to the need for targeted efforts to cultivate a comprehensive approach to women’s healthcare and education in Afghan cities.

Location Criteria:

Subcomponents:

Larger district centers associated to BRT lines, while smaller community centers distributed across Gozars to ensure universal access.

» Integrate women’s health facilities with training programs focused on providing women with skills to be future healthcare professionals.

Institutions & Support:

» Create centers for lifelong learning with programs defined by women’s needs specific to the city and their different districts. These can include literacy programs, technology skills and vocational training.

Ministry of Women’s Affairs, Ministry of Information and Culture, Local Municipalities, Ministry of Public Health, Ministry of Education, Women for Afghan Women (NGO) Previous Research:

» Work with local activists to craft specific programs and ensure accessibility to centers across the city.

Kabul Urban Design Framework (see Empowering Women of Kabul, Women Centers)

» Outreach programs, “door-to-door”engagement for women by women.

S-B-2 Women’s Entrepreneurship Center Women represent a significant untapped potential to contribute to Afghanistan’s economy. While an increasing amount of women are contributing to household incomes, only 20% of women in Afghanistan are in the workforce. Even when women are productive, there are limited opportunities for them to connect to the formal economy. Entrepreneurship Centers dedicated to, and managed by women and will provide mentoring programs to foster these connections. It will also support women-led businesses in the city, and those located in villages in the larger city-region, to tap into markets currently not accessible to them.

Subcomponents Institutions & Support: Ministry of Women’s Affairs, Ministry of Economy, Ministry of Commerce and Industries, Ministry of Information and Culture, Local Municipalities, Local Women’s Chamber of Commerce, Ministry of Education Precedent:

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» Offer programs applicable to a broad spectrum of entrepreneurship activities, from urban initiaves to small commercial enterprises in the rural city-region. » Build skills and capacity that ensure economic impact in communities. » Support training initiatives for entrepreneurs coming from the larger city-region by providing women-only accommodations. » Provide women-led markets to support women agricultural economies.

S-B-3 Women Prayer and Learning Spaces Women in Afghanistan have limited opportunities for communal pray given that access to mosques are reserved to men. Prayer spaces, with integrated facilities for religious learning, are strategically located in close proximity to major urban mosques or shrines. They will provide amenities and services for women, particularly those who are accompanying their spouses on regular visits for prayer. Subcomponents: » Provide praying rooms and spaces that strenghthen a sense of community. » Integrate religious studies to other learning needs. Location Criteria: Located within a five to ten minute walking distance to the entrance of religious sites or integrated to them

» Provide other community services specifically for women, connecting them to a larger support network.

Institutions & Support: Ministry of Women’s Affairs, Ministry of Hajj and Islamic Affairs, Local Municipalities, Ministry of Public Health, Ministry of Education.

S-B-4 Women-only Parks and “outdoor rooms” inside parks Defining open spaces where women can feel safe, comfortable, and empowered is crucial for Afghan cities. Whether by introducing women-only parks or ensuring areas within existing parks exclusive for women, the goal is to create appealing amenities where security is present without diminishing the regenerative qualities of access to open space or user experience. Within existing parks, defining edges with trees, screens, and landforms can create secure, intimate spaces without creating a feeling of confinement. Managed and guarded access to these defined areas is also recommended. Institutions & Support:

Subcomponents:

Ministry of Women’s Affairs, Ministry of Urban Development and Land, Ministry of Public Health, Ministry of Education.

» Integrate family-friendly features » Provide access to water fountains and restrooms Precedent: Program for women-only parks in public schools, Rawalpindi, Pakistan

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TOOLKIT S-B

Women Empowerment

S-B-5 Mobility Programs for Women Designing mobility systems with women in mind is crucial to providing equitable access to economic, cultural and social opportunity. Providing dedicated mini buses or sections within larger buses will reduce the threat of crime or violence that women face when riding on public transit. Finally, encouraging additional taxi services and minibuses operated by women for women provides additional options when transit or walking is not a viable option.

Subcomponents: Institutions & Support:

» Dedicated areas in buses and stations

Ministry of Women’s Affairs, Local Municipalities, Ministry of Transportation.

» Support for independent minivan, shuttle systems or taxis dedicated to women and managed by women.

Previous Research:

» Work with local activists to craft specific programs and routes to ensure accessibility across the city.

Kabul Urban Design Framework (see Empowering Women of Kabul, Mobility)

Precedents: Many cities developed programs to enhance mobility access for Women, see Tehran (Iran), Mexico City (Mexico), Kathmandu (Nepal), Karachi (Pakistan), Delhi (India), Quezon City (Philippines), Cairo (Egypt), etc.

S-B-6 Women Urban Markets Urban women-centric markets are an important component in empowering women and supporting traditional livelihoods in Afghanistan, be it home-based employment goods or agricultural production. These markets can be connected to networks supported by women’s handicraft associations (see traditional livelihoods toolkit) or the Women Economic Empowerment - Rural Development Program (WEE-RDP.) The WEE-RDP is a national women-centric program that promotes women’s economic empowerment through strong financially sustainable and self-managed community institutions, improved income, sustainable enterprises, and developing increased access to finance and markets.

Institutions & Support: Ministry of Women’s Affairs, Ministry of Economy, Ministry of Commerce and Industries, Local Municipalities, Local Women’s Chamber of Commerce, Precedent: Women-only markets introduced and supported by the Aga Khan Rural Support Programme (AKRSP) in Pakistan V.106

Subcomponents » Markets are a component of the larger women’s economic empowerment ecosystem. » Urban markets can be co-located with Women’s Entrepreneurship Centers to leverage mentoring and capacity building potential.

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S-C

Promoting Urban Livelihoods Skilled craftspeople can be found in most cities, although there may be a need to link them to regional and international markets for their products, while offering opportunities for the younger generation to gain the requisite skills if traditional techniques are to survive. Likewise, ambulant commercial activity in urban centres represents a significant component of the urban economy and should be acknowledged as a integral part of afghan culture and livelihoods. Unemployment is widespread among urban communities, especially those who have been displaced from their rural areas of origin due to insecurity. The vast majority of those engaged in the construction sector are employed on a casual basis, and their livelihoods are therefore fragile, with a downstream impact on the urban economy as a whole. In order to contribute to social equity, investments in improving infrastructure and services should, along with urban conservation works, adopt a labour-intensive approach that matches the level of skills to be found in a given city. The experience of recent urban conservation initiatives suggests that skilled craftspeople can be found in most cities, although there may be a need to link them to regional and international markets for their products, while offering opportunities for the younger generation to gain the requisite skills if traditional techniques are to survive. Investments in urban conservation have the proven potential to contribute to a wider process of regeneration for resident communities. With this situation in mind, key actions in the toolkit to promote livelihoods include:

Components S-C-1 Improvements to key street vendor areas S-C-2 Enhanced permanent/seasonal markets for

essential traders

S-C-3 Support for vendors’ associations S-C-4 Community-based business development centers

for home-based producers and others.

S-C-5 Support for crafts associations

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TOOLKIT S-C

Promoting Urban Livelihoods

S-C-1 Improvements to Key Street Vendor Areas Ambulant commercial activity in urban centres represents a significant component of the urban economy, and should be managed in an appropriate and market-driven manner. Public realm interventions with a focus on improving pedestrian flows, integrating traffic management and defining zones for street commercial activity. Reinforcing a facilitative approach to these activities can be more effective than the extractive enforcement that generally prevails.

Subcomponents:

Location Criteria: Areas of heavy vehicular and pedestrian movements, or in close proximity to cultural attractions such as mosques and shrines.

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land, Ministry of Public Works, Vendor Associations, Local Gozars. Previous Research and Precedents: Kabul Urban Design Framework (see Implementation Strategies, Quick Wins), Street Vendor Program in Jakarta, Indonesia, Guidelines for Street Vendors in New York.

Prototypical intervention recommended in Mazar-i-Sharif, where a managed public realm improves access to the Blue Mosque in the center of the city.

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» Define clear distinction for areas devoted for vendors, pedestrian flow and vehicular circulation, possibly with physical elements such as trees, bollards, etc. » Establish partnerships with vetted vendor associations to improve garbage collection and integration of services that facilitate venor activities such as water, etc. » Develop flexible guidelines to be replicated across other areas of the city.

Pilot “ Quick Win” Implementation Strategy For Key Street Vendor Areas Long Term Strategy

Costs

» Build public support and excitement for future improvements vision

» Streetscape improvements, including paving, planting and street furniture

» Provide clean, safe, and organized spaces for street vendors

» Localized solid waste and power infrastructure

» Create a new model for organizing vendors that can be expanded citywide

» Staff to organize, develop guidelines for and enforce street vendors Public Benefits

Key Stakeholders

» Provide a cleaner, safer environment while maintaining economic activity of vendors

» MUDL

» Build capacity of vendors to maintain the public realm

» Local Municipality » Street Vendors » Adjacent property owner(s)

IMPLEMENTATION STEPS Duration: 9-12 Months

» Integrate vendor zones with the overall retail economy.

1 Scoping Build Local Capacity and Partnerships Establish a governing agency, devise an institutional management structure

Work with existing vendors to finalize the location and extent of the street vendor zone Explore options for creating the overlay organization, from funding sources to management

2 Planning Develop regulations and training sessions for traffic police or other enforcement agency Establish a vendor organization to support and regulate vendor activities in the area. Meet with local vendors and businesses to explain the new organization, permitting, and governance.

Improve Collaborative Framework Other sponsorships may include NGOs or UN-Habitat

3 Financing Initial sponsorship for pilot zone by Kabul Municipality or MUDH Fees from vendor membership for long-term financial sustainability

4 Implementation Obtain necessary permits and implement alternative traffic plan Hire locally to construct public realm improvements Establish the new vendor zone, post signage to inform vendors, residents, and shoppers

5 Activation Develop into a larger strategy of advertising and gaining community buy-in

Roll out the new vendor zone with a celebratory event that highlights broader Dar ul-Aman vision Maintain an active monitoring and enforcement program. After 3 months of operation, assess and evaluate potential changes to management

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TOOLKIT S-C

Promoting Urban Livelihoods

S-C-2 Enhanced Permanent/Seasonal Markets for Essential Traders Measures should be introduced to facilitate sale of essential supplies and goods through urban bazaars, on a temporary or permanent basis, to ensure that urban households can access seasonal and other produce in an affordable manner. An initial study shall inform strategies for improvements for existing markets or potential opportunities for new markets in underserved neighborhoods. Subcomponents: » Provideinfrastructure and services that contribute to the greater success and vitality of markets. Institutions & Support: Local Municipalities, Ministry of Urban Development and Land, Vendor Associations, Local Gozars. Institutions & Support: The informal management of the onion market in Nagarhar

» Create partnerships with market and vendor organizations to establish priority areas of improvement and implementation. » Use initial study to determine areas for new markets across the city and establish partnerships with land owners for temporary/seasonal venues.

S-C-3 Support for Vendors’ Associations Assess the effectiveness of vendors’ associations in each city and lend support to those that encourage innovation and market-driven responses. Engagement with associations can be focused on maintaining standards for street vending activities, public realm management guidelines and community-based improvements and collaboration. Subcomponents: » Co-develop standards for vendor activities. » Encourage innovation and inclusionary strategies for smaller producers and vendors.

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land, Vendor Associations, Local Gozars.

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» Develop regulations and training sessions for traffic police or other enforcement agency. Precedent: Mazar-i-Sharif tree stewardship program for street vendors.

S-C-4 Community-based Business Development Centers & Networks for Home-based Producers In the Afghan context, home-based production tends to revolve around extended families. An evidence-based approach focused on identifying effective examples of home-based urban manufacture and production (agricultural produce, handicrafts and other activities) and foster a network of producers within each city-region. This network, through the support of a center will make available technical and marketing advice at an appropriate scales to reinforce value chains and connect producers to larger regional and international markets.

Institutions & Support:

Subcomponents:

Local Municipalities, Ministry of Economy, International and Afghan NGO’s Previous Research and Precedents:

» Define clear distinction for areas devoted for vendors, pedestrian flow and vehicular circulation, possibly with physical elements such as trees, bollards, etc.

https://www.researchgate.net/ publication/265561368_Making_Homebased_Work_Visible_A_Review_of_ Evidence_from_South_Asia

» Establish partnerships with vetted vendor associations to improve garbage collection and integration of services that facilitate venor activities such as water, etc.

https://www.povertyactionlab.org/ evaluation/evaluating-impact-workinghome-productivity-and-work-life-balancechina

» Develop flexible guidelines to be replicated across other areas of the city.

S-C-5 Support for Small Trade and Handicrafts Associations There are several layers that define the perpetuation of crafts in Afghanistan; the long established systems of apprenticeships; an wnduring state-driven network of craft associations created in the 1970s and 80s; and the market-driven entities that have developed since, often with external support. In the context of the SDF, support for and the facilitation of the activities inclusive craftscentred associations can be an effective way to leverage vernacular value chains. Subcomponents:

Institutions & Support: Ministry of Commerce, Ministry of Economy, Ministry of Information and Culture, Afghan and International NGOs .

» Collaboration with associations that have a proven track record of promoting appropriate standards and are receptive to new approaches that respond to public demand. Focus on networking, marketing, training. Precedent: Experience of Afghan associations of artists, calligraphers, etc V.113

S-D

Social Housing Policies & Programs Due to periods of protracted conflict, Afghanistan’s housing supply is not enough to meet its growing housing demand. Generally, “social housing” is defined as housing intended for individuals who have difficulty securing stable housing due to their economic, legal, or social disadvantages or difficulties. A suite of social housing policies and programs should look to increase access to secure housing through a range of approaches that better meet the complex needs of urban and rural residents. An overwhelming majority of housing that currently exists are classified as “informal housing”, meaning that there is housing insecurity in tenure, poor access to water and sanitation services, structurally sound housing materials, and inadequate living spaces. To address the increasing demand for stable housing, the National Housing Program seeks to build 150,000 units in over 50 cities for approximately 1,000,000 people.

Urban Dwellings

Annual Housing Need 2015

2020

2025

2020 2025

Kabul

396,095

481,910

572,358

18,090

Regional Hubs

268,893

327,149

388,551

12,280

Trading and Transit Hubs

128,558

156,410

185,767

5,871

Provincial Centres

136,712

166,331

197,549

6,244

Urban villages

32,209

39,187

46,542

1,471

Total

962,467

1,170,988

1,390,767

43,956

Source: IPE Global: City Profile Kandahar, May 2019, p 32.

Meeting the demand for housing in Afghanistan will require support from and partnership with the private sector. To this end, the government can provide land use, regulations and/or tax incentives that better enable the private sector to build more units. Conversely, the private sector can contribute to this cause through inclusionary units (units reserved for individuals and families with less means) or by setting aside a share of profits made from market-rate units for funds or trusts designated for the development of affordable housing. These programs and other should be reinforced by public-private partnerships and collaboration that is able to provide the funding, education, and guidance necessary to make a significant push in housing production and development in Afghanistan through standards for construction and development that can also build up the local construction industry.

Components S-D-1 Land Conversion to Residential Use S-D-2 Access to Housing Financing Programs S-D-3 Construction Standards and Materials S-D-4 Approach and Capacity Building for Public Sector S-D-5 Effective Housing Demand Survey V.114

(Right) Downtown Kabul, Afghanistan. Source: Flickr, Asian Development Bank, 2014.

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S-D-1 Land Conversion to Residential Uses Along urban corridors and at urban nodes, there are strategic locations where cities should seek to promote higher densities through infill and redevelopment. Decades of land grabbing and speculation has contributed to plots of land lying vacant for extended periods of time, thereby complicating the process of converting and designating these plots for residential uses. Converting vacant plots for residential uses, through land pooling or planned unit developments, for example, can densify housing development through infill construction, thereby maximizing the use of existing infrastructure.

Subcomponents Informal Camps in Western Afghanistan. Source: The New Humanitarian, Stefanie Glinski, 2020.

Related Objectives » Dense housing development » Effective use of existing infrastructure » Connect with and further development infomal settlements Institutions & Support » Ministry of Urban Development and Land

» Land Pooling and Readjustment » Organize land owners towards collective agreements that enable efficient parcelization of land to extend existing corridors, establish right of ways for secondary roads and open spaces, create parcels that are attractive to private developers, and allocate land for affordable housing. (See Urban Toolkit U-B-1 for more information) » Private Sector Involvement » Mobilize the private sector through land use regulations and/or tax incentives that better enable the development of diverse types of housing arrangements by both small, local developers and larger, commercial or national developers » Planned Unit Development » Explore opportunities to plan sites in an integrated fashion that coordinates incentives and investment from the public sector with specific guidelines and goals for the private sector. (See Urban Toolkit U-A for more information) » Housing Promotion Zones

Informal Settlements in Kabul, Afghanistan. Source: Malay Mail, Thomas Reuters Foundation, 2019.

Informal Settlements in Kabul, Afghanistan. Source: The Guardian, Stefanie Glinski, 2019.

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» Facilitate the incremental development of affordable housing units for a wide range of households by setting aside land that can be quickly built upon at the rate of demand

A Father and Son Outside Their Home in Takhar, Afghanistan. Source: Flickr, J. McDowell, 2006.

S-D-2 Access to Housing Finance Programs Today, a majority of Afghans finance their homes outside of traditional financial institions, relying on loans from family and friends, of their own savings. What little mortgage products that currently exist in the market are fairly conventional loans with high interest rates and short repayment periods. Some banks povide Shar’ia-compliant loans that are long-term and do not charge interest on the amount borrowed, but many Afghans struggle to provide the down payment or make the monthly payments with these types of loans.

Due to the prevalence of low and irregular incomes, there is a need for more robust and progressive finance programs that are responsive to the economic realities of the people of Afghanistan and allow people to invest in their homes in more practical and meaningful ways.

Subcomponents

A community-based savings group in Ishkashim, Afghanistan. Source: Aga Kahn Foundation, Sandra Calligaro, date unknown.

Fig. 1: Median Household Income

USD/Month

Through international donors, foundations, and micro-finance institutions, existing community-based savings organizations have helped roughly 174,000 Afghans save approximately $136,8 million, most of whom are women. Microfinance instutions are incresingly becoming more critical actors because they provide small, incremental loans with the need for collateral. MFIs have typically serviced small- and medium-enterprises and have not directly served the housing industry. However, indiectly, they have begun to branch out, issuing $8.5 million in housing loans in 2016.

Herat

» Micro-Financing » Respond to the lack of long-term loan programs and limited capital upfront through programs that allow residents to make improvements to their homes and properties in small increments over time » Microfinance Institutions and Community-Based Savings Organizations » Modify existing institutions to provide homeowners with small home improvement loans Related Objectives » Land Tenure Security » Improvements in infrastructure » Housing affordability » Short-term financing Institutions & Support » Afghanistan Microfinance Association » Community-Based Savings Organizations » Microfinance Institutions

5PCC Median Household Income

180$ 160$ 140$ 120$ 100$ 80$ 60$ 40$ 20$

Jalalabad Kandahar

Khost

Mazar-eSharif

Source: SDF-5PCC Project Survey

Fig. 2: Income Groups & Affordability Tier 1 Upper Income Tier 2 Upper-middle Income Tier 3 Middle Income

Formal Housing in <$500 - 1500 Planned Areas: Int’l/Technical Specialists; 120-250 sqm at Private Sector (senior) over $100,000 <$1,500 - 3,500 Int’l Org Support staff Private Sector

Nothing affordable in the formal areas of <$500 - 1,500 the city Private Sector, e.g. traders and Construction businesses

Tier 4 Middle Income

<$300 - 500 Government, Civil Servants

Tier 5 Low Income

<$100 - 300 Informal sector workers (cart sellers, vendors, house-help)

Tier 5 Poor

<$100 Informal sector workers (cart sellers, vendors, house-help, part-time workers)

Source: Adapted from UN Habitat Afghanistan Housing Profile 2017

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S-D-3 Construction Standards and Materials Afghanistan has been engaged in a process to rebuild itself, an effort that has included international public and private governments, agencies, corporations, and organizations. With so much to build, however, Afghanistan has limited production capacity within its own borders, importing most of its building and construction materials. This not only increases the cost of construction, but it also hinders economic growth within the local construction and building sectors.

Traditional Home in Afghanistan. Source: MIT CoLab, Pancho Brown, 2016.

Related Objectives » Identify vernacular construction methods and materials » Build local capacity in the architecture and engineering industries to effectively use these methods Existing Programs » Afghanistan Building Codes

The Afghanistan Building Codes (ABC) of 2012 represents a level of regulatory reform in building construction that seeks to establish a middle ground between more modern approaches to building construction and traditional vernacular approaches, which include design practices that promote safety and sustainability. By focusing on more traditional styles of construction that use natural and locally-sourced materials, Afghanistan can use materials that are cheaper, more readily available, and easier to experiment with, and also build up its local economic market, commercial networks, and construction sector.

Subcomponents » Pakhsa » Promote traditional material use from local styles of construction that primarily uses earth and straw, as well as sun dried bricks, stone and wood. » Passive Design and Construction » Promote traditional building design and orientation that responds to the Sun’s trajectory, resulting in buildings that are more energy efficient. » Social Values

Aerial View of Curved Roofed Mud Detached Houses outside Herat. Source: U.S. Air Force, Sgt. Michael O’Connor, 2011.

Aerial View of Flat Roofed Mud Courtyard Houses outside Herat. Source: U.S. Air Force, Sgt. Michael O’Connor, 2011.

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» Reflect cultural ideas about spaces and how they relate to each other – clear lines designating private spaces from public spaces, with transitional spaces in between to create “social balance” – through the use of courtyards, gardens, and open spaces.

Flat-Roofed Homes Near Uruzgan, Afghanistan. Source: Flickr, Remko Tanis, 2007.

Existing Housing Typologies Detached Houses

Courtyard Houses

Typical Characteristics

» Typical plot sizes are about 13 m wide and 26 m deep

» Typical plot areas vary from 200 sqm to 450 sqm

» The built form is consolidated as a single structure

» The built form is distributed along the perimeter

» In most cases, inhabited by a single-family

» In most cases, inhabited by large extended families or a group of families

» Plot coverage areas vary from 25% to 45% Detached Housing Typologies » Flat roof detached houses made of brick/mud » Flat roof detached houses made of timber and stone » Curved roof detached houses made of brick/mud (local names: Gunbad, Zarbi, Khancha-poosh)

Flat Roofed Stone Detached House outside Jalalabad. Source: Flickr, Pleeroy9, 2009.

» Plot coverage areas vary from 25% to 65% Courtyard Housing Typologies » Flat roof courtyard houses made of brick/mud » Curved roof courtyard houses made of brick/mud » Fortified farm compounds made of thick mud walls (local name: Qala)

Flat Roofed Stone Detached House outside Jalalabad. Source: Flickr, Pleeroy9, 2009.

Multi-Storey Housing

Temporary Shelter

Typical Characteristics

» Typical plot sizes are 26 m wide and 40 m deep

» Absence of a formal plot structure

» Predominantly found in the urban cores of Herat, Kandahar and Mazar-e-Sharif

» Mostly used by nomadic tribes or displaced people

» Concrete construction with a central circulation core » Typically 4 to 6 stories in height Multi-Storey Housing Typologies » Apartments » Mixed-use apartments » Micro-housing

Apartments in Aino Mina Township, Kandahar. Source: Flickr, Abdul Ali Afghan, 2013.

» Predominantly found along the peripheries of the five provincial capital cities » Lack of basic infrastructure including toilets, water supply and electricity Temporary Housing Typologies » Vaulted black tents (Durrani and Baluchi) » Peaked black tents (Brahui)

Refugee or Nomadic Tents in Nangarhar Province. Source: Flickr, Todd Huffman, 2008.

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Social Housing Policies and Programs

S-D-4 Approach and Capacity Building for Public Sector Approximately 70% of the housing stock in Afghanistan’s urban areas can be classified as “informal housing”, meaning that there is housing insecurity in tenure, poor access to water and sanitation services, structurally sound housing materials, and inadequate living spaces. To address the increasing demand for stable housing, the National Housing Program seeks to build 150,000 units in over 50 cities for approximately 1,000,000 people.

A Group of Men on Main Street in Istalif, Afghanistan. Source: Flickr, Cordelia Person, 2006.

Related Objectives » Openness, Transparency, Accountability » Participation of the people » Democratic decision-making at the local level Existing Programs » Afghan National Development Strategy

Previously, the Afghanistan National Development Strategy (ANDS) laid the grounwork for sound urban developemnt and growth by improving how urban areas were managed. To accomplish this, ANDS enabled municipalities to act on their authorities to improve infrastructure and services, reduce poverty, create employment opportunities, and provide housing. To the extent that the government, across all levels, have a responsibility to provide basic services that meet the needs of their citizens, there is also a responsibility to invest in the public sectors capacity to deliver these services. This may include institutional, legislative, and procedural reform that is more responsive to the needs and lived experiences of the people, but it should also include meaningful engagement with the people and include their active participation.

» National Housing Program

Subcomponents

» Institutional Development Program for Land Administration (IDPL)

» Institutional » Promote inter-department collaboration (e.g. between Deputy Ministry of Land Management Affairs and Deputy Ministry of Housing Affairs) to better facilitate land acquisition and resettlement, land preparation, and construction and development projects. » Create Integrated Housing Support Units – engineers, architects, community development specialists, construction advisors, financial managers and experts, and members of the public – to better facilitate urban housing and development. » Legislative » Facilitate housing development and homeownership through legislation that protects human rights and property rights, including methods for settling land disputes, ending displacement, and enabling master planning projects in the public interest » Procedural » Build the capacity of District Managers to oversee public works projects and assist in service delivery.

(Top and Bottom) Scenes from Downtown Kabul. Source: Flickr, Asian Development Bank, 2014.

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S-D-5 Effective Housing Demand Survey To better understand and meet the complexity of economic and housing needs, an Effective Housing Demand Survey is helpful in collecting data on the demand for different types of housing solutions. Simply put, this survey illustrates which housing arrangements people are willing to pay for. The information they provide can better facilitate decision-making processes, across governance levels, on policy, development proposals, and the strategic deployment of public- and private-sector resources to meet the needs of the people.

Subcomponents » Private Sector » Highlight which housing arrangments are in demand and build capacity of local developers to conduct market assessments. » Public Sector » Provide incentives (tax breaks, land, etc) towards the development of units for families with lower, less stable household incomes. » Leverage local resources and assets from institutions and corperations to establish housing development funds that provide shortand long-term loans in the housing sector or down payment assistance. » Housing Finance

An Afghan Man in Baghlan, Afghanistan. Source: Flickr, J. McDowell, 2006.

Related Objectives » Establish the economic spectrum of people in a given location » Understand which housing designs and types are desired and best suited to meet a family’s needs » Creating a public-driven process on housing development priorities and policies » Mobilizing public and private resources more efficiently and effectively Institutions & Support

» Indentify which financing products are most needed and will have the most impact towards secure housing and/or home improvement over time.

» Ministry of Urban Development and Land » National Directorate of Statistics and Housing Services

A Family In Transit in Kabul, Afghanistan. Source: Flickr, Robert Bakker, 2007.

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S-E

Open Space for All Landscape and the public realm should restore ecology, provide recreation opportunities across gender lines and cultivate a renewed civic identity. The development of a holistic metropolitan park and open space network is vital in building social and urban resilience. It requires an inventory of existing open spaces and associated financial resource budgets to manage and maintain this network as a baseline to incrementally developing additional parks. In addition to the inventory, the development of an open space typology tool kit and building standards provides a holistic approach to ensure the diversity and plurality of open spaces across all scales and types. Both, the inventory and the typology tool kit become a functional tool and mechanism to cross collaborate between governing institutions. As an example, the open space typologies may be organized in the following categories:

Components S-E-1 Regional Parks S-E-2 Community Parks S-E-3 Neighborhood Parks S-E-4 Courtyard Parks S-E-5 Cultural and Religious S-E-6 Cemeteries

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Open Space for All

S-E-1 Parks Typology Parks are the most important element of the open space network to ensure equitable access to open space amenities. Accessibility to a park that is equipped for recreation for all ages, especially children, improves the livability and longterm well-being of Afghans. There are a number of ways to categorize urban parks. The framework utilizes a scale-based typology and a cultural / historical typology. Scale-based typologies categorize parks based on their size. The size determines the distribution of the park within the city and the number of amenities it can support. Smaller parks are more numerous and oriented towards serving the immediate neighborhood, while larger parks are significant but fewer in number serving a larger population of the city.

The following classification is used in the framework to categorize parks: Courtyard Parks: Smaller than 1 acre Neighborhood Parks: 1−10 acres Community Parks; 10−50 acres Regional Parks: Larger than 50 The SDF has only key proposed Community Parks and Regional Parks. Neighborhood Parks have to be identified as part of master-planning efforts in districts defined as high open space need areas. Courtyard Parks are usually managed by communities or private entities across the city rather than the municipality. A municipal Parks and Recreation department may support the establishment of these parks in areas of high need or vulnerability.

Park-Based Types Provide active and passive recreation and community programming. They vary based on scale, siting requirements, programming, and amenities.

Courtyard Park

Neighborhood Park

Community Park

Ideal Scale and Distribution

< 25 min walk/ bike transit

< 25 min walk/bike 0-10 min walk

0.1 to 0.5ha 1 km apart

Amenities, Production, and Infrastructure

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0.5 to 5 hectares 2 to 4 km apart

5 to 20 hectares 4-6km apart

Shrines and areas of historic importance that have to be comprehensively mapped citywide similar to efforts within the historic districts. Cemeteries are some of the largest open spaces today. They may evolve into dignified spaces of serenity and gathering. Due to their special status, guidelines for cultural sites and cemeteries are independent of scale-based typologies. The Open Space Types on the following pages lays out the guidelines for the redesign of existing parks and the planning of new parks. The guidelines offer spatial planning principles that can be adjusted according to the geometries and constraints of the site. However, every effort has to be made to follow the guidelines that ensures the creation of spaces that are safe and accessible to the Afghan women.

Culture & History Based Types Connect residents to the city’s history and culture through open space investments.

Regional Park

Cultural

Cemetery

> 60 min walk/ bike/transit/car

greater than 20 hectares 0-60 minute walk/bike/transit Varies based on natural features

Varied and Networked 0-60 minute walk/bike/transit Varies based on existing sites

Smaller existing sites within city and larger new sites along periphery 60 minute walk/bike/transit Varies based on existing sites

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S-E-1 Regional Parks Regional Parks serve a broad spectrum of recreational and ecological needs of the metropolitan region. They typically offer destination activities such as hiking, boating, fishing, and biking.

Location Criteria:

The surrounding mountains of many Afghan cities are an ideal setting for regional parks. They are symbolic and cultural landscapes of their cities, create iconic views, and serve as the life-giving watershed. The main criteria for establishing a regional park are defining its boundaries, building a welcome center and trail system, and setting up a stewardship program with rangers. Seasonal workers are necessary for trail clearing and forest management.

Large scale, ecologically sensitive and culturally significant landscapes.

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land Precedents: Hillside park landscape in Beirut.

Multiple Trail Heads Parking & Maps

Prototypical Structure

Ridgeline Trail

Clear Boundary Vehicular Roads Trail Network

Nursery Major Road Connection

Entry Park Provides easy access to park and reduces stress on Mountain

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Main Entry Ranger, maps, bathrooms, water, et al.

Subcomponents: » Regional parks with areas of slope of less than 10%, suitable soil, and access to irrigation, can serve as nurseries for the city. » Nurseries can provide economic support for park maintenance and skill building for arborist’s landscaping. Find a local organization to support maintenance of the park, such as a school or religious group. » Park can act as a natural barrier to further development expansion

Entry Park

Main Entrance

Interest/View Points and Compost Toilets .

Outdoor Amphitheater

Ridge Trail Ecological Restoration

Secondary Trails Forest-Nursery City tree supply, jobs, and income

Development Exchange

New Road to Main Entry

Prototypical Buildout V.127

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S-E-2 Community Parks These parks provide community programs, and active and passive recreation. They may preserve a unique landscape, host city landmarks, or be an anchor in the city’s park network. Parks of this size or larger should be with within a hour of all city residents by walking, biking, or driving. Sites should be in mixed-use areas with businesses, restaurants, and residences to support multiple park functions. They may steep-unstable land and ecological preserves.

Location Criteria: Mixed-use areas with good citywide access

Building parks of this size requires partnering organizations that can program, maintain, and raise funds for the park. These may be non-profits dedicated to the park, businesses that will operate within the park, or existing community institutions.

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land Precedents:

Ecological Restoration

Horsh Park, Beirut, Lebanon.

Subcomponents:

Entry Courts Easy access for local community

» Development strategies for parks of this scale or larger include land swaps and density bonuses. Increasing density and adjacent uses helps identify the park as a healthy neighborhood hub.

» Partnering organizations is essential to provide programming such as workshops, sports, and agriculture. Partners also help with park maintenance, staffing and security. » In order to incorporate the immediate need for protected spaces while encouraging a culture where women can feel safe, parks should include smaller spaces, or “rooms,” inspired by traditional Char Bagh layout.

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Women-only Family Flex Area Playground, amphitheater, informal sports, fruit, picnics, etc. Anti-ram Elements Robust furniture, vegetation, etc.

Sidewalk Tertiary Access Visual Screening Secure Seating

Room Sports Field

Flex Space

Discrete Entry Family Flex Area Controlled Entry Anti-Ram Elements Secondary Access

Sports

Gym Sidewalk and Plaza Major Road

Vendors

BRT Stop & Crosswalk

ForestNursery & Garden

Fields

Composting Toilets

Main Entry Complex Pass Guards, bathrooms, fresh water, et al.

Community Agriculture

Multiple Regulation Size Fields Schools and Competition Use

Vendor Zones in and outside of Park

BRT Stop

Development Exchange & Enhances Mixed-use Context

Improve Street Access: Lights, sidewalks, signage, gutter, etc.

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S-E-3 Neighborhood Parks Neighborhood parks are diverse spaces that support both passive and active recreation. They can serve as the focal point of neighborhood activities such as social programming, women’s center, and large events. When choosing a site for a neighborhood park, look for underutilized space in a dense residential or mixed-use area that is 0.5–5 hectares. Parks of this size or larger should be with within a half hour walk for all residents (a 2km radius).

Location Criteria: Underutilized space in dense residential neighborhoods with high open space needs.

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land, Local Gozars.

Subcomponents: » Development strategies for parks of this scale or larger include land swaps and density bonuses. Increasing density and adjacent uses helps identify the park as a healthy neighborhood hub. » Partnering organizations is essential to provide programming such as workshops, sports, and agriculture. Partners also help with park maintenance, staffing and security. » In order to incorporate the immediate need for protected spaces while encouraging a culture where women can feel safe, parks should include smaller spaces, or “rooms,” inspired by traditional Char Bagh layout.

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Partnering Organization: Assists with park programming, maintenance, operations Tertiary Entries As needed

Vegetation Screens

Secured Side Edges Visual Screening ROOM

Flex Space

Sports

Secure Seating Discrete Entry

Family Flex Area

Sports

Controlled Entry Anti-Ram Elements Robust furniture, vegetation, etc. Family Flex Room

Sidewalk and Plaza Main Street Primary Entry Area Building with Guards, sanitation, bathrooms, maintenance

Primary Entry Area

Women’s Sports Field Secondary Entry

Tree Nursery Production, income, jobs Diverse Adjacent Uses Markets, social programs, cafes, etc. increase site activity Development Partner Strategy: Exchange development rights for land and first floor use.

Improve Street Access: Lights, signage, sidewalks, gutter, etc. Men’s Sports Field

Anti-ram Elements

Urban Infill Anticipated area for future development

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S-E-4 Courtyard Parks Open Courtyards are small open spaces that provide social and health benefits of the traditional family courtyard. They vary in character but typically support passive recreation and small gardens. For the residents of a dense residential area, they provide many of the same benefits typically found in the courtyard of a home. Siting considerations for a courtyard park include locating underutilized land such as waste dumping areas, abandoned buildings, and vacant lots that are within a dense residential area.

Subcomponents:

Location Criteria:

» A typical courtyard park has two primary spaces: a large sidewalk and plaza and an interior space. The sidewalk plaza hosts vendors, gatherings, and group seating around tables. The interior provides shelter from the street. Uses are flexible, but each park needs a visually screened area (“room”) for women.

Underutilized space in dense residential neighborhoods with high open space needs.

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land, Local Gozars. Precedents:

» Maintenance needs include daily sweeping and trash removal, equipment maintenance, repainting and paving, and landscaping. Find a local organization to support maintenance of the park, such as a school or religious group.

Kala Playground and Green Space, Berlin, Germany; Afghan Bazaar and Cultural District, Melbourne, Australia, Plaza program in Barcelona’s historic center.

Defined Edges Building walls, fences, vegetation, wall murals, etc. to define the edge and prevent encroachment

Secured Seating Flexible Space

Permeable Edge

Room

Play Area: Area for multi-generational recreation and supervision Visual Screen

Sidewalk /Plaza Local Street Flexible “Flex” Space: Open areas that can adapt based on community needs, time of day, season: nurseries, sports fields, gardens, plazas, markets, etc. - in any combination to best serve the park users.

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Room- A Recognizing Women Concept1 “Rooms” are areas that have been designed to increase women’s safety and comfort. In doing so, they feature areas for children and passive recreation suitable for people of all ages and abilities. Rooms typically include visual screening, their own set of amenities (bathrooms, sports fields, agriculture). See Recognizing Women for more information.

Typical 0.1 hectare Vacant Lot

Room With Passive Recreation

Screening: Benches, shrubs, and Trees

Fruit Trees: Integrated food production increases food security

Development Partner: Exchange build-up rights for ground floor public use Plaza and Pavilion

Community Agriculture and Garden

Improve Street Access: Add lights, icon-based signage, sidewalks and gutters on main routes

Market: Expand sidewalks for street Vendors

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Open Space for All

S-E-5 Cultural and Religious Sites Cultural sites, such as religious and architectural monuments, can provide significant open spaces to their surrounding communities. Given the development pressure within many Afghan cities, many of these sites are at risk of being overcome by urban infill. For cultural sites, it is especially important to capitalize on their context within the city. Sites that are physically close to each other or thematically linked can be strung together into a cultural trail for visitors to follow.

Subcomponents:

Location Criteria: Underutilized space around significant cultural and religious sites..

Institutions & Support: Local Municipalities, Ministry of Urban Development and Land, Ministry of Hajj and Islamic Affairs Local Gozars.

» Creating a welcome center with interpretive/educational materials and tours, restrooms, water fountains will enhance visits. » Group drop off areas and a flexible plazas for festivals and markets provide infrastructure for the cultural site to become a community anchor and destination. » Streets surrounding the site should have special zoning so that they are not developed in a way that diminishes the site’s cultural value.

Special Zoning Area Around Site Enhance Cultural Character with Appropriate scale, use, and style

Cultural Trail: Lights, signage, and sidewalks

Secured Side Edges

Cultural Site

Flex Plaza Anti-ram

Room Group Drop-Off

Encourages Group Tours

Sidewalk and Plaza Street Connection

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Welcome Center: Provide ticketed access to site, education, and restrooms/water for visitors

Family Room/ Lawn For semi-screened viewing, picnics, etc.

Typical cultural site and surrounding underutilized space

Visibility through Fence: Engage passers-by with views to site Welcome Center Special Zoning Development Flexible Plaza: Festivals, markets, etc. Anti-ram Elements

Development Exchange Enhance Mixed-use Context

Group Parking

Entrance Plaza Visible from road

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TOOLKIT S-E

Open Space for All

S-E-6 Cemeteries Cemeteries currently represent a large proportion of open space within Afghan cities. They provide not only burial grounds, but also areas for fresh air and open views. Most cemeteries have developed organically alongside new neighborhoods, and have informal ownership and layouts. Most also lack basic services that support burial rituals, including a preparation building with running water, a space for collective mourning, and tranquil spaces for private reflection. Many are cross cut by roads and paths between neighborhoods and destinations such as mountains.

Location Criteria: Underutilized space around significant cultural and religious sites..

Institutions & Support:

With strategic improvements, cemeteries can become more peaceful and pleasant for the surrounding residents and visitors, and better serve their intended purpose of honoring those interned.

Local Municipalities, Ministry of Urban Development and Land, Ministry of Hajj and Islamic Affairs Local Gozars.

Maintenance and management of the grounds usually requires a full time management. Many successful cemeteries partner with (or are founded by) a religious organization and are funded by fees for buying plots and internment.

Subcomponents:

Precedents:

» Work with local partners, such as mosques or community organizations, to decide on the best layout based on existing conditions and local needs.

Peace Garden at Horsell Common, Islamic Cemetery Prayer Room, Altach, Austria

» Typically, cities either move peripheral grave sites to empty plots in the center or move sites to new cemeteries outside of the city. (Kabul, for example, has begun this process.)

Boundary Designation

Formalize & Name Paths A system for locating grave sites

Consolidated Burial Grounds

Peace Garden A passive use public garden for visitors and community

Sidewalk Major Road Connection

Ceremony Area A room or pavilion large enough for mourners to gather. V.136

Anti-Ram Elements

Preparation Room Facilities for funeral and internment preparations with a water source and large table and direct vehicular access.

Typical burial grounds surrounded by organic settlements

Formalize Path Network

Ecological Restoration

Outdoor Water

Peace Garden

Preparation and Ceremony Facility

Historic Site Connection Clear & Screen Vehicular Routes Reduces disruptive traffic

Partnering Organization Reroute Traffic

Development Exchange

Improve Access: Lights, sidewalks, vegetation, and wayfinding

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Toolkit

ECONOMIC DEVELOPMENT

IN THIS SECTION

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Strategic Development Frameworks for Five Provincial Capital Cities

Economic Development Toolkit

Strategies to strengthen existing value chains and foster emerging sectors

Toolkit E-A

Agriculture Processing and Distribution Networks

Toolkit E-B

Agricultural Support Programs

Toolkit E-C

Vocational and Business Programs

Toolkit E-D

Financing Support Programs

Toolkit

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OVERVIEW

Discussed Themes E-A Agriculture Processing and Distribution Networks Agriculture plays an important role in the livelihoods of more than 80 percent of the country’s population. To support the National Comprehensive Agriculture Development Priority Program, this toolkit addresses key linkages of the existing urban-rural network. The outlined strategies intend to increase access to services, resources, and education through structural and non-structural components and provide new economic opportunities through the processing of selected products. With the development of promising value chains and national and international markets, these tools provide the basis to support and attract private sector investment to reduce imports on value-added commodities and create new jobs aligned under a strategic framework. Outline of proposed components: •

E-A.1 Agro-Industrial Hub

•

E-A.2 Link to rural development facilities and programs

•

E-A.3 Urban Food Park

•

E-A.4 Wholesale Markets

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E-B Agricultural Production Support Programs Afghanistan’s National Comprehensive Agriculture Development Priority Program developed by MAIL highlights the need for an integrated service approach. Agricultural Production Support Programs are meant to serve the needs of two types of farming: Intensive and Extensive. The Afghanistan National Development Strategy counts on intensive farming to produce high value crops that help expand the secondary and tertiary sectors as well. Extensive farming refers to subsistence or rainfed farmers who largely grow staple crops. This is a sizeable population whose needs should also be addressed by Agricultural Support Programs. These programs are a suite of interventions or program that provides access to agricultural inputs (seeds, fertilizers, soil), financing, training, and knowledge in order to improve farmer capability. Agricultural Support Programs facilitates improvements at many levels of the value chain and helps strengthen urban-rural linkages. Outline of proposed components: •

E-B.1 Agricultural Research and Development Facilties, Extension Services and Training Centers

•

E-B.2 Peri-Urban High-Value Crop Incentive Program

•

E-B.3 Agricultural Specialty Services Support Program

•

E-B.4 Agricultural Digitization Program

•

E-B.5 Agricultural Crop Diversification Program

Strategic Development Frameworks for Five Provincial Capital Cities

E-C Vocational and Business Programs An educated, skilled, and diverse workforce across industries is a critical component of a nation’s economic activity and growth. Such a workforce results in more creativity and collaboration, productivity, and resilience. This has a direct impact on the health and wellbeing of workers through respectable salaries and living wages and employment stability, for example. As a result, investing in people should be a priority for any country seeking to take major leaps forward in its workforce. Vocational and Business Programs provide opportunities for current and future workers to develop and refine their skills and engage in continued learning within their specific professions. While these programs are beneficial to those already in the workforce, they are also a pathway for non-traditional students who may require alternative paths into the workforce. Many of these types of programs target young people, women, persons with disabilities, and others who would greatly benefit from hands-on experiences in flexible learning environments. Through partnerships between the public, private, nonprofit, and academic sectors, across national and international levels, students can connect and tap into a strong network of employment opportunities that can enrich their lives.

E-D Financing Support Programs Finance plays a crucial role in poverty reduction and overall economic stability. Although it has witnessed a growth in its economy over the last decade, Afghanistan remains one of the world’s poorest countries. In fact, nearly 36 percent of its population lives below the national poverty line and most of them cannot even start an income-generating activity due to the lack of financial support programs. The country’s financial sector is largely underserved and undeveloped due to the historical conflicts. To support the national initiative to reduce poverty, strengthen the resilience of urban households, and to achieve sustainable economic growth, this toolkit intends to improve access to financial services for Afghan people. With the development of sustainable financing measures, Afghan people should be able to expand their access to such as business development, healthcare, education, food and household equipment, which will lead to overall economic stability by reducing poverty. Outline of proposed components: •

E-D.1 Microfinance Program

•

E-D.2 Housing Finance Program

Outline of proposed components: •

E-C.1 Vocational and Job Training Program

•

E-C.2 Engineering Training Program

•

E-C.3 Supply Chain Management Program

•

E-C.4 Vocational Training and Education Center

•

E-C.5 Small-scale Production Spaces

Toolkit

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TOOLKIT E-A

Agriculture Processing and Distribution Networks

Agriculture processing and distribution network

Introduction Agriculture plays an important role in the livelihoods of more than 80 percent of the country’s population. To support the National Comprehensive Agriculture Development Priority Program 2017-2021, this toolkit addresses key linkages of the existing urban-rural network. The outlined strategies intend to increase access to services, resources, and education through structural and non-structural components and provide new economic opportunities through the processing of selected products. With the development of promising value chains and national and international markets, these tools provide the basis to support and attract private sector investment to reduce imports on value-added commodities and create new jobs aligned under a strategic framework.

L-#

Components

Institutions & Support

E-A.1

Agro-Industrial Hub (AIH)

MUDL

E-A.2

Urban Food Park (UFP)

MUDL

E-A.3

Wholesale Market

MUDL

E-A.4 Link to Rural Development Facilities and Programs

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MUDL

Strategic Development Frameworks for Five Provincial Capital Cities

E-A.1.6

E-A.1.5

E-A.1.1

E-A.1.4

E-A.1.2 Agro-Indutrail Hub baseline components

E-A.1 Agro-Industrial Hubs (AIH) Description The hub serves to make agricultural processing more efficient by acting and a unified processing and distribution facility.

Related Objectives Drive the structural transformation of Afghanistan’s agricultural economy, reduce rural poverty, provide employment opportunities, develop synergies with other primary and secondary value-chain processing facilities.

Siting Requirements » Access to main road and good linkage to farmers that suply raw inputs and proximity to the work force. » Potential linkages with existing industries that could trigger further industrial development » Access to water supply and energy systems » Identified development zones with no negative environmental impacts » Proximity to transit and distribution networks (customs etc.)

Baseline Services Logistics Hub, Capacity building through Training programs, Research and Development facilities, Quality Control programs,

E-A.1.1 Utilities

Farming Unions/Co-operatives, Coordination & Management (urban-rural farmer engagement, marketing, integrated management, extension agencies),

Institutions and Support Municipality & MAIL (coordinate with: MRRD, MoE, MoCI).

» Raw Processing Center (mechanical processing) - ranging from vegetables and grains to dairy and protein.

» Housing - Different housing types to accommodate families and individual workers » Schools and Daycare

E-A.1.3 Connectivity and networks

» Centralized Processing Center Includes general and specialized packaging and bottling of products.

» Truck Network- lay bays, Fuel and Weighbridge stations

» Ancillary/Human based Processing for specialized goods.

» Parking for visitors, employees and industrial vehicles

E-A.1.2 Training facilities and programs

» Sub-station, Effluent Treatment plant, Solid Waste Management, Water treatment plant, Water Storage tanks.

» Internal Road Network - Product transportation, truck import and export roads.

» Administration offices

» Access roads - Highways and local adjacent road networks

» Test fields/farms and greenhouses

E-A.1.5 Product Processing

» Training and R&D center » Certification and Quality control labs

E-A.1.4 Housing and Living Amenities

» Markets and Retail » Polyclinic and support services » Parks and playgrounds » Open space and green buffers

E-A.1.6 Storage Facilities » Cold Storage - Needed for several stages of processing at different humidity and temperatures » Regular Storage » Finished Goods Storage - Time span ranges of shelf life and supply chain Toolkit

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Toolkit E-A

Agriculture Processing and Distribution Networks

E-A.1.4

E-A.1.1

E-A.1.6

E-A.1.5

E-A.1.2

E-A.1.4

E-A.2 Urban Food Park Siting Requirements

Description Urban Food Parks provide a centralized collection point for agriculture and commercial networks and provides training services and processing facilities to local communities.

Baseline Services Training programs, Research and Development facilities, Quality Control programs, Farming Unions/Co-operatives, Urban Market and collection point

» Near the availability and supply of raw materials - tapping into agricultural basins » Availability of Infrastructure facilities » Can access larger markets for the products and services available » Concentration of enterprises and attractiveness for investors.

Institutions & Support

E-A.1.1 Utilities

E-A.1.2 Training facilities and programs

» Product waste management

» Administration building

» Overhead water storage tank

» Training and R&D center

» Potential onsite renewable energy

» Certification and Quality Control labs

E-A.1.3 Connectivity and networks

» Urban market

» Access to main city roads

E-A.1.4 Community Amenities

» Access to regional road networks to deliver goods to larger processing centers.

» Daycare and nursing facilities

E-A.1.5 Product Processing

» Public parking

» Receiving Warehouse » Preparation Area- Grading and Sorting , Washing and Drying » Testing center

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» Cafeteria and restrooms » Women’s support center

E-A.1.6 Storage Facilities » Bulk Storage » Cold Storage

Strategic Development Frameworks for Five Provincial Capital Cities

E-A.3 Wholesale Market Description A wholesale market connects producers with local retailers and distributors. While there are many existing wholesale markets in Afghan cities, the economic value of wholesale markets makes them prime locations to provide cobenefits to residents. Additionally, linkages to local food processing and distribution networks makes wholesale markets important conduits for local consumption. Programming to promote local food consumption can benefit domestic producers while links between Urban Food Parks and Agro-industrial.

Baseline Services Siting Requirements Institutions & Support

E-A.4 Link to Rural Development facilities and Programs Description Agro-industrial networks should build on existing agricultural networks through the strengthening of aggregation, processing, and distribution services to incease rural-to-urban connections and open up markets to smaller-scale, rural producers. Programs to link to include the National Horticulture And Livestock Project led by MAIL that established farmers field schools in rural areas, MRRD’s Afghanistan Institute Of Rural Development project that saw the establishment of rural technology parks, or the Rural Enterprise Development Program’s establishment of savings groups and village savings and loan associations to link rural areas with urban markets.

Process Apple Orchard trainig farm, National Horticulture And Livestock Project led by MAIL

Develop a coordinating relationship with MRRD and MAIL through the SDF implementation process and committee. When establishing an agro-industrial hub and associated components, creating a framework that enables programs targeting smallscale agricultural producers and rural industries to utilize infrastructure and investments for city-based agro-industrial and urban food park projects.

Institutions & Support Municipality, MAIL, MRRD, MoLSAMD

Toolkit

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TOOLKIT E-B

Agricultural Production Support Programs Introduction Afghanistan’s National Comprehensive Agriculture Development Priority Program developed by MAIL highlights the need for an “integrated service approach that places the farmer at its center.” (MAIL, 2016). Agricultural Production Support Programs are meant to serve the needs of two types of farming: Intensive (Agricultural Sector Review; World Bank, 2014) and Extensive. The Afghanistan National Development Strategy (ANDS) counts on intensive farming to produce high value crops that help expand the secondary and tertiary sectors as well. Extensive farming refers to subsistence or rain-fed farmers who largely grow staple crops. This is a sizeable population whose needs should also be addressed by Agricultural Support Programs. These programs are a suite of interventions or program that provides access to agricultural inputs (seeds, fertilizers, soil), financing, training, and knowledge in order to improve farmer capability. Agricultural Support Programs facilitates improvements at many levels of the value chain and helps strengthen urban-rural linkages. Components

Institutions & Support

E-B.1

Agricultural research and development facilities, extension programs and training center

MAIL, Universities, MoHE, MRRD, Multi-lateral Agencies, Rural CDCs

E-B.2

Peri-urban high-value crop incentive program MAIL, Universities, Peri-urban CDCs, Farmer Cooperatives, Finance Institutions

E-B.3

Technological Innovations for Agriculture

MAIL, Universities, MoE

E-B.4

Agricultural crop diversification program

MAIL, MRRD, MoHE

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Strategic Development Frameworks for Five Provincial Capital Cities

E-B.1 Agricultural research and development facilities, extension programs and training center Description Agriculture research and development facilities conduct research and train farmers to farmers based on scientific observations specific to their respective agro-ecological zones. While research and testing may be carried out in pilot sites near the facility, the goal is to create an impact beyond investment into a singular agricultural plot. The most common model for this is centered on agricultural universities in a major city or small town with strong rural linkages that set up extension programs. Extension programs involve researchers and specialists in agronomy, plant biology, irrigation, soil scientists, veterinaries, pest management and others. These specialists are also tasked with creating education programs and training modules that are delivered to rural areas. This limits the amount of investment needed to create multiple centers of excellence and specialized research but expands the benefits to larger geographies. Agriculture research and development facilities in provincial capital cities should create an ecosystem of research, outreach, and feedback between its agriculture department and farms within livelihood zones that use the city as a market. Farmers should be able to access specialized knowledge to navigate the uncertainties of climate change, drought, and disease.

Process Invest in existing and new agriculture training programs at existing educational institutions. Create or enhance municipal agriculture departments to identify and address local issues and inefficiencies. Train agricultural and allied specialists to sufficiently address the needs of various agro-ecological zones in Afghanistan. Create educational opportunities at newly developed agricultural hubs which can be applied beyond test sites. Achieve a better agricultural standard through large-scale diffusion of innovation whilst demonstrating new opportunities through concentrated test sites.

Components University agriculture programs; Extension program with capacity for soil testing, disease testing, pest management, livestock health, water testing, and plant breeding; Municipal agriculture task force; Private sector agriculture processing and farming training centers

Siting Requirements Within agriculture universities, municipal departments

Institutions & Support MAIL, Universities, MoHE, MRRD, Multi-lateral Agencies, Rural CDCs

Other models of training centers can involve municipal agriculture departments, partnerships with multi-lateral organizations, international universities, public-private partnerships, and farmer cooperatives.

Toolkit

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Toolkit E-B

Agricultural Production Support Programs

E-B.2 Peri-urban high-value crop incentive program Description A significant share of Afghanistan’s irrigated agriculture lands are in valleys often shared by a network of settlements or near large urban centers. Peri-urban agricultural lands near provincial capital cities have the advantage of being irrigated and close to processing centers, research and training centers, cold storage, and export hubs. These lands are ideal candidates for pilot projects and incentive programs that help transition all kinds of farmers to high-value crops or horticultural crops that can activate secondary and tertiary sectors as well. There are a number of benefits to the development of a peri-urban crop incentive program: » Increase incomes for peri-urban farmers facing increased cost of living and other development pressures to prevent land-conversion of strategic farmlands » Promote strategic crops with the greatest potential to engage secondary and tertiary sectors » Crops developed in Peri-urban environments can develop technological innovation faster and more effectively due to their proximity to educational institutions in urban areas. » High value crops developed successfully through the program will encourage peri-urban farmers towards agriculture that greatly improve livelihoods and catalyze agro-businesses Incentive programs dedicate financing, technical, and value chain assistance to farmers enrolled in the program since they are potentially trying out new crops and management regimes. Access to finance is critical since most high-value crop cultivation requires significant initial investments. Guaranteed market for products grown will encourage farmers to enroll in the program. This can include investing in high-value products that are clearly competitive for the region, guaranteed buy-back program from the government, or nurseries growing trees for the municipality. Other alternatives to transitioning to high-value crops can be investments in green houses that help extend

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the growing season for existing crops. Programs like this are described in E-B.4. Peri-urban agriculture compete with the urban economy for goods, market, labor, and land. Helping increase the economic returns from peri-urban agricultural is critical to ensure farming can remain sustainable on the most productive lands. A productive peri-urban economy creates a stable economic buffer and increases urban food security. Farmland preservation around cities create multiple environmental benefits including aquifer recharge, reduced dust storms, and cooling.

Related Objectives Linked to Urban Toolkit U-C, Economic Toolki E-A, and E-B.1.

Components Financing programs for smallholder farmers and cooperatives, input assistance and guidance, horticulture management training, reduce barriers to access markets and upstream value chains, encourage small-medium enterprises that process, package, and export peri-urban products

Process Identify pilot sites for program, organize linkages between farmers and specialist teams at agriculture R&D center, create financing scheme specific to needs of beneficiaries, provide long-term support from training to sowing to harvest

Siting Requirements Peri-urban lands with good soil, irrigation, and strong agricultural community

Institutions & Support MAIL, Universities, Peri-urban CDCs, Farmer Cooperatives, Finance Institutions

Strategic Development Frameworks for Five Provincial Capital Cities

E-B.3 Technological Innovations for Agriculture Description A range of technological investments and innovative applications can have systemic benefits for intensive and extensive farmers of Afghanistan. Climate monitoring to estimate rainfall and predict droughts is a fundamental knowledge capacity that universities should build among local researchers. The critical component is the communication of this information to farmers. Innovations are needed in leveraging phones, smart phones, and other means to link farmers to the most updated scientific information not just on weather but market prices, demands, and management recommendations. The digital mapping of agricultural value chains is another effort that can yield many strategic benefits. This refers to georeferencing collection points, rural and urban markets, warehouses, processing centers, export centers, and all agribusinesses. This information will give regional and national governments data points to make strategic investments towards agricultural value chains. Research centers in Afghanistan should build on the capacity to test new varieties of seeds that are more resilient to future climate stresses and locally adapted by working with farmers who already work with landrace seed stock. Finally, advanced precision agriculture systems including digital surveillance, monitoring, and automated farming systems may complement traditional technological innovations like drip irrigation, mechanized harvesting to improve yields and increase returns for labor. However, the priority should be the mainstreaming of well-tested agricultural innovations in cereal, horticultural cultivation and irrigation that are not yet universally applied by intensive and extensive farmers alike.

Related Objectives Mainstream adoption of well-known innovations in irrigation, crop varieties, and management to increase yields

Components Climate monitoring system and communication platform, geospatial mapping of agriculture value chains, plant breeding and genetic research, mainstreaming innovative and tradition irrigation and cultivation knowhow, testing application of precision agriculture and other forms of digitization

Institutions & Support MAIL, Universities, MoE

Toolkit

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Toolkit E-B

Agricultural Production Support Programs

E-B.4 Agricultural crop diversification program

» Crop diversification provides long term benefits to farmland by improving soil structure, reducing erosion and conserving soil moisture through a year long planting and cultivation regiment.

Description

» Capacity building for farmers to grow high value products

Crop diversification refers to the introduction of multiple crop cycles to increase incomes, improve soil conditions, or build resilience to environmental risks like drought. Some regions already engage in multiple harvests of cereal or horticultural crops because of generous growing seasons. However, crop diversification can be applied to many different agro-ecological zones with variations with the use of cover crops between harvests that can be used for livestock. Most forms of crop diversification include non-horticultural cash crops like sesame. These can be coupled with income diversification programs that build capacity for oil seed processing, fruit processing by women or agricultural labor without land. Crop diversification is one of the most effective ways to address economic uncertainty and climate risks faced by the most vulnerable farmers.

Related Objectives

» Crop diversification will create a larger harvest window through staggered harvest periods » Crop diversification presents a larger processing window due to the different processing needs of different crops which could create larger windows of employment for agriculture workers. » Crop diversification creates more market resilience by creating an ability to sell crops and products throughout the year. » Crop diversification provides a more resilient agricultural landscape by expanding the scope of crops and therefore their drought tolerance and resistance to pests therefore reducing the rate of crop failure. » Crop Diversification and rotation can break pest cycles, including plant diseases, insects and weed infestations.

» Policies supporting private agricultural input and output market development are critical for inducing adoption of more diverse, resilient, and profitable cropping systems. » Improve research and dissemination of new seed types and crop management techniques more resilient to increased aridity or fluctuating rainfall. » Couple crop diversification with climate smart agricultural practices that include adoption of irrigation, soil management, and grazing practices

Components Financing mechanisms to support farmer’s initial investments in inputs; capacity building within agricultural research and training centers; training farmers and guiding crop diversification from introduction to harvest

Process » Evaluate competitive crops and income potential » Evaluate climate and soil suitability of crop diversification selection » Identify beneficiaries based on socio-economic status and current crop regime » Support beneficiaries with financing and training programs

Institutions & Support MAIL, MRRD, MoHE

» Crop diversification has the capacity to reduce agricultural risk. By training and incentivising farmers to grow multiple types of crops they are better able to accommodate market needs and address environmental limitations.

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Strategic Development Frameworks for Five Provincial Capital Cities

Toolkit

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TOOLKIT E-C

Vocational and Business Programs Introduction An educated, skilled, and diverse workforce across industries is a critical component of a nation’s economic activity and growth. Such a workforce results in more creativity and collaboration, productivity, and resilience. This has a direct impact on the health and wellbeing of workers through respectable salaries and living wages and employment stability, for example. As a result, investing in people should be a priority for any country seeking to take major leaps forward in its workforce. Vocational and Business Programs provide opportunities for current and future workers to develop and refine their skills and engage in continued learning within their specific professions. While these programs are beneficial to those already in the workforce, they are also a pathway for non-traditional students who may require alternative paths into the workforce. Many of these types of programs target young people, women, persons with disabilities, and others who would greatly benefit from hands-on experiences in flexible learning environments. Through partnerships between the public, private, nonprofit, and academic sectors, across national and international levels, students can connect and tap into a strong network of employment opportunities that can enrich their lives.

Source (top to botton): Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH, USAID, and UN-Habitat

L-#

Components

Institutions & Support

E-C.1

Vocational Training Programs

MoE, MoHE, MoJ, MoLSAMD, MoWA, MRRD

E-C.2

Engineering Training Programs

MoE, MoHE, MoLSAMD

E-C.3

Supply Chain Management Programs

MoCI, MoCe, MoF, MoLSAMD, MRRD

E-C.4

Vocational Training and Education Centers

MoE, MoHE, MoLSAMD, MRRD

E-C.5

Small-Scale Production Spaces

MoE, MoHE, MoCI, MoLSAMD, MRRD

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Strategic Development Frameworks for Five Provincial Capital Cities

Government + Private Sector + NGOs

Vocational & Business Programs High Schools + Universities Vocational Training Centers

Skills & Training

Employment Place-Based Approach

Sector-Based Approach

Workforce Development

E-C.1 Vocational Training Programs Description

» Alumni Networks further expand the opportunities available to students

Vocational Training Programs are formal and informal learning opportunities that equip people with knowledge and skill sets for specific careers through hands-on experience. This form of training can lead to careers in various industries, including healthcare and emergency, artisanal, manufacturing, and construction.

» Virtual Learning and Training Programs allow students greater access to critical information and services

Related Objectives

» Identify Programs and Strategies (skill and capacity development, outreach and promotion)

These programs can create opportunities to further goals centered on social equity and inclusion throughout the workforce by targeting specific demographics - such as women, youth, persons with disabilities, and non-native speaking individuals resulting in higher productivity, creativity, and innovation, and an overall stronger national economy.

» Sector-Based Approaches target specific sectors by equipping workers with the skills and knowledge needed to excel in their respective industries

Components Public-Private-Nonprofit Sector Cooperation

Implementation Process » Analyze and Assess (market analysis, employment landscape, supply and demand)

» Placed-Based Approaches target specific communities or regions where program participants currently reside and work in and provide support through training to existing or potential future industries » Monitor and Evaluate through KPIs (Key Performance Indicators)

» Transition Programs build market-relevant skills among future employees, helping firms and institutions identify and test talent best suited to their needs

» National Technical and Vocational Education Training Strategy

» Matchmaking Programs to connect employers and employees together based on relevant skill sets and experiences

Institutions and Support

» Employment Services and Career Guidance Programs establish links between skills’ supply and demand to better facilitate private-, public-, and nonprofit-sector matching Professional Capacity Building

Existing Program

Ministry of Education (MoE), Ministry of Higher Education (MoHE), Ministry of Justice (MoJ), Ministry of Labor, Social Affairs, Martyrs and Disabled (MoLSAMD), Ministry of Women Affairs (MoWA), Ministry of Rural Rehabilitation and Development (MRRD)

» Mentorship and Counseling with working professionals and leading experts » Skills Development and Training through hands-on experiences and apprenticeships

Toolkit

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Toolkit E-C

Vocational and Business Programs

Source: USAID

E-C.2 Engineering Training Program Description Municipalities depend on engineers to construct, repair, and maintain public works projects, such as bridges and tunnels, streets and sidewalks, transportation and transit infrastructure, and water, power, and sanitation systems. As a result of their highly technical work, extensive education, rigorous training, and sometimes licensure are typical requirements of engineers. An Engineering Training Program (ETP) provides future engineers with the fundamental skills, training, and coursework needed to take leadership roles in complex infrastructure projects.

Related Objectives Engineering Training Programs test student competency on project administration and cost-estimation, planning and scheduling, government regulations, and design software and modeling.

Components Public-Private-Academic Partnerships » Technical and Vocational Education and Training (TVET) programs in high schools and institutions provide young students a jump-start into the profession

» Global Co-Ops are short- and long-term opportunities for students to expand their knowledge, refine their skills, and gain new perspectives in other countries. » Summer Internships provide young people the opportunity to further develop their knowledge, skills, and values from direct experiences Experiential Learning » Continuing Education programs create opportunities for working professionals or non-traditional student to advance their knowledge and skills

Process » Assess market needs and define target population » Leverage partnerships with high schools and vocational centers to provide better training opportunities » Create a budget and fundraise and/or identify funding sources in public and private sectors

Institutions & Support Ministry of Education (MoE), Ministry of Higher Education (MoHE), Ministry of Labor, Social Affairs, Martyrs and Disabled (MoLSAMD)

Cooperative Educational Programs » Co-Ops help students make the school-to-work transition by providing academic credit for paid work experience, in partnership with employers across job sectors, while they are still completing their studies.

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Strategic Development Frameworks for Five Provincial Capital Cities

Source: The Christian Science Monitor

E-C.3 Supply Chain Management Programs

Components » Logistics and Operations

Description

» Planning

To the extent that Afghanistan wishes to take the next step in the country’s economic output, it must invest in people with the skills and knowledge they need to facilitate this growth. Supply chains are the systems and processes involved in delivering a product or a service to a consumer. From raw materials to the finished product, these systems and processes comprise various organizations and agencies, people, activities, information, and resources. Management of these systems and processes, and the flow of information, goods, and services, is an integral part of sound economic growth and development and of remaining competitive in an increasingly globalized market. While the skills are similar, the functions could vary by sector. In the private sector, for example, individuals trained and experienced in supply chain management would be charged with supervising their company’s resources and relationships with its partners. By contrast, in the public sector, these same individuals responsible for entire industrial zones and districts and the numerous programs required to ensure its long-term viability.

» Sourcing » Management and Procurement » Strategies

Process » Identify key value chains across sectors and markets » Conduct market study and interview employers to determine the needs of the market to better educate participants » Work with local universities to meet the needs of its students and select instructors with relevant experience and expertise » Establish Advisory Committee to provide guidance and oversight on development of curriculum » Coordinate the program with market trends and technological shifts to remain current » Explore partnerships with international universities to codevelop curriculum and support professional development

Related Objectives

Institutions & Support

These programs teach the importance of effective and efficient management of relationships, information, resources, and services; better coordination between organizations and individuals; and sustainable, socially responsible, and ethical practices in manufacturing and distribution, to name a few.

Ministry of Commerce and Industry, Ministry of Economy, Ministry of Finance, Ministry of Labor, Social Affairs, Martyrs and Disabled (MoLSAMD), Ministry of Rural Rehabilitation and Development (MRRD)

Strategies

Management & Procurement

Planning

Logistics & Operations

Sourcing

Toolkit

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Toolkit E-C

Vocational and Business Programs

Source: Afghanistan Technical Vocational Institute

E-C.4 Vocational Training and Education Centers

Capacity Building

Description

» Career Fairs to expose students to potential employers and employment opportunities

Vocational Training and Education Centers are spaces designated as hubs for programs and relationships catered to vocational learning, managed by working professionals, nonprofit organizations, and/or public entities, to name a few. These centers can also serve as a resource for finding open jobs, career counseling and mentorship, and placements or referrals to specific local employers by connecting future employees with key individuals, institutions, and companies in the employment sector.

Related Objectives Vocational Training and Education Centers allow students to engage in hands-on training in smaller, more flexible learning environments. Additionally, students can leverage the Center’s networks to connect with employers, companies, and universities in the area and secure futuer employment and/or continued learning opportunities.

Components Public-Private-Nonprofit Sector Cooperation

» Satellite (Incubator) Centers in schools, colleges, and universities to further build on student’s interests and talents in entrepreneurship » Employment Services and Career Guidance Programs

Process » Identify strategic locations with access to basic infrastructures and in proximity to work force (neighborhoods, commercial districts, and academic institutions). » Develop curriculum with input from public-, private-, and nonprofit sectors. » Leverage relationships with traditional and vocational education centers and schools to create pipelines.

Siting Requirements » Proximity to target populations » Accessible by transportation or mass transit » Proximity to academic institutions and/or major job clusters

Existing Programs

» Advisory Committees with strong cross-sectoral representation to strengthen relationships, co-develop curriculum, and increase intern/student transition into the labor market

» National Technical and Vocational Education Training Strategy

» Joint Training and Education Center to better develop marketrelevant skill

Institutions & Support

» Strategic Municipal Action Plans

Ministry of Education (MoE), Ministry of Higher Education (MoHE), Ministry of Labor, Social Affairs, Martyrs and Disabled (MoLSAMD) V.158

Strategic Development Frameworks for Five Provincial Capital Cities

Source: DAI

E-C.5 Small-Scale Production Spaces Description Due to global shifts on technology, manufacturing, and economics, small-scale production spaces provide opportunities for local entrepreneurs and small businesses to grow and develop. These spaces strengthen existing economic sectors and districts or help to create new ones, and access local markets and capital. They are important components of community development because they draw foot traffic into retail districts, fill vacant spaces that may be difficult to lease, and also create job opportunities for individuals that may have difficulty finding work in other sectors.

Related Objectives These spaces are important pieces in building inclusive business environments for key demographics (i.e. women, immigrants, ethnic minorities), and creating strong mixed-use corridors and centers and resilient local markets.

Components Public-Private Partnerships » Policy Reform to provide clear regulations that support the growth and development and small-scale production spaces towards specific goals Financing and Incentives » Microfinance Programs (see Section E-D.1) » Reimbursement Grant Programs » Emergency Relief Funds

Capacity Building & Technical Assistance » Small Business Programs provide technical support and guidance through workshops, seminars, and coaching. » Women- and Minority-Own Business Assistance Programs provide target support to demographic minorities in service of diversifying local businesses

Process » Identify strategic locations with access to basic infrastructures and in proximity to work force (neighborhoods, commercial districts, and academic institutions). » Adjust land use and zoning and plan as necessary to facilitate development of these spaces. » Develop training facilities and pipelines at vocational education centers and schools, and develop curriculum with input from public-, private-, and non-profit sectors.

Siting Requirements » Access to local neighborhoods and communities » Proximity to work force » Proximity to transit and distribution networks » Proximity to commercial districts and academic institutions

Institutions & Support Ministry of Commerce and Industry, Ministry of Economy, Ministry of Finance, Ministry of Education (MoE), Ministry of Higher Education (MoHE), Ministry of Labor, Ministry of Rural Rehabilitation and Development (MRRD)

Toolkit

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TOOLKIT E-D

Financing Support Programs Introduction Finance plays a crucial role in poverty reduction and overall economic stability. Although it has witnessed a growth in its economy over the last decade, Afghanistan remains one of the world’s poorest countries. In fact, nearly 36 percent of its population lives below the national poverty line and most of them cannot even start an income-generating activity due to the lack of financial support programs. The country’s financial sector is largely underserved and undeveloped due to the historical conflicts. To support the national initiative to reduce poverty, strengthen the resilience of urban households, and to achieve sustainable economic growth, this toolkit intends to improve access to financial services for Afghan people. With the development of sustainable financing measures, Afghan people should be able to expand their access to such as business development, healthcare, education, food and household equipment, which will lead to overall economic stability by reducing poverty.

L-#

Components

E-D.1

Microfinance Program

E-D.2

Housing Finance Program

Small businesses in Heart City

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Literacy class in Kabul City

Strategic Development Frameworks for Five Provincial Capital Cities

E-D.1 Microfinance Program

Process

Description Microfinance is the provision of a broad range of financial services, for those who often are based in rural areas, and do not have access, such as deposits, loans, payment services, money transfers and insurance products, to low-income households to help them raise their income levels and improve their quality of life. Microfinance programs are generally provided by domestic microfinance institutions with support from the international organizations/partners for the purpose of capacity building.

» Identify areas of demand for financing through conducting research in cooperation with stakeholders such as donor community, government agencies, consultants and the general public. For example, MAIL and MUDL should contribute to the provision of data and information for the agriculture and housing sector respectively. » Develop products catering to the needs of identified clients. » Provide services with the support of implementing partners who have outreach to the local clients. » Conduct the impact assessment to evaluate and monitor the impacts and effectiveness of products. Adjust and improve the contents of products to make them more effective.

Related Objectives

» Adjust and improve the products to make them more effective.

Provide seed money for starting a small business, transform microbusinesses into small and medium enterprises (SMEs), develop capacity of the banking and financial sector for economic development, increase the household income, reduce poverty, achieve gender equality and empower all women.

Institutions & Support

Components Microfinance programs is a diverse and tailor-made set of loan products catering to the needs of the client base. In Afghanistan, there are four main sectors to be further developed. » Enterprise (trade and services): Loan products for microbusiness and SMEs. Clients can be both individuals and groups. » Agriculture: Loan products for growing crops and livestock. Clients are mainly based in rural areas and include a big portion of female-headed households. » Consumer: Loan products to finance specific types of expenditures, which range from mortgages to personal loans for such as health, education, food and household equipment. Consumer loans also function as a safety net for people in extreme poverty to cover daily expenditures. » Emergency: Loan products to those who are affected by uninsured risks, such as floods and droughts, that have huge impacts on welfare, productivity, income, and asset ownership. In Afghanistan, farmers are generally the big client base for this type of loan product. Enterprise

Agriculture

Afghanistan Microfinance Association (AMA), Aga Khan Agency for Microfinance (AKAM), First Microfinance Bank Afghanistan (FMFB-A), Finca Afghanistan (FINCA), OXUS, Microfinance Investment Support Facility for Afghanistan (MISFA), MInistry of Agriculture, Irrigation and Livestock (MAIL), Municipality, Mutahid DFI Institutions

Roles

AKAM

Provision of microfinance through FMFB-A / Part of Aga Khan Development Network (AKDN)

MISFA

Technical and financial support to its partner institutions with the inputs from government and international donors

AMA

Capacity building of professionals in Microfinance

FMFB-A

Client outreach / Established by AKAM

FINCA

Client outreach

OXUS

Client outreach

Mutahid DFI

Client outreach

MAIL

Provision of data and information

Municipality

Provision of data and information

Consumer

Emergency

“85% of microfinance clients had used the loan for business development purposes. There is evidence that some micro businesses have grown and moved to the level of SMEs.” Microfinanza, Impact Assessment Microfinance Services in Afghanistan, 2019 Toolkit

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Toolkit E-D

Financing Support Programs

E-D.2 Housing Finance Program Description Housing finance programs are loan products that can be used for such as construction, purchase, and improvement of housings. While microfinance institutions do not grant loans directly for housing much except for FMFB-A, their business loans are an indirect source of financing for home improvement. The proper development of housing finance will help bridge the gap between housing demand and supply to make access to adequate housing a reality for many Afghans.

Related Objectives Increase housing finance programs, address the growing housing needs, address existing informality in the housing sector and control the distortion of urban growth through a comprehensive strategy including the enhancement of financing mechanisms, accelerate economic development by attracting public-private partnership or the participation of private developers, develop capacity of the banking and financial sector for economic development.

Existing Programs Housing Development Fund Support Program: leverage local financial institutions in Herat for the establishment of a housing development fund to support short-term and long-term loans in the housing sector. Through the policy, MUDL is aiming to

support the housing sector through the establishment of a Real Estate Appraisal and Clearance Center, strengthening insurance services in the sukuk sector, and encouraging small bond institutions to operate in the housing sector.

Target Area The demand for housing is particularly prevalent in low-income sections of society, which have limited or no access to housing finance. Due to lack of formal long-term loan programs, people resort to the informal sector for securing loans or rely on assistance from family, relatives and friends. However, banks are reluctant to develop housing loan products due to the instability of revenue projections attributed to the clients’ low incomes. Also, the low cost housing is less profitable for housing developers and thus, supply is inadequate. Sharia-compliant (murabaha) loan products are desirable if they are priced properly and if proper adjudication and law enforcement mechanisms are put in place and strengthened. In addition, some mechanisms to provide housing to low income people such as requiring developers to build a minimum number of affordable units should be deployed together.

Institutions & Support Aga Khan Agency for Microfinance (AKAM), First Microfinance Bank Afghanistan (FMFB-A), Microfinance Investment Support Facility for Afghanistan (MISFA), Municipality, MInistry of Urban Development and Land (MUDL), Ministry of Finance (MoF)

Reference: Income Groups & Affordability

Tier 1 Upper Income Tier 2 Upper-middle Income Tier 3 Middle Income Housing concentration in Kandahar City

<$1,500 - 3,500 Int’l Org Support staff Private Sector

Nothing affordable in the formal areas of <$500 - 1,500 the city Private Sector, e.g. traders and Construction businesses

Tier 4 Middle Income

<$300 - 500 Government, Civil Servants

Tier 5 Low Income

<$100 - 300 Informal sector workers (cart sellers, vendors, house-help)

Tier 5 Poor

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Formal Housing in <$500 - 1500 Planned Areas: Int’l/Technical Specialists; 120-250 sqm at Private Sector (senior) over $100,000

Strategic Development Frameworks for Five Provincial Capital Cities

<$100 Informal sector workers (cart sellers, vendors, house-help, part-time workers)

References Brown, Gerry, et al. (2014) “Bringing A Supply Chain Back To Life In Afghanistan.” CSCMP’s Supply Chain Quarterly, Council of Supply Chain Management Professionals (CSCMP). www.supplychainquarterly.com/articles/927-bringing-asupply-chain-back-to-life-in-afghanistan DAI. Afghanistan Small and Medium Enterprise Development. https://www.dai.com/ourwork/projects/afghanistan-small-and-medium-enterprise-development-asmed Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH. “Good Training Creates Future Prospects for Young People.” https://www.giz.de/en/ worldwide/14616.html Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH (2014) “Future Prospects Generated By Vocational Training.” Edited by: Heidi Herrmann and Viola Reinhard. https://www.giz.de/en/downloads/giz2014-en-vocational-trainingafghanistan.pdf Peterson, Scott (2019) “In Afghanistan, Weaving Ancient Industry Back Into Global Market.” The Christian Science Monitor. www.csmonitor.com/World/MiddleEast/2019/0821/In-Afghanistan-weaving-ancient-industry-back-into-global-market Republic of Rwanda (2019) National Skills Development and Employment Promotion Strategy, 2019-2024. https://rdb.rw/wp-content/uploads/2019/07/NSDEPS.pdf Smart Growth America (2017) Made in Place: Small-Scale Manufacturing and Neighborhood Revitalization. https://smartgrowthamerica.org/app/ uploads/2017/11/made-in-place-small-scale-manufacturing-neighorhoodrevitalization.pdf USAID. Afghanistan Technical Vocational Institute (ATVI). Last Updated: May 7, 2019. https://www.usaid.gov/news-information/fact-sheets/afghanistan-technicalvocational-institute-atvi USAID. Female Afghan Engineering and Architecture Interns Graduate From USAID Program. Last Updated: February 18, 2020. https://www.usaid.gov/afghanistan/ news-information/press-releases/female-afghan-engineering-and-architectureinterns World TVET Database Afghanistan. Compiled by: UNESCO-UNEVOC International Centre for Technical and Vocational Education and Training. August 2012. https:// unevoc.unesco.org/wtdb/worldtvetdatabase_afg_en.pdf Website: Science Direct, “Agricultural Research and Development.” https://www. sciencedirect.com/topics/agricultural-and-biological-sciences/agriculturalresearch-and-development. USAID, “Afghanistan Agricultural Extension Project II,” 2017. https://www.usaid.gov/ sites/default/files/documents/1871/Afghanistan_Agricultural_Extension_Project_ II_AAEP_II.pdf. Kevin McNamara, “Purdue University Afghannistan Activities,” 2017. https://ag.purdue. edu/ipia/Documents/afghanistan/Purdue%20Afghanistan%20Programs%201%20 2017.pdf CIAT; FAO, “Climate-Smart Agriculture in Punjab, Pakistan,” CSA Country Profiles for Asia Series, (International Center for Tropical Agriculture [CIAT], FAO, Rome: 2018). https://cgspace.cgiar.org/bitstream/handle/10568/99181/CSA%20_Profile_ Punjab.pdf. FAO, “Cropping system diversification in Eastern and Southern Africa: Identifying policy options to enhance productivity and build resilience,” Agricultural Development Economics Working Paper 18-05. http://www.fao.org/3/CA1562EN/CA1562EN.pdf.

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CIP ANNEX

Kandahar Strategic Development Framework

Kandahar

Table of Contents

Introduction and Background

CIP Implementation Process

Prioritization Framework

Prioritization Results

Catalytic Projects

Municipal CIP

Municipal Projects

10-year Municipal Capital Plan

Strategic Investment Roadmap

Key Implementation Partners

Strategic Investments

Assumptions & Methodology

CIP Annex

Introduction and Background Capital Investment Plan Background

Relationship to SDF

As with most cities, the demand for investment in basic services and social development in Kandahar is far greater than the available funding. Thus a focus must be on selecting the highest priority projects that have the greatest potential to catalyze economic and social growth. Investments must be planned over many years to minimize peaks and troughs that overwhelm a city’s capacity to deliver or serve their potential. A well thought-out CIP is a tool for local and regional governments to evaluate and plan for upcoming capital investments.

The Strategic Development Framework (SDF) was developed following the baseline assessment and in conjunction with consultative workshops that solicited feedback and input from Municipal staff, Mayors, and national officials. The SDF is a comprehensive document that addresses all aspects of life and functions of a city. The main output of the SDF is a Spatial Framework, which is accompanied by an Action Plan, which is a list of potential projects that support the Framework. The long list, or Action Plan, of potential projects was created in order to guide the activities of empowered stakeholders in order to catalyze economic growth, basic services, and social equity.

This Capital Investment Plan (CIP) is a key output from the Strategic Development Framework (SDF), and is comprised of a priority-ranked list of all construction projects from the SDF’s Action Plan. Critically, the physical projects detailed in this CIP will need to be paired with non-physical, programmatic supporting projects in the Action Plan in order to be successfully implemented. This CIP presents options for project implementation using a 10-year planning horizon. This time-frame is intended to be short-term enough that key projects can be delivered in the next few years, meeting the needs of the community, even after going through the process of feasibility, due diligence, design, procurement, construction, commissioning, and operation. Budgeting beyond 10-years out cannot consider the inevitable changes over the course of a decade.

The Action Plan is the primary input to the CIP. The list of catalytic, physical construction projects from the SDF is then prioritized and filtered through an evidence-based methodology. This methodology is referred to as the Prioritization Framework and is detailed in subsequent sections of this CIP. Only physical projects are included in the CIP to highlight the one-time capital expenses necessary to make these critical improvements. The budgeting process for these larger capital expenses is separated from smaller, more long-term expenses that come with program implementation.

Project Documents Outline SDF Document Growth Strategies/ Spatial Framework » Analysis of ‘BAU’ growth, areas of high risk & sensitivity » Diagrams a spatial strategy for long-term urban growth » Recommendations for development promotion, reservation, mitigation, etc.

CIP Annex SDF Thematic Framework » Identifies themes, goals, and strategies for each city » Acts as an ‘index’ for the SDF document + CIP Annex » Locates major projects & identifies ‘toolkit’ projects

Action Plan / Implementation Plan » Provides preliminary guidance on implementation » Clearly breaks down strategies into a series of actions (policies, projects, programs) » Describes key implementation partners + sequencing

Toolkit

» Filtering of projects into Municipal and non-Municipal Implementation

10-year Municipal CIP » Focus on projects that Municipality is wholly or largely responsible for implementing and financing » Provides high level budget and sequencing information to aid the development and prioritization of Municipal Budgets

Strategic Investment Roadmap

» Proposes guidelines, typologies, and strategies for implementation of proposed strategies + projects

» Focus on large-scale and complex projects that require multiple implementors

» Generic across all cities

» Provides high level budget and sequencing information to allow Municipalities to advocate and coordinate projects

» Focus on technical and physical aspects of strategies

Prioritization & Filtering » Prioritization of the most important projects for development of each city, regardless of scale, cost, complexity, or jurisdiction

Kandahar Strategic Development Framework

Kandahar

Strategic Investment Roadmap:

Strategic Development Framework

Complex Catalytic Investments Outside Municipal Jurisdiction

3. Sequencing & Partnerships 1. Selection & Prioritization Select key projects form plans to consider for implementation

2. Validation Validate project implementation feasibility within municipal capacity

Identify key implementation partners for Municipality and MUDL approach

3. CIP Prioritization Prioritize project according to benefits, financial criteria, and municipal capacity

4. Strategic Roadmap Development Develop project concept to the level that Municipalities & MUDL can coordinate implementation

4. CIP Development High level feasibility analysis. Develop project concept to inform next stage of implementation

5. CIP Implementation Establish implementation plan and evaluation framework

10-year Municipal CIP

10-year Municipal Capital Investment Plan

Strategic Investment Roadmap

The audience for the Municipal Capital Investment Plan includes municipal leadership and potential funding entities such as national ministries or multi-lateral donor agencies. When a project has been identified as a high priority project after the rigorous SDF Action Plan and CIP prioritization process, funding entities know that the project rose to the top through an evidence-based approach and is truly worthy of further feasibility and due diligence planning. Seeing how a project fits with municipal priorities and other investments allows funding entities to have context and understand how other investments overlap and integrate.

Many other important projects are outside the jurisdiction of Khost Municipality and thus another implementation partner must lead the project. Examples of this type of project would be a solar field implemented by a PPP model with DABS being an independent implementing partner, or a new drinking water well field implemented by AUWSSC.

The 10-year Municipal CIP shows a year-by-year picture of funding requirements for a small number of catalytic construction projects. It also indicates operational budget impacts of projects - some may boost revenue to a municipality by increasing tax revenue while some may impose operational expenses commensurate with expanded services provided by the municipality.

The Municipality may play a supporting role by providing permits, land, roads, or other services to enable or speed up the project. Key information in the Strategic Investment Roadmap can inform what role the municipality may play in support of the project and the implementation partner. Although budget ranges are provided in the Strategic Investment Roadmap, they are for contextual and informational purposes, as partnering entities will bring their own expertise and funding sources to bear on each project.

CIP Annex

CIP Implementation Process Implementation Framework

CIP Implementation

One key metric of success of a Capital Investment Plan (CIP) is its eventual implementation and realization of project benefits. In order to ensure the implementation of projects laid out in this CIP, a cooperative and rigorous process is key. In support of the CIP implementation, a process for reviewing, updating, monitoring, and evaluating the CIP is outlined.

A key component of implementation is the establishment of a CIP development process (SDF 5.5.2). The process includes establishing a CIP Committee and developing a CIP Implementation Plan that includes budgeting and coordination. This process is necessary for producing successful outcomes as laid out by the projects detailed in this CIP document. An implementation process is also intended to enhance the capacity of the Municipality in order to adequately budget and execute a 10-year CIP plan. The current budget cycle includes identifying investment projects, discussing those projects, and selecting appropriate projects for the next fiscal year. A more long-term process should be established.

SDF Implementation The implementation framework for the Strategic Development Frameworks (SDF) is detailed in Goal 5.5 and the Action Plan and Implementation section of the SDF. The section lays out the establishment of an SDF Implementation Committee and a review process. The SDF Committee may be composed of key implementation entities, including MUDL, the Municipality, AUWSSC, DABS, MAIL, WRA, and others. Implementing both the SDF and CIP will require coordination, cooperation, and iteration. Coordination is necessary to determine the order and importance of projects led by separate entities, such as DABS, the Municipality, or AUWSSC. Infrastructure and other physical investments are often dependent on each other and require parallel projects or negotiations.

CIP Committee Further review and development of the Municipal CIP will be performed by a CIP Committee formed under the Municipality and including the Mayor, Financial Manager, Lead Engineer, and Planning Manager for the city. The committee may include other leading city staff, if applicable. The committee will be charged with meeting to review and update the Municipal CIP, a living document, annually or semi-annually. The committee will agree upon budgets for the fiscal year, decide which projects should be earmarked for that year, and develop a financial plan for the next 3 to 5 years.

Assess-Plan-Implement Cycle Plan The Action Plan is the first step towards plan implementation

Collect Data and Assess

Issues, Opportunities, and Interventions

Kandahar Strategic Development Framework

Implement

Kandahar

Monitoring & Evaluation Monitoring Inputs

Evaluation

Processes

Outputs

Outcomes

Impacts

Learning Adjust the process for the future

Review and Development Process

Monitoring and Evaluation

The CIP presented here is meant as a recommendation to the Municipality and should be negotiated and revised as the established CIP Committee sees fit. The CIP Committee will:

As part of the update and revision process of the CIP, there should include a monitoring and evaluation process that contributes to the results of projects and lessons learned. These lessons can be applied to future planning and help guide adjustments to capital spending that contribute to better results for the city in the future.

• Discuss and confirm the priorities of the Municipality • Commit to high priority projects identified in the CIP • Integrate high priority projects from the CIP into the broader municipal budgeting process • Update the CIP and projected budgets to fit capacity • Identify next steps, challenges, monitoring and evaluation needs The CIP review and development process should be informed by the SDF Committee’s recommendations for that year. As part of the SDF Implementation Committee’s deliberations, each of these organizations will negotiate actions to prioritize. The Municipality will identity key actions to take in the implementation of the SDF which will inform the CIP review and development process. Clear guidelines for project approvals should be established for CIP projects and budgets. These guidelines will help decentralize the decision-making process in the Municipality and establish clear criteria to reduce time spent on project negotiations. Smaller projects should undergo a high-level approvals process to increase efficiency, as well. Upon review, negotiation, and commitment to CIP revisions, the Committee must elaborate on the changes made to the previous CIP and justify the updated CIP. As cities grow and expand, its needs and priorities may change dramatically. As a result, the CIP should continuously reflect these changes and be updated to fit the changing needs of the city through time. However, there must be a rigorous approval process that allows these changes so as not to prioritize projects that do not maximize the public benefit for the city.

Funding Sources Funding from international donors and multilateral agencies will likely be a significant source of funding. Five projects from the municipal CIP have been identified as Catalytic Projects that are likely to fit the criterial of international donors. The reliance on international funding, however, is unsustainable in the long-term and unlikely to meet the capital demand for municipal-led projects. National government transfers and other grant funding opportunities should be explored to bridge the funding gap for municipal projects. The mechanisms identified in the SDF to increase revenues and capacity for long term budgeting will be crucial to implementing this CIP. One source of domestic funding could be the Municipal Incentive Fund for projects implemented by the Municipalities. Projects able to be implemented in the near-term are good candidates to receive funding from this source. The CIP Committee should take funding sources in consideration when revising the CIP during each review period. This consideration is imperative for a healthy financial standing of the Municipality. Planning for the next 3 to 5 years will enhance the local government’s capacity to handle finances in a secure and responsible way. However, keeping in mind the next 10 years of planned capital expenses is important for the financial health of the Municipality. Many large and very important capital investments that must be planned for are more than 5 years into the future. For this reason, the capital investment plans presented in this document have an outlook of 10 years.

CIP Annex

Prioritization Framework Methodology Background

Categorization: Municipal or Strategic

The long list of projects developed in the SDF included projects that were all sizes and scales, physical and non-physical, spanning economic and cultural sectors. Given such a large Action Plan, it is critical to identify where to start, to identify the most catalytic, high priority projects based on an evidence-based, standardized prioritization process. Strategic planning inevitably generates a list of possible projects that is much too long to accomplish in a foreseeable time-frame, so identifying the highest priority investments allows municipalities to take the first steps in the best direction. This prioritization and identification ensures that only those projects which deliver the most public benefit compared to investment are the projects that should receive the limited investment funds available.

The first step of the prioritization process is to determine whether a physical project should be categorized as a Municipal project or a Strategic project. Municipal projects are those projects that led by the Municipality and implemented by the Municipal CIP Committee. Factors influencing this categorization include the Municipality’s jurisdiction and capacity. The top priority projects that will be implemented by the Municipality are then arranged and planned into the Municipal Capital Investment Plan.

Kandahar Action Plan The Growth Strategy and Spatial Framework in the SDF were a result of the baseline assessment input from Municipal staff, Mayors, and national officials during the consultative workshops. Based on the Spatial Framework, a long list of potential projects across all sectors was created that supported each of the Framework Themes and Goals. Projects that are physical in nature and require capital investment were brought forward to be prioritized in the prioritization framework.

Strategic investments are more complex and larger projects where the Municipality will play a supporting and coordinating role rather than a lead implementing role. These projects will be funded and implemented by partnering or national entities and are detailed in the Strategic Investments Roadmap.

Municipal Functions In the preparation of the Strategic Development Framework action plan and this CIP, careful consideration into the roles and departments of the Municipality was taken. The Municipality has a few main functions as the primary local government in the city. A few key departments will deal with the implementation of physical CIP projects in this document. The Cleaning and Greenery Department is responsible for solid waste collection and management, as well as cleaning and building storm water canals in the city. The department has equipment to collect solid waste and clean out the canals. The Technical and Sectoral Department is charged with building and repairing roads within the municipal boundary. Although the projects in the Municipal Capital Investment Plan will primarily be implemented by municipal departments, they will likely require coordination with national ministries, private sector businesses, and funding sources.

Kandahar Municipal Organogram Executive and Council Municipal Council

Mayor

Key Personnel and Directorates

M&E Department

Deputy Mayor

Technical and Sectoral Services Directorate

Administration and Finance Directorate

Districts/Nahia Departments

Urban Governance Department

Planning & Development Department

Administration and Finance Department

Revenue Manager

Electronic System Management

Cleaning & Greenery Department

Revenue and Accounting Department

Urban Governance Directorate

Departments and Management

Technical & Sectoral Department Building Affairs Regulation Department

Kandahar Strategic Development Framework

Cleaning and Greenery Manager Building and Rehabilitation Engineer

Kandahar

Scoring Criteria The prioritization process is a quick ranking assessment for which each project is given a score based on the characteristics of the project. Each project receives either a low, medium, or high based on the table reference to the right. Three aspects of each project were developed to assess the Social, Economic, and Environmental strengths and weaknesses of each project. Social Impact Score ranks the degree to which a project would address the needs of vulnerable groups or provide services in particular deficiency. Secondly, the Economic Impact Score assesses a project’s potential to create jobs or contribute to economic development generally. Thirdly, the Environmental Impact Score assesses the positive or negative environmental impact of a project.

Prioritization Framework Results The projects with the most ‘high’ and ‘medium’ scores indicate a higher priority. It is important to emphasize that the prioritization framework provides an initial evidence-based ranking, but the prioritization framework is not a decision-making tool, rather it is a decision-support tool. There is no strict cut-off or score that delineates the highest priority projects. The results output is just one evidence-based factor in the CIP selection process. There may be reasons to focus on specific sectors, or there may be readily-accessible funding sources, either of which could elevate projects to be selected for the Municipal CIP or the Strategic Investment Roadmap CIP. The criteria listed is clear and transparent so that the Municipality and associated stakeholders can take the prioritization process used here and adjust it for future needs. A summary of all physical projects that require capital investment are listed on the following page according to their scoring in the Prioritization Framework. This preliminary project list was created at an early stage in the design process. As knowledge, design priorities, and stakeholder input evolved, the projects and their titles evolved. The detailed projects that are included in this CIP following the prioritized list diverge from the names below. After prioritization, many of these projects were combined, adjusted, and reworked to create a comprehensive and specific set of priority projects for Kandahar.

SOCIAL IMPACT SCORING high

Addresses needs of vulnerable groups directly, or provides much needed services in areas of deficiency, and / or serves over 50% of the city

medium

Indirectly addresses needs of vulnerable groups and provides services in areas of deficiency, and/or serves over 25% of the city’s residents

low

Minor social benefits and / or serve at least 10% of the city’s residents

ECONOMIC IMPACT SCORING high

Directly generates jobs and contributes to economic development in key sectors Indirectly generates job growth and/or

medium contributes to overall economic development low

No obvious economic impacts

ENVIRONMENTAL IMPACT SCORING high

Project prevents direct threats to health, safety, and well-being and / or a significant function of the project is to mitigate risk Prevents indirect threats to health, safety, and

medium well-being low

Does not address safety, mitigate risk, etc

CIP Annex

Prioritization Results Prioritization Framework Results PHYSICAL ACTION PLAN PROJECTS

IMPLEMENTATION

IMPACT SCORES SOCIAL

ECONOMIC

ENVIRON’L

Agricultural R&D and Training Center

Strategic

High

Low

Agro-industrial Hub

Strategic

Medium

High

Low

Ahmad Shahi Road Extension

Municipal

Medium

Low

Medium

Aquifer Recharge and Groundwater Extraction Wells

Strategic

High

Low

High

Blue-Green Corridor

Municipal

Medium

Low

High

City Main Road Extension

Municipal

Medium

Civic Library and Learning Center

Municipal

Medium

Low

Community Health Clinic

Strategic

High

Medium

High

Corridor Bioswale

Municipal

Medium

Low

High

Critical Infrastructure Revitalization Program

Municipal

Medium

Low

Dahla Dam Hydropower Plant

Strategic

High

Low

High

Decentralized Treatment Campus

Strategic

Medium

High

Drinking Water Network Upgrades and Expansion

Strategic

High

Low

High

Drinking Water Treatment Facility

Strategic

High

Low

High

Existing Market Infrastructure Upgrades

Municipal

Medium

Low

Family-only Park Rooms

Municipal

High

Low

Medium

Fixed Public Facilities for Vendors

Municipal

Medium

Low

Handicrafts Market

Municipal

High

Medium

Low

Handicrafts Training Center

Municipal

High

Medium

Low

Helmand Solar Project (10 MW)

Strategic

Medium

High

Medium

Helmand Solar Project (30 MW)

Strategic

Medium

High

Medium

Hillside and Forest Conservation Program

Strategic

High

Low

High

Historic Irrigation Canal Revitalization Project

Municipal

Medium

High

Industrial Power Infrastructure Construction Program

Strategic

Low

High

Low

Industrial Roadway Infrastructure Construction Program

Municipal

Low

High

Low

Industrial Wastewater Recycling Facility

Strategic

Medium

Low

High

Kandahar 400 MW Solar Package

Strategic

Medium

High

Medium

Landfill Flood Mitigation

Municipal

Medium

Low

High

Link to Rural Development Facilities and Programs

Strategic

Low

High

Low

Local Stormwater and Drainage Improvements

Municipal

Medium

Low

High

Multi-modal Freight Hub

Strategic

Low

High

Low

Multi-modal Passenger (Bus-Rail) Hub

Strategic

Low

Medium

Low

Neighborhood Sports Facility

Municipal

Medium

Low

Medium

Kandahar Strategic Development Framework

Kandahar

PHYSICAL ACTION PLAN PROJECTS

IMPLEMENTATION

IMPACT SCORES SOCIAL

ECONOMIC

ENVIRON’L

Neighborhood Trunk and Feeder Lines

Municipal

Medium

Low

New Urban Parks

Municipal

Medium

Low

Medium

Pedestrian Overpass Bridge

Municipal

High

Low

High

Regional Bus Station

Municipal

Medium

Low

Regional Convention and Meeting Facility

Municipal

Medium

High

Low

Regional Exhibition Facility

Municipal

Low

High

Low

Ring Road Construction Program

Strategic

Low

High

Medium

Riparian Corridor or Canal Restoration

Municipal

Medium

Low

High

River or Canal Greenway

Municipal

Medium

Low

High

Roadway Improvement Program

Municipal

Low

High

Medium

Small-scale Production Spaces

Municipal

Medium

Low

Solar Home System (Kit)

Strategic

Medium

High

Medium

Solid Waste Collection Service Expansion

Municipal

High

Low

High

Solid Waste Materials Recovery Facility

Municipal

High

Low

High

Solid Waste Truck Route Roadway Improvements

Municipal

High

Low

High

Storage Facility and Pump Station

Strategic

High

Low

High

Streetscape Spaces for Vendors

Municipal

Medium

Surface Water Diversion Channel and Collection Network

Strategic

High

Low

High

Temporary Public Spaces for Vendors

Municipal

Medium

Low

Textile and Carpet Production Facility

Municipal

High

Low

Truck-to-Rail Freight Interchange

Strategic

Low

High

Low

Urban Cemetery

Municipal

Medium

Low

Urban Food Park

Strategic

High

Medium

Low

Urban Trail System

Municipal

Medium

Low

High

Vocational Training and Education Center

Strategic

Medium

Low

Warehouse Support Program

Municipal

Low

High

Low

Wastewater Treatment Facility

Strategic

High

Low

High

Wastewater Trunk Sewers

Strategic

High

Low

High

Water Transmission Line Network

Strategic

High

Low

High

Wholesale Market

Municipal

High

Medium

Low

Women-only Park Rooms

Municipal

High

Medium

Women-only Parks

Municipal

High

Medium

Women's Market

Municipal

High

Medium

CIP Annex

Catalytic Projects Portfolio of Projects Overview

Criteria for Prioritization

Investments from international donors and multilateral agencies are typically selected both on individual merit as well as the ability to support a broader national strategy. The criteria will vary from agency to agency, but there are certain points that have been emphasized across the board by the Government of Afghanistan and its international partners. To reflect the significant role that these agencies will have in implementation, a portolio of catalytic projects has been identified with the CIP, with a total estimated budget of $20 million. These criteria include:

Catalytic Nature

» The ability to leverage funding by unlocking additional investment, adding value to existing assets, and enabling subsequent projects » A focus on Gender Equity, Climate Change, and Resilience as cross-cutting issues » Strengthening regional value chains by investing in education and infrastructure for key economic sectors and improving links among urban and rural areas

Criteria for Selection Environmental Assessment Catalytic Projects should fall under Category B when evaluated according to the World Bank’s Environmental and Social Impact Management Framework. The selection of Catalytic Projects should fall under Category B. Projects that fall under Category A will be excluded, regardless of their potential benefit or catalytic nature. Most Category C projects can be defined as priority projects and will not be considered for this funding allocation. » Category A projects are likely to have significant adverse environmental impacts that are sensitive, diverse, or unprecedented. » Category B projects have potential adverse environmental impacts on human populations or environmentally important areas, such as wetlands, forests, grasslands, and other natural habitats. The adverse impacts caused by Category B projects are less than those of Category A. » Category C projects are likely to have minimal or no adverse environmental impacts and do not require further environmental assessment beyond screening.

Jusrisdiction Catalytic Projects must fall under the responsibilities designated to the Municipal Government and be located within the geographic boundaries of the Municipality.

Kandahar Strategic Development Framework

These projects are intended to be catalytic in nature. Catalytic investments support relevant regional value chains and spur economic growth. These projects may generate additional local or international investment, or unlock existing assets in the city.

Rural-Urban Connectivity The projects being funded should strengthen the connection between the rural and urban parts of the city. These connections are vital to strengthening regional value chains in the city and supporting economic successes in local and regional commerce.

Gender Equity Projects funded should support gender equity. Gender gaps in the community, such as access to education, mobility, economic opportunity, and health services should be addressed. Basic services must be accessible to all, especially those who are currently underserved, such as women in the community.

Climate Change & Resilience Projects should be analyzed for their role in addressing the impacts of climate change or in strengthening resilience in the city. Flooding and drought are particular concerns for Afghan cities and should be addressed by major infrastructure projects. The effects the project has on the natural environment and local ecology should also be considered.

Balanced Portfolio Projects should be assessed on whether or not they reflect a balance among the main Strategic Development Frameworks themes. The projects should leverage the unique aspects of Jalalabad within a regional and national context.

Kandahar

Catalytic Projects Recommended for Kandahar PROJECT

QUALIFYING CRITERIA

Urban Development Corridor Along Uruzgan Road

Catalytic Nature: » In the absence of effective zoning controls, roadway improvements and the public realm can be the most effective way to guide development and catalyze private sector Environmental & Social Impact: » If any right of way acquisition is needed, safeguards and process must be put in place to avoid negative impacts on residents or businesses » Feasibility and design studies should include stormwater and drainage studies to ensure that any regrading does not impact adjacent properties and project has an overall net-positive impact on drainage and stormwater flows Rural / Urban Connectivity: » Will improve a major regional roadway and connectivity to the Arghandab Dam and other points north. Gender Equity: » While this project does not specifically focus on gender equity, public amenities and transit infrastructure should incorporate spaces for women, as laid out in SDF Goal 3.3 Climate Change and Resilience: » Design of the public realm must include green infrastructure and drainage components

Women’s Center

Catalytic Nature: » Potential to anchor neighborhood upgrading investment in surrounding neighborhoods » Potential to serve as a pilot for a larger network of women’s centers and parks Environmental & Social Impact: » Open space will include infrastructure to manage drainage and basic services Rural / Urban Connectivity: » Can strengthen connections between urban and rural markets » Leverages location of regional bus terminal » Provides access to national and international markets Gender Equity: » Project focused on women’s empowerment and so the direct beneficiaries are women in the surrounding area » Indirect benefits include support for citywide women’s organizations and potential for replication in other locations Climate Change and Resilience: » Open space components should include stormwater infrastructure and contribute to mitigation of urban heat islands

Dorahi Exchange Complex

Catalytic Nature: » Potential to establish Dorahi as an urban node, encouraging investment in mixed use urban development Environmental & Social Impact: » Site is currently industrial, and brownfield redevelopment strategies may be necessary » Exchange complex will likely generate increased traffic and solid waste Rural / Urban Connectivity: » Can strengthen connections between urban and rural markets » Leverages location of regional bus terminal and provides access to national and international markets Gender Equity: » Market and future phases must include dedicated spaces and programming for women

Textile & Carpet Innovation Center

Catalytic Nature: » Potential to strengthen Mirwais Meena as an urban and economic node, encouraging development and investment in western Kandahar » Potential to increase incomes of rural craftsman and indirectly spur investment in rural areas Rural / Urban Connectivity: » Primarily intended to build the capacity of rural industries » Can add value to products » Can create greater access to urban, national, and international markets Gender Equity: » Women make up a significant portion of the labor force for the textile industry in Afghanistan » Programming and resources for women should be a core value of this institution » At least 50% of programming and resources should be dedicated for women Climate Change and Resilience: » Site development and construction should use vernacular architecture and construction to serve as a model for sustainable development

Restoration & Revitalization of Historic Core

Catalytic Nature: » Potential to generate investment in broader preservation and upgrades in Kandahar’s old city » Infrastructure upgrades and additional traffic support provide employment for local residents and businesses, and generate investment in urban fabric Environmental & Social Impact: » Care must be taken to preserve integrity of monuments and historic urban fabric » Outreach and engagement of local communities is critical Gender Equity: » Public space and amenities must incorporate spaces and design elements for women, as described in SDF Goal 3.3 » Specific support should be given to women-owned businesses and entrepreneurs Climate Change and Resilience: » Public space improvements should include drainage and green infrastructure components

CIP Annex

Municipal Capital Investment Plan Projects List 10-year Municipal Capital Investment Plan The 10 projects below constitute the 10-year Municipal Capital Investment Plan (CIP). They are the high priority projects for primary considerations in capital spending in conjunction with the Strategic Development Framework. The projects selected for the CIP were chosen based on their prioritization scores and their ability to be implemented by the Municipality.

10-year Municipal CIP - Catalytic Projects PROJECT

DESCRIPTION

Urban Development Corridor Along Uruzgan Road

Planning and public improvements to a 0.5 km segment of Uruzgan Road will establish a right-of-way that prioritizes pedestrians, effectively manages stormwater, and mitigates the many traffic issues facing Afghan cities.

Women’s Center

A women’s park and women’s community center will be co-located to provide a community anchor that supports and empowers women in the area. It is located along a major development corridor to spur further investment.

Dorahi Exchange Complex

An exchange market where commodities and value added products can be displayed and traded. This initial phase will anchor a larger Exchange Complex that includes an exposition center, hotel, and mixed use development.

Textile & Carpet Innovation Center

A textile and carpet production and training facility that provides an economic anchor for western Kandahar and can serve the rural crafts industries in Arghandab, Panjwai, and Helmand Area.

Restoration & Revitalization of Historic Core

Upgrades of public space around selected historic monuments or buildings within the old city improves access, supports preservation of Kandahar’s heritage and generates local tourism.

10-year Municipal CIP - Other High Priority Projects PROJECT

DESCRIPTION

Neighborhood Upgrades

The Eid Gah Alif area in District 9 is in great need of basic infrastructure and streetscape upgrades. This neighborhood project is intended to be the first phase in a series of neighborhood upgrading projects.

Vocational Training & Education Center

A new vocational training and education center will provide Kandahar will enhanced skills training and an economic boost. The center will also benefit the local youth by having a youth skills training center.

Heritage Sites Revitalization

Outside the Old City, many heritage sites are in need of restoration and revitalization to attract visitors and tourists. Phase 1 of the project will include site restoration and public space amenities for the Baba Wali Shrine.

Zahir Shahi Canal Upgrade Project

A 6.5 km stretch of the Zahir Shahi Canal along the southern boundaries of Districts 9 and 12 will include a cleaning and repair of the canal and added public space infrastructure and upgrades along the canal.

Solid Waste Materials Recovery Facility

A collection and sorting facility to launch solid waste recycling efforts in the city will be established and provide formal training and appropriate equipment for recycling in the city, as well as a solid waste collection point.

Kandahar Strategic Development Framework

Kandahar

LOCATION

LEAD DEPARTMENT

TIME-FRAME

BUDGET ESTIMATE

Uruzgan Road

Technical & Sectoral Department

Short-term

$4,450,000

Eid Gah in District 9

Planning & Development Department

Short-term

$3,475,000

Dorahi Intersection

Planning & Development Department

Short-term

$5,350,000

Mirwais Meena

Planning & Development Department

Medium-term

$2,800,000

Historic Core

Technical & Sectoral Department

Short-term

$2,850,000

Catalytic Projects - Budget for Kandahar 2024-2029: $18.9M USD

LOCATION

LEAD DEPARTMENT

TIME-FRAME

BUDGET RANGE

Eid Gah in District 9

Planning & Development Department

Medium-term

$1.5 - 2 M USD

Eid Gah in District 9

Planning & Development Department

Medium-term

$3 - 3.5 M USD

Outside the Historic Core, Technical & Sectoral Department Baba Wali Shrine

Short-term

$2.5 - 3 M USD

Zahir Shahi Canal along southern boundaries of Districts 9 and 12

Cleaning & Greenery Department

Short-term

$3.5 - 4 M USD

Determined by Municipality

Cleaning & Greenery Department

Medium-term

$4.5 - $5 M USD CIP Annex

Municipal Capital Investment Plan

Urban Development Corridor Along Uruzgan Rd Summary

Rationale

Budget Range

$4.5 - 5 M USD

Project Size

0.5 km

Projected Service Area

Urban Core

Lead Department

Municipality

Implementation Partners

MTCA

Time-frame

2-3 years

SDF Goal

1.1 & 2.4

Description Investing in Uruzgan Road as a primary urban corridor should include public realm upgrades, construction of open spaces and community amenities in anticipation of at least one transit-oriented node. A community & recreation center will also be included in the project to spur development.

Components

Urban roads in Kandahar are poorly managed, heavily trafficked, and have limited pedestrian infrastructure. Traffic congestion contributes to increased travel time for commuters. These corridors should serve as vital connectors as they line the path between important nodes in the city’s core. Many streets in the city need updates and a reorganized right-of-way. Dedicated stretches of Uruzgan Road will constitute the first phases of establishing primary urban corridors that prioritize pedestrians and provide safe and efficient traffic flow to commercial, cultural, and social amenities throughout the city.

Positive Impacts Decreased traffic will indirectly impact greenhouse gas emissions, pollution, economic opportunity, and accessibility. Residents, workers, and visitors in the city can enjoy improved public spaces along sidewalks and increased access to community amenities along each corridor. Public transportation will be prioritized and implemented as these corridors take shape, increasing access for women and families. The improvements will spur private investment along the streets and economic growth will follow.

corridor plan

Job creation & economic growth

corridor streetscape improvements

Supports women & other at-risk populations

right-of-way procurement

community & recreation center

Project Location Uruzgan Road is the primary development corridor for this project. The stretches of Uruzgan Road from the historic city, Eid gah Darwaza, to the entrance of Aino Meena and the from Zahir Shahi Canal to Kotal-eMorcha will be redeveloped as urban corridors for development. The 1.5 km stretch of road to be redeveloped is shown on the map below.

Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility This project is highly feasible as it addresses many urban issues while implementing common physical construction activities. Some land acquisition may be necessary in order to maintain sufficient rightof-way space along corridors. The work done for this project is likely possible by local contractors and can be done in less than 2 years.

Supporting Projects & Prerequisites All streetscape improvement construction projects should be closely monitored and coordinated with any existing and future proposals for water, power, and wastewater service upgrades and expansions in the area. Roadwork should be coordinated with AUWSSC and DABS so that the roadway is only constructed once.

Kandahar Strategic Development Framework

Kandahar Catalytic Project

Implementation Agencies The Municipality will lead the work on this project with the help of the World Bank. The Technical & Sectoral Department, leading the way on roadway upgrades, will oversee design and construction. There will be coordination with MTCA and other appropriate national agencies in the design and implementation of this project.

Municipal Capacity The Technical & Sectoral Department of the Municipality will take the lead in implementing the roadway construction projects as it currently falls within their responsibilities. Because of the scale of this project, the department may need to be expanded to include larger projects. A local contractor with experience in large roadway projects should be hired for design and construction. A green, pedestrian focused, urban corridor in Taipei, Taiwan

Capital Budget Range Upgrades and improvements of primary urban corridors will include roadway repairs, improved sidewalks and pedestrian space, lighting, signage, traffic management, greenery, and proper stormwater management. The project will also include a community and recreational center to spur transit oriented development and the establishment of a commercial corridor. The streetscape upgrades for approximately 0.5 km of roadway, including

Operations Plan Operational costs of the roadway will be simple and consist of general operational costs of existing roads, as determined by the Technical & Sectoral Department of the Municipality.

Sequencing ACTIVITIES

YEAR

BUDGET

Detailed Design & Planning

1-2

NOTES Detailed design take place.

Land Acquisition & Permitting

1-2

10%

Resolving land acquisition issues may require plans for displaced homes and businesses, minimizing social impacts. Coordination with other municipal projects to ensure efficient construction practices should be planned.

Construction

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and walkways.

CIP Annex

Municipal Capital Investment Plan

Women’s Center Summary Budget Range

$3 -$3.5 M USD

Project Size Projected Service Area Lead Agency

Municipality

Implementation Partners

Ministry of Women’s Affairs

Time-frame

2-3 years

SDF Goal

2.3 & 2.4

Description A new women’s park and community center will include public space elements and resources designed specifically for women. A vocational training and education center will be included as a community anchor and social resource for women. The site will include ample public space and park area for women who visit the center, providing a much needed resource.

Components 1

planning & design

site & public space construction

construction of educational center

community programming for women

Project Locator The location of the women’s center should consider both the areas of greatest need as well as the overall distribution of resources for women across the city. The recommended location is in the Eid Gah neighborhood in District 9 along Uruzgan Road, adjacent to and supported by the Kandahar University Campus.

Spaces created for women only are common throughout Afghanistan. A Kabul Women’s Park is pictured above (NPR).

Rationale Too often, women in Afghanistan face challenges in gaining access to opportunities in education, healthcare services, employment, and safety. Access to safe, open space for women is often unattainable in the city, which can negatively impact women’s economic success and overall well-being. Proactive actions must be taken to increase these opportunities for women and their quality of life.

Positive Impacts Having women actively working in the labor market increases female empowerment by giving them financial independence and also improving their bargaining power within the household. This project would therefore have the benefit of addressing the needs of this vulnerable group by generating long-term employment opportunities for women that will help with household income and therefore poverty. Overall levels of economic activity would increase, yielding a broader benefit to the local economy. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The creation of a new women’s park in the city hinges on the availability of public land. With the dedication of park rooms throughout the municipality, there is lower risk in project implementation. The parks can be any size as deemed appropriate by the Municipality, but should reflect the needs and population of the local community. Landscaping and the installment of public bathrooms, adequate lighting, and other public infrastructure will be standard, making the construction process very feasible.

Kandahar Strategic Development Framework

Kandahar Catalytic Project

Supporting Projects & Prerequisites

Implementation Agencies

The location would need to be somewhere that has good public transport links, both for the women to come and go but good transport infrastructure would indicate that the market has good access for potential customers. A safe area of the city is also important and ideally with energy infrastructure. The ability to secure the area and provision of security services would also be important. Provision of linked activities around training and access to finance would also need to be considered and these might possible be offered within the market itself.

The Ministry of Women’s Affairs would be the best central government ministry to co-ordinate this project given their remit. This would be supported by the local government in each municipality to develop a bespoke model to increase the chance of success for the project.

Capital Budget Range The existing women’s market will be renovated to create clean, updated spaces for women to sell handicrafts and other products. This renovation should cost around $500,000 USD. The added entrepreneurship center that will include citywide vocational training and creative spaces for women will cost approximately $2.8 - $3 M USD. This will be new construction and will provide great ecoomic return for women entrepreneurs.

Sequencing ACTIVITIES

Municipal Capacity The municipality would inform other actors involved in the project of the best place for the market as well as having inputs into the type of goods and services that may do well in that particular region. They would also police the strict women only rule for the market.

Operations Plan In terms of design, development and initial construction or remediation of existing premises, the municipal authority would play a key role. Once established, the market could be run and operated by a semiindependent body operating at ‘arm’s length’ from the municipal authority but answering to it ultimately.

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

2-3

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

2-3

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and public bathrooms. Safety measures should be a main focus of park completion.

CIP Annex

Municipal Capital Investment Plan

Dorahi Exchange Complex Summary

Rationale

Budget Range

$5 -$5.5 M USD

Project Size

Complex & 2 ha Plaza

Lead Agency

Municipality

Implementation Partners

MoIC, Kandahar University, Chamber of Commerce

Time-frame

2-3 years

SDF Goal

1.1 & 4.2

Description The Dorahi Exchange Complex will include an exchange market where commodities and value added products can be displayed and traded. The complex will also have public space and amenities for entrepreneurs, crafters, and local business owners. This initial phase will anchor a larger Exchange Complex that includes an exposition center, hotel, and mixed use development in the future. The complex is intended to provide opportunities to connect regional and international markets, leveraging Kandahar Airport, the country’s second largest airport. In addition, the market will benefit from its location near Kandahar University and the regional bus terminal.

Components 1

planning & design

site & public space construction

construction of exchange complex

Project Locator The Dorahi Exchange Complex will be located at the Dorahi intersection of A75 and Kandahar-Ghazni Highway on the east side of the urbanized area of Kandahar.

With plans to increase economic productivity in the country with increased facilities for production and education to lengthen the value chain of local products, there will be greater supply of products and potential buyers (domestic and international). Strategically placing the exchange center with ease of access to international markets, such as roads into neighboring countries and the airport, should also lead to greater demand. Large storage facilities for high-value goods could also be added onto the market to reduce demand on surrounding transport infrastructure by perishable goods not having to come and go each day.

Positive Impacts The economic value of the exchange comples makes it a prime location to provide co-benefits to residents and business owners. If designed properly, this project has the potential to add significant value to the local economy and commercial activity by reducing transport costs to getting products to market quickly, as well as acting as a showroom for any visiting potential clients, either national or international. If storage facilities are also developed as part of the project, there will be several types of different jobs created in one area of the city. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility With a pre-selected site and minimal land acquisition, construction of the site should be highly feasible. The building will be relatively simple engineering and construction. The economic benefits of the site should provide incentives for private investment and ownership of the facility.

Supporting Projects & Prerequisites In support of the exchange center, facilities supporting women and women-owned businesses should be directly implemented in the spatial and operational aspects of the center. Additionally, other infrastructure upgrades in the Dorahi intersection node should be coordinated to supply water and power to the site.

Kandahar Strategic Development Framework

Kandahar Catalytic Project

Implementation Agencies The municipal authority should oversee the planning and design of the new market. A business plan should then be developed to test market appetite to take forward the project as a potential PPP initiative or as an entirely private project. One possibility is that a public landholding could be vested into a special purpose vehicle for the purposes of initial construction and ongoing operation.

Municipal Capacity Wholesale fruit, vegetable and flower market in Yangon, Myanmar (Zaw Gyi, Global New Light of Myanmar)

Capital Budget Range The Exchange Center will include a facility for a wholesale market for year-round operations and infrastructure for vendors. Additionally, new public space will be added with the construction of a public plaza outside the market. The wholesale market construction and implementation will cost approximately $4 M USD. The added public space amenities in the form of the public plaza will cost approximately $675,000 per hectare, totaling $1,350,000. In total, the project will cost $5,350,000.

The municipality would inform other actors involved in the project of the best place for the market as well as having inputs into the type of goods and services that may do well in that particular region.

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

10%

Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

15%

Construction

2-3

75%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

CIP Annex

Municipal Capital Investment Plan

Textile & Carpet Innovation Center Summary Budget Range

$2.5 -$3 M USD

Project Size Projected Service Area Lead Agency

Municipality

Implementation Partners

MRRD, MoIC, MoLSAMD Chamber of Commerce

Time-frame

2-3 years

SDF Goal

3.1 & 4.2 Artistic Milliners, Pakistan, textile production facility (Sourcing Journal)

Description The textile and carpet innovation center will serve as an economic anchor for the surrounding community by providing resources and facilities for textile producers. It will serve local and regional populations in Arghandab, Pajwai, and the Helmand areas.

Components 1

site selection & planning

innovation center construction

programming & education

Project Locator The center will be loated in Mirwais Meena as shown on the map. It’s location will serve as a vocational and economic anchor for the local community.

Rationale While textiles are a major component of the crafts industry, their economic value chain is not fully seen. Innovation and research targeted at the textile industry is vital to support overall textile resilience and to deepen the value chains associated with these processes.

Positive Impacts Supporting a more diverse range of textile products and processing activities, and creating new highly-skilled job in Kandahar, a textile innovation center will also have a positive impact on the overall economy. Increases in productivity within the sector will generate positive externalities through knowledge spillovers and deepening other industry value chains. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The impact of developing and disseminating various textile-processing technologies in other countries has depended on the extent of support and efficiency of public, private, and NGO institutions, the extent of their mutual collaboration, and policy support provided by national governments. The feasibility of the project is supported by the scale and influence of the textile sector within the economic base of the city and surrounding region. This will translate into a high demand for services from the local textile community and an appetite for productivity gains – and therefore higher incomes - in the sector. As R&D activity will take place at pre-existing facilities, such as universities, both soft and hard infrastructure will already be largely in place and although there will be a need for substantial upgrading, there should be few barriers to implementation.

Kandahar Strategic Development Framework

Kandahar Catalytic Project

Supporting Projects & Prerequisites

Municipal Capacity

In support of the innovation center, facilities supporting women in the textile industry should be directly implemented in the spatial and operational aspects of the center. Additionally, other infrastructure and neighborhood improvements in the Eid Gah neighborhood should be coordinated to supply water and power to the site.

The Municipality will be involved in the construction, design, and implementation of the innovation center, as local experts in the market demands and needs in the textile industry. This knowledge is critical in creating a successful center. The Municipality should also ensure efficient resources are implemented for women and women-owned textile businesses.

Capital Budget Range Assuming a cost of about $1,400 per square-meter of built facility, the cost of the textile innovation center depends on its size and site characteristics. The training and education center will be about 2,000 m2 of building space which will cost approximately $2.8 million USD for construction and implementation. Added costs will be from public space upgrades, site complications, or installation of large, shared equipment for the innovation center.

Operations Plan Operations and management will be the responsibility of innovation center staff and maintenance and should be operated separately from Municpality functions as a newly established entity responsible for the management of the campus. Operational costs for the Municipality should be limited to public space maintenance costs.

Implementation Agencies The municipal authority should oversee the planning and design of the innovation center. A business plan should then be developed to test market appetite to take forward the project as a potential PPP initiative or as an entirely private project. One possibility is that a public landholding could be vested into a special purpose vehicle for the purposes of initial construction and ongoing operation.

Sequencing ACTIVITIES

YEAR

BUDGET

Detailed Design & Planning

1-2

10%

NOTES Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

15%

Construction

2-3

75%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

CIP Annex

Municipal Capital Investment Plan

Restoration & Revitalization of Historic Core Summary

Rationale

Budget Range

$2.5 - 3 M USD

Project Size

230 ha

Lead Department

Municipality

Implementation Partners

MAIL, WRA

Time-frame

3 - 5 years

SDF Goal

3.1

Description The 230-ha historic core will involve upgrades of public space surrounding historic monuments, preservation of historic sites, and improved access to the cultural assets of the city. Kandahar’s Old City is the home of many historical monuments, including Khirqa-e Mubarak, Makbara-e-Ahmad Shah Baba, Chawk-e Shahidan, Eidgah-e Darwaza Shishk, Madad Khan Jam Eidgah, Sarpush Bazaar, Da Wilayat Maqam Tamir, Da Shahrwali Riasat Tamir, and Mai Mubarak. 2-3 of these sites will be restored for this phase of the project.

Components

The monuments in the historic core of Kandahar are of high cultural and historic importance. Their significance attracts local and regional tourists to the city’s center. However, throughout the years, the heritage sites that contribute to the culture and tourism in the city have become deteriorated and overlooked. Restoration and preservation of the heritage sites along with renovation and expansion of public spaces is necessary. Additionally, the streets throughout the Old City are unsafe and heavily trafficked, creating unpleasant experiences for the local community and tourists.

Positive Impacts By developing the cultural assets of the city, the Municipality encourages tourism, heritage, and recreation. The improved streetscapes on surrounding roads will include trees, sidewalks, designated spaces for taxis, way-finding strategies, signals, designated spaces for vendors, medians, and prioritized pedestrian spaces. Additionally, the renovation of the surrounding public spaces will include facilities for women. An increase in cultural heritage and tourism will boost city pride and the local economy. Job creation & economic growth Supports women & other at-risk populations

historic landmark restoration

infrastructure upgrades

public space revitalization

Provides basic services

streetscape improvements

Preserves culture & heritage

Enhances environmental quality

Project Location

Feasibility

Sites that are in the greatest need will be identified for the first phase of historic restoration in the Old City. Key corridors connecting visitors with these sites will also be identified for key infrastructure and public space improvements. Later phases of this effort will include other assets of historic Kandahar.

The project is a low-risk project that enhances the cultural heritage of Kandahar. With the proper coordination from the Municipality and local stakeholders, the project can be very beneficial for the city and its cultural significance. While maintaining proper safety measures when dealing with the cultural site, local construction companies should be equipped to perform these services.

Supporting Projects & Prerequisites Historic core streetscape improvements for roads connecting the historic sites throughout the Old City along with public space improvements should carefully consider all other infrastructure upgrading projects nearby to coordinate basic infrastructure service installation, such as water and power lines.

Kandahar Strategic Development Framework

Kandahar Catalytic Project

Implementation Agencies The Municipality will work directly with the owners of the shrine to coordinate efforts and funding of the renovations of public spaces. The Municipality will take the lead in coordinating and updating streetscapes surrounding the sites and the improved public amenities. Coordination with heritage groups, experts, and local CDCs will be necessary to ensure best practices.

Municipal Capacity The Municipality’s role in the project will be to assist in the renovation and expansion project. After project completion, the Municipality will provide public space maintenance and street cleaning.

Makbara-e-Ahmad and is a major local and regional attraction in Kandahar’s Old City (photo taken by ATR Consultants).

Capital Budget Range Infrastructure for the monument renovations and enhanced public spaces will include landscaping, pedestrian walkways and facilities, vendor spaces, planters, and lighting. These infrastructure costs will be minimal so long as they can be domestically sourced. Special consideration to preserving the historic aspect of the site is of vital importance and local expertise should be taken into consideration. It is estimated that revitalization will cost approximately $1,400,000 USD for the selected spaces in the Old City. The upgrading of the surrounding public space and streetscapes will add about $1,050,000 million USD. Finally, an information center and pavilion will be about $400,000 USD, bringing the project total to $2,850,000 USD.

Operations Plan The public space and surrounding streets will continue to be maintained and operated by the Municipality. The operations of each monument may include janitorial duties, maintenance of security, and managing entrance and other programming, which will continue to be the responsibility of the site’s owners.

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

3-4

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

4-5

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and walkways.

CIP Annex

Municipal Capital Investment Plan

Neighborhood Upgrades Summary Budget Range

$1.5 - 2 M USD

Project Size

1 District

Service Area

70,000 Residents

Lead Department

Municipality

Implementation Partners

CDCs, AUWSSC, DABS

Time-frame

1-2 years

SDF Goal

1.3 & 2.1

Description Neighborhood upgrades are infrastructure programs targeting the Eid Gah Alif area in district 9. The neighborhood will be upgraded to include basic infrastructure, improved streetscapes, and stormwater infrastructure. A main component of the upgrades will be blue/ green corridors that help prevent streets from flooding with green infrastructure. Basic infrastructure installed will include water supply, solid waste collection services, power lines, and improved wastewater management.

Components 1

basic infrastructure upgrades: water, power, solid waste

neighborhood streetscape upgrades

community and recreation center

Project Location The pilot district upgrades will take place in the Eid Gah Alif area of District 9 as shown on the map. This area is in the greatest need of basic services, flood mitigation, and community amenities.

Urban development in Riyadh, Saudi Arabia

Rationale The Eid Gah Alif neighborhood is prone to flooding and in desperate need of infrastructure upgrades. It is imperative to empower these areas of the city and provide resources for economic prosperity. These social and economic changes will have lasting impacts on the rest of the city.

Positive Impacts Providing basic services for at-risk and under-served populations will enhance the local economy by creating healthy, livable communities. Increased access to basic services, such as water and power will allow people more time to pursue school or work activities. Access to community amenities included in the upgrades, such as health centers or parks, will enhance the health of the community and continue to contribute to local prosperity. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The neighborhood upgrading project is large in scope. However, it is considered a pilot project to be prioritized in District 9’s area of greatest need. Its components should be learned from and later replicated in other areas of the city in the future. The implementation of basic infrastructure will require coordination between Municipal departments and several national agencies to achieve the desired outcomes.

Kandahar Strategic Development Framework

Kandahar

Supporting Projects & Prerequisites

Municipal Capacity

The suite of projects that is included in the neighborhood upgrades should be coordinated with all other investments in the District 9. Coordination with surrounding neighborhoods, CDCs, and regional agencies with authority should be part of the discussion and design activities.

The Municipality’s existing capacity will need to be expanded to include providing District 9 with basic services such as drinking water, solid waste pick-up, and power. Additionally, Improved streetscapes, however, should decrease the need for direct traffic management and improve overall congestion in the city.

Capital Budget Range

Operations Plan

The neighborhood upgrades will consist of reconstruction of streets to include green infrastructure, drainage, utilities, public space, greenery, and improved surfaces. Infrastructure upgrades will total approximately $700,000 USD for the pilot area. Streetscape improvements will total about $350,000 USD and a community center included with upgrades will cost about $550,00 USD. The project will total around $1,600,000 USD.

The infrastructure and amenities implemented by the neighborhood upgrading project will be the responsibility of the Municipality and the appropriate local departments. Operations of the water, power, and solid waste services will be handled by their respective responsible agencies and local directorates. Community amenities may need specialized staffing and operations separate from current municipal functions.

Implementation Agencies This project will be implemented by the Municipality through the Cities Improvement Program. The Municipality will determine the specific project components and locations of implementation using their local expertise in the areas that are in most need of basic services.

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

2-3

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

2-3

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and public bathrooms. Safety measures should be a main focus of park completion.

CIP Annex

Municipal Capital Investment Plan

Vocational Training & Education Center Summary

Rationale

Budget Range

$3 - 3.5 M USD

Project Size

5 km

Projected Service Area

Urban Core

Lead Department

Municipality

Implementation Partners

MTCA

Time-frame

2-3 years

SDF Goal

3.2 & 4.2

Description A vocational training and education center will be a resource for Kandahar residents providing opportunities for vocational skills training. The center will have a dedicated space for youth skills training, as well.

Components

Kandahar is lacking in vocational skills training. By supplying residents and workers with a resource for this type of training, the city will enhance its education in more hands-on sectors.

Positive Impacts Increasing vocational training and education will provide great economic benefits and spillover effects in the urban core and key commercial and industrial sectors. Additionally, jobs will be created by the campus for teachers and maintenance staff. Education centers provide important educational infrastructure for those sections of the population that may not have the ability to pursue formal education. Specialized facilities should be included on campus to provide access to education and vocational skills training for women. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services

renovation of existing campus buildings

vocational training facilities

new public library construction

Project Location The recommended location for a vocational training and education center is adjacent the Kandahar University in the Eid Gah Alif area of District 9, drawing on the resources of the university and serving one of the most vulnerable areas of Kandahar.

Preserves culture & heritage

Feasibility This project is highly feasible as it addresses many urban issues while implementing common physical construction activities. Feasibility of construction depends on site characteristics and requirements for construction.

Supporting Projects & Prerequisites Public space upgrades and improvements surrounding the campus should be coordinated with other nearby projects and upgrades, such as the investments in the Eid Gah Alif neighborhood of District 9.

Kandahar Strategic Development Framework

Kandahar

Capital Budget Range

Municipal Capacity

Assuming a cost of about $1,400 per square-meter of built facility, the cost of the education center depends on its size and site characteristics. The vocational training and education center will be about 2,000 m2 of building space which will cost approximately $2.8 million USD for construction and implementation. Added costs will be from public space upgrades or site complications.

The Municipality will take the lead in the designation, design, and construction of the campus renovations and public library. Because of the scale of this project, the Municipality may need to establish a vocational training team early on in the project planning process.

Implementation Agencies

Operations and management will be the responsibility of the center’s staff and maintenance and should be operated separately from Municipality functions as a newly established entity responsible for the management of the campus.

The Municipality will lead the work on this project. A new educational facility will require its own operational management which may need to be established or formed through a PPP for the implementation of this project.

Operations Plan

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and walkways.

CIP Annex

Municipal Capital Investment Plan

Heritage Site Revitalization Summary

Rationale

Budget Range

$2.5 - 3 M USD

Project Size

230 ha

Lead Department

Municipality

Implementation Partners

MAIL, WRA

Time-frame

3 - 5 years

SDF Goal

3.1

Description In addition to revitalizing historic sites in Kandahar’s core, it is also important to improve the spaces around the heritage sites around the city. The Baba Wali shrine will serve as a pilot project in revitalizing heritage sites around Kandahar. The project will include improving transit access to the site, improving basic infrastructure, and enhancing social amenities around the site.

Components 1

historic landmark restoration

infrastructure upgrades

public space revitalization

Project Location The Baba Wali heritage site is located on the west side of Kandahar as shown on the map. It’s location is adjacent with the mountains, providing many possibilities in its revitalization.

The the Baba Wali shrine is of high cultural and historic importance in Kandahar. It attracts local and regional tourists to the area. However, throughout the years, the heritage site has become deteriorated and overlooked. Restoration and preservation of the heritage sites along with renovation and expansion of public spaces surrounding it is necessary. Because of it’s location, accessibility to the site is also a challenge for anyone wishing to visit.

Positive Impacts By developing public space amenities around the Baba Wali shrine, the Municipality encourages tourism, heritage, and recreation in the area. The improved streets surrounding and leading to the shrine will include trees, sidewalks, designated spaces for taxis, way-finding strategies, signals, designated spaces for vendors, medians, and prioritized pedestrian spaces. Additionally, the renovation of the surrounding public spaces will include facilities for women. An increase in cultural heritage and tourism will boost city pride and the local economy. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The project is a low-risk project that enhances the cultural heritage of Kandahar. With the proper coordination from the Municipality and local stakeholders, the project can be very beneficial for the city and its cultural significance. While maintaining proper safety measures when dealing with the cultural site, local construction companies should be equipped to perform these services.

Supporting Projects & Prerequisites Historic core streetscape improvements for roads around the monument along with public space improvements should carefully consider all other infrastructure upgrading projects nearby to coordinate basic infrastructure service installation, such as water and power lines.

Kandahar Strategic Development Framework

Kandahar

Image caption

Capital Budget Range

Implementation Agencies

Infrastructure for the monument renovations and enhanced public spaces will include landscaping, pedestrian walkways and facilities, vendor spaces, planters, and lighting. These infrastructure costs will be minimal so long as they can be domestically sourced. Special consideration to preserving the historic aspect of the site is of vital importance and local expertise should be taken into consideration. It is estimated that revitalization will cost approximately $1,400,000 USD for the Baba Wali shrine. The upgrading of the surrounding public space and streetscapes will add about $1,050,000 million USD. Finally, an information center and pavilion will be about $400,000 USD, bringing the project total to $2,850,000 USD.

The Municipality will work directly with the owners of the shrine to coordinate efforts and funding of the renovations of public spaces. The Municipality will take the lead in coordinating and updating streetscapes surrounding the sites and the improved public amenities and trails. Coordination with heritage groups, experts, and local CDCs will be necessary to ensure best practices.

Operations Plan The public space and surrounding streets will continue to be maintained and operated by the Municipality. The operations of the monument may include janitorial duties, maintenance of security, and managing entrance and other programming, which will continue to be the responsibility of the site’s owners.

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

3-4

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

4-5

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and walkways.

CIP Annex

Municipal Capital Investment Plan

Zahir Shahi Canal Upgrade Summary Budget Range

$3.5 - $4 M USD

Project Size

6.5 km

Lead Department

Municipality

Implementation Partners

MAIL, WRA

Time-frame

3 - 5 years

SDF Goal

2.2 & 3.2

Description The irrigation canal revitalization project will strengthen the connection between urban public space and the city’s natural and cultural assets. Improving the space around surface water corridors will create a healthy physical environment that serves as a culture and tourism asset. The project will provide public space amenities along the historic irrigation canal that runs through the city. The canal is a vitally important piece of infrastructure that prevents flooding in the city and serves as a resource for the agricultural sector. Because the canal empties in drier months, it should be maintained with plants that will survive the drought season and help with infiltration.

Components 1

landscaping

canal restorations

benches and other infrastructure

recreation center

Project Location Phase 1 of the revitalization project will include 6.5 km along the canal that runs along the souther borders of Districts 9 and 12 from Kandahar University to the western edge of the Aino Meena neighborhood. Latter phases of the project will include the rest of the canal that lies within the municipal boundary. While the Zahir Shahi Canal is the focus of this project, the impact on Kandahar’s extensive system of historic canals and drainage chanels should be considered. A broader mapping and assessment of this system is recommended.

Pedestrianized canal walkways are common throughout the world and can provide a rich source of public space. (ITDP)

Rationale The irrigation corridor is lined by concrete and barren ground for most of its length. The waterfront asset is not being properly exploited as a pedestrian and leisure space. Many areas throughout the world consider canals and rivers through city centers an incredible opportunity for vibrant public space that provides a recreational amenity to citizens and visitors. Similarly, there are few places in Afghanistan dedicated to recreational activities, especially indoor.

Positive Impacts In addition to improving the quality and performance of the drainage network through the city, the connection of this historic asset with pedestrian space is crucial. Providing a pathway, lined with flowing surface waters and natural greenery provides a pleasant pathway connecting sites of attraction. Not only will this asset bring the communities of the city pride, it will bring in regional and possibly national tourism. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility Depending on the specifics of the project site, there could be a lot of complexities that arise during construction and implementation, including site challenges, land acquisition issues, or other costly problems. Additionally, any necessary repairs and upgrading of the canal must be coordinated with MAIL, who owns and operates the canal.

Kandahar Strategic Development Framework

Kandahar

Supporting Projects & Prerequisites

Implementation Agencies

While the Municipality will lead and develop the public space improvement and revitalization of the canal’s edges, any improvements necessary on the canal pertaining to the hydraulics and engineering of water flow will need to be coordinated and likely headed by MAIL.

The Municipality will take the lead on the project, guiding most importantly, its site selection and other public space upgrades. The Municipality will chose sites along the canal for public space amenities to be implemented and will guide the phasing and development of the areas surrounding the canal. The Municipality must coordinate with MAIL and other entities to determine and establish the necessary repairs and improvement to be made to the canal during the public space construction.

Capital Budget Range Infrastructure for public spaces and parks along the historic canal alignment will include landscaping, pedestrian walkways and facilities, and lighting. Site acquisition and preparation could be the cause of higher costs for the project if certain issues arise. Lighting, fencing, public restrooms, and other park infrastructure will be minimal in costs as long as they can be domestically sourced. It is estimated that each kilometer of revitalization along the canal will cost approximately $600,000. A 6.5 km stretch in Kandahar along the historic irrigation canal would cost from $3.5 to $4 million USD. This project can be scaled to meet budget requirements if necessary.

Phasing The 6.5 km stretch of the canal included in this capital plan will be the first phase of a full canal revitalization that may come in many phases. Project size and scope of the following phases will be up to the municipality and other project stakeholders. Each phase may include public space amenities or other cultural assets.

Municipal Capacity As the project lead, the Municipality must oversee all decisions and operations of the design and construction process. It may be necessary for the Municipality to hire staff specifically to oversee the project, or develop a parks department tasked with all aspects of cultural amenities and maintenance of park infrastructure in the city.

Operations Plan The canal pedestrianization will be generally low-maintenance and only require repairs as pedestrian and park infrastructure ages. The Municipality will need to ensure that lighting and other amenities remain in working condition by checking them regularly. This project has a relatively low operating budget for park employees and occasional repairs.

Sequencing ACTIVITIES

YEAR

BUDGET

Detailed Design & Planning

1-2

NOTES Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

3-4

70%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

4-5

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and walkways.

CIP Annex

Municipal Capital Investment Plan

Solid Waste Materials Recovery Facility Summary Budget Range

$4.5 - 5M USD

Project Size

500 tonnes/day

Projected Service Area

District 12

Lead Department

Cleaning & Greenery

Implementation Partners

Private Company

Time-frame

4 - 5 years

SDF Goal

2.1

Description

A World Bank supported project supplied Grodno, Belarus with a materials recovery facility that now employs 192 locals who sort 230 tonnes of solid waste daily. (World Bank)

Rationale

The solid waste materials recovery facility (MRF) is a key components of a modern solid waste management system. MRFs provide a collection and sorting point for municipal solid waste management agencies, enabling compaction and recycling. Small vehicles collect solid waste along city streets and bins throughout specified municipal area to bring to the MRF where it is sorted, compacted, and prepared for transport. A large municipal waste vehicle will then bring solid waste to a sanitary landfill for disposal.

Throughout Afghanistan, communities suffer from polluted streets and waterways from solid waste mismanagement. Households often dump solid waste in waterways or open areas directly. This could be caused by a lack of access to community bins or a gap in public information on proper waste disposal. Informal recyclers, or waste pickers, are often left in unsafe landfill conditions, sorting through items in the dumpsites for recycling and resale purposes.

Components

Positive Impacts

planning and design

6-8 collection vehicles (pick-up truck, zaranj, or cargo bike)

materials recovery facility

maneuvering area and parking

scale house and scales

1 large transfer vehicle

sorting equipment

Project Location A materials recovery facility will serve a specified area of the city, with a solid waste capacity of 500 tonnes per day. The area of collection should accommodate this capacity, and should be an area of great need. The location should be chosen based on future planning of a comprehensive solid waste system that includes several MRFs.

Building and beginning the operation of a materials recovery facility will enable the Municipality to ensure a clean environment for all its citizens, reduce pollution caused by large waste trucks, and reduce congestion caused by truck frequency. Direct positive impacts of the implementation of the MRF in Kandahar include decreased solid waste pollution in the city, a more efficient solid waste collection system, service expansion, and a foundation for recycling efforts. Additionally, the facility will create jobs for drivers and waste separators, decrease polluting truck miles, and will positively impact public health. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility A materials recovery facility requires a single building with sorting and compaction machinery and space for maneuvering vehicles and temporarily storing solid waste. The compaction and storage equipment will require more regulatory structure, physical space, and staff than is currently employed. The financial and physical feasibility of a recycling system in Kandahar should be determined by a feasibility study. There needs to be a viable market for recovered materials and the establishment of safety standards.

Kandahar Strategic Development Framework

Kandahar

Supporting Projects & Prerequisites

Implementation Agencies

Public education and support programs will need to supplement the successful implementation of increased solid waste service. Public participation is necessary for the facility to operate at its full capacity. The proposed project will enhance the efficiency of solid waste collection services, but solid waste management does not end there. Currently, the city’s Cleaning and Greenery Department disposes of solid waste to an open dumpsite, causing large amounts of air, ground, and surface water pollution. With increased collection, pollution at the existing dumping site will increase. An engineered, non-polluting landfill should be studied and constructed as soon as possible.

Kandahar is a large city with an established Cleaning and Greenery Department responsible for solid waste collection and management. With the capital funds to build an MRF and purchase the appropriate vehicles, operations of the facility will be the responsibility of the existing Cleaning and Greenery Department. Coordination with international solid waste management experts, consultants, and the national government may be required, but the facility will be solely managed and operated by the Municipality. There is also the opportunity to implement a public-private partnership.

Capital Budget Range Kandahar has a projected waste production of almost 5,000 tonnes per day in 2050 according to international standard estimates. Proper sorting and collection of all generated waste in the municipality will require hundreds of millions of dollars of investment in the future. The short-term suggestion is to establish a single materials recovery facility with a capacity of 500 tonnes of solid waste per day. This initial investment will spur the recycling sector in the city. An estimated $10,000/ton/day is required to build and equip a materials recovery facility, including equipment and increased collection capacity for the specified area. As a result, a materials recovery facility in Kandahar is estimated at $4.5 to $5 million USD.

Current municipal capacity within the Cleaning and Greenery Department must expand to increase the solid waste management sector. Door-to-door collection in the specified service area of the MRF, along with the implementation of recycling services, will be increasingly valuable to the population. Waste pickers and recovered materials resellers currently operate without licenses or safety measures. The Municipality can create programs that support and integrate existing informal recyclers into the solid waste sector in a formal way.

Operations Plan Operational costs of the MRF will include a large amount of staffing that will sort materials, drive vehicles and collect waste, and management that will oversee the facility. Operational costs are relatively high due to the need for manual labor, equipment operations, and travel time. These costs are often partially or fully covered by the revenue collected for waste pickup services. In the case of a public-private partnership, the Municipality could have a fixed operational budget.

Sequencing ACTIVITIES

Municipal Capacity

YEAR

BUDGET

Feasibility & Site Selection

Perform solid waste transfer station and door-to-door collection feasibility study. Select site for materials recovery facility.

Comprehensive Planning

1-2

Plan comprehensive collection and transfer strategy including vehicles needed, routes, schedules, educational outreach timeline and materials, and operations plan.

Land Acquisition & Permitting

1-2

Site selection and detailed design takes place. Additionally, the Cleaning and Greenery Department prepares for operating the facility.

3-4

45%

Construction of the transfer station/materials recovery facility takes place while the Municipality makes plans for collection service expansion and recycling implementation.

Vehicle Procurement

30%

Construction continues while the necessary vehicle fleet is obtained. Procurement may include maintenance contracts and plans for replacement.

Educational Outreach

Initiate public outreach and education to inform the local population of changed services and how to properly dispose of solid waste.

Detailed Design Construction

NOTES

CIP Annex

Municipal Capital Investment Plan

10-Year Capital Plan Municipal Capital Spending Plan

Possible Funding Sources

Capital projects typically take many years and span multiple annual budget cycles. Any given project will require budget allocations that start small for feasibility studies, due diligence, and procurement, then ramp up with construction when most of the capital is disbursed, then down again through project completion and commissioning. Thus, capital projects need to be staggered to allow departments to complete one project before moving into implementation of the next. With careful planning, the flow of capital projects and expenditure can be fairly constant each year and remain within the Municipality’s capacity.

Funding capital projects can be challenging. Only some of these projects can be funded through the Municipality’s capital budget. But through the help of federal support, grants from other international aid agencies, and public-private partnerships, the city can meet its capital budget needs.

PROJECT

CAPEX BUDGET ESTIMATE

TIME-FRAME

Urban Development Corridor Along Uruzgan Road

$4,450,000

3 years

Women’s Center

$34,785,000

3 years

Dorahi Exchange Complex

$5,350,000

2 years

Textile & Carpet Innovation Center

$2,800,000

2 years

Restoration & Revitalization of Historic Core

$2,850,000

3 years

Neighborhood Upgrades

$1,650,000

2 years

Vocational Training & Education Center

$3,000,000

3 years

Heritage Sites Revitalization

$2,750,000

3 years

Zahir Shahi Canal Upgrade Project

$3,500,000

3 years

Solid Waste Materials Recovery Facility

$5,000,000

5 years

Total Cost

$33,425,000

Municipal Operational Budget Impacts

Sourcing Funds for Increased OPEX

As the Municipality begins to complete the capital projects proposed here, the proportion of budgeted investment dollars to operational expenses will begin to shrink. Each of the investments proposed in this CIP will provide great benefits to each city, but will need to be operated and maintained, and this will come at a cost.

Often, public infrastructure that carries high operational costs is funded by two sources---user fees and general fund money. User fees for infrastructure can take the form of utility bills, road tolls, and bus tickets. The difference between user fees and operating costs are covered by general fund money raised from property tax, income tax, and sales tax.

PROJECT

OPERATOR

Urban Development Corridor Along Uruzgan Road

Dept of Cleaning and Greenery

Yes

Women’s Center

Private Center Operator

Dorahi Exchange Complex

Private Complex Operator

Textile & Carpet Innovation Center

Private Center Operator

Restoration & Revitalization of Historic Core

Historic District

Yes

Neighborhood Upgrades

Dept of Cleaning and Greenery

Yes

Vocational Training & Education Center

Non-Profit & Education Center

Yes

Heritage Sites Revitalization

Dept of Cleaning and Greenery

Yes

Zahir Shahi Canal Upgrade Project

Dept of Cleaning and Greenery

Yes

Solid Waste Materials Recovery Facility

Dept of Cleaning and Greenery

Yes

Kandahar Strategic Development Framework

REQUIRES MUNICIPAL OPEX

Kandahar $8M

$6M

Cities Improvement Program Budget Contribution

$4M

$2M

2021

2022

2023

2024

2025

2026

$1,112,500

$1,780,000

$1,557,500

$1,120,000

2027

2028

2029

2030

$521,250

$1,390,000

$1,563,750

$1,872,500

$3,477,500

$630,000

$945,000

$1,575,000

$427,500

$570,000

$855,000

$997,500

$300,000

$450,000

$600,000

$750,000

$900,000

$6,216,250

$6,600,000

$5,073,750

$2,550,000

$3,472,500

$1,680,000 $285,000

$640,000

$1,710,000

$960,000

$780,000

$640,000

$855,000

$960,000

$780,000

IMPACT ON OPEX

NOTES

$1,170,000

$2,282,500

$1,950,000

$4,850,000

Low

Street cleaning, maintenance, and repair

None

Operator will provide opex funding

None

Operator will charge sellers to cover costs

None

Operator will provide opex funding

Low

Street cleaning, maintenance, and repair

Medium

Street cleaning, maintenance, and repair

Medium

Training programs, events, library operations, library staff

Low

Street cleaning, maintenance, events

Low

Street cleaning, maintenance, and repair

High

Staff to operate facility, maintenance of facility, energy use, etc. CIP Annex

Strategic Investment Roadmap High and Medium Priority Projects Strategic Capital Projects The SDF Action Plan outlines many strategic projects with high potential to catalyze economic growth and provide basic services that are outside of the jurisdiction of municipal functions. Such other strategic investments must be led by Ministries, utilities, or third-party actors, yet the Municipality must play a supporting or coordinating role. Although supporting municipal governments is the focus of the SDF Initiative, it is clear that the functions performed by the municipalities would not provide the full suite of projects identified in the SDF. Agencies such as AUWSSC, DABS, MTCA, MAIL, etc. will also contribute capital investments for projects within their purview.

Below, those projects that would be the most catalytic for this city, and implemented by an organization other than the municipality, are listed. Justification for and further description of each of these projects is provided in this CIP. This information is intented to give backing to champions in each city and each organization as they seek funding and support for their city’s priorities.

PROJECT

DESCRIPTION

Infrastructure Trunk Lines along Primary Corridors

In order to enhance local neighborhoods and accommodate future growth and development, major infrastructure trunk lines will be installed on primary corridors being redeveloped.

Drinking Water Network Upgrades & Expansion

A river diversion channel, well field, treatment plant, pump station, and water transmission line that provides the city with increased access to potable water.

Agricultural Research, Development, and Center dedicated to advancing innovative agricultural practices by creating impact beyond investment into a singular agricultural plot. Training Center Agro-Industrial Hub

An area dedicated to adding value to raw agricultural products and cultivating economies of scale by sharing infrastructure such as roads, power, and access to water.

Helmand Solar Project (30 MW)

A 50 MW wind power plant will produce clean energy for the city of Mazar in a sustainable way. The plan will be located in the KhulumUljato Village.

Urban Food Park

A small-scale area dedicated to adding value to urban agricultural products and creating benefits of agglomeration for local farmers and processors.

Wastewater Trunk Sewers and Treatment Facility

A trunk sanitary sewer main routed along major roadways to a full-scale wastewater treatment plant that serves the wastewater produced by the entire city.

Hillside & Forest Conservation Program

A hillside and forest conservation program would work to reforest the sloping mountains near the city to preserve the natural asset of the landscape and provide recreational facility for the city.

Ring Road

A highway connecting the east and west segments of Highway A76 north of the city to allow trucks and cars to pass around the city without traveling through the urban traffic in the city’s center.

Dahla Dam Infrastructure Upgrades

The Dahla Dam which provides fresh water and energy to the city is already in operation but in desperate need of repairs to contribute to the source’s resilience and longevity.

Kandahar Strategic Development Framework

Kandahar

Coordinating With Implementing Partners Since many of the largest and most catalytic projects will be delivered through national ministries, the role of the Municipality will be to support in any way it can. For example, expanding clean water supply is predominantly the role of AUWSSC, but the Municipality must coordinate with road paving and land rights required for water projects. Similarly, wastewater collection and treatment is the responsibility of AUWSSC, but the Municipality is responsible for rainwater drainage. Ditches and canals, therefore, must be coordinated between these two organizations.

In order to ensure proper coordination among all of the different, relevant organizations throughout the Afghan government and elsewhere, the SDF should be distributed by MUDL and introduced to all stakeholders in various government agencies, to ensure the spirit of the SDF is followed. Although budget ranges are provided in the Strategic Investment Roadmap, they are for contextual and informational purposes, as partnering entities will bring their own expertise and funding sources to bear on each project.

IMPLEMENTATION LEAD

LOCATION

TIME-FRAME

BUDGET RANGE

AUWSSC, DABS

Major Primary Corridors

Medium-term

$10 - 15 M USD

AUWSSC, MoEW

Focused on Uruzgan Road Corridor Short-term

$18 - 25 M USD

MAIL

Adjacent to Kandahar University or Medium-term Mirwais Mena

$ 1.5 - 3.5 M USD

MoCI, MAIL

West of Kandahar

Short-term

$0.5 - 1 M USD

DABS

Khulum-Uljato Village

Medium-term

$50 - 70 M USD

MAIL

Multiple locations along major roadways leading to agriculture

Short-term

$0.5 - 1 M USD

AUWSSC

Along Major East-West Corridor

Long-term

$90 - 100 M USD

MAIL

Mountain Ranges of Northern Kandahar

Medium-term

$15 - 20 M USD

MTCA

South of Kandahar

Medium-term

$40 - 60 M USD

AUWSSC, MoEW

Dahla Dam

Short-term

$18 - 25 M USD

CIP Annex

Strategic Investment Roadmap Key Implementation Partners SDF Implementation through MUDL

Transportation & Mobility

Across all sectors, it is proposed that the Ministry of Urban Development and Land (MUDL) leverage its control over land rights in order to ensure SDF implementation. MUDL recently assumed the responsibilities of the former Afghanistan Independent Land Authority, or Arazi, and MUDL is now responsible for managing all issues related to land ownership and land rights. All organizations needing land rights in the mobility, energy, solid waste, agriculture, and water sectors presumably must coordinate with and gain approval from MUDL in order to carry out their projects. Therefore, during this ongoing coordination process between agencies, MUDL should make all organizations and actors aware of the SDF. All proposals for built and non-built projects alike should adhere to the spirit of the SDF, but built projects requiring land rights granted from MUDL should be compelled to align with the spirit of the SDF before gaining said rights from MUDL. For its part, MUDL must coordinate effectively, and review and grant land rights to its stakeholders as expeditiously as possible. MUDL’s land rights granting body should be separate from both the political authorities and its regulated stakeholders; the body should be transparent, well-defined in scope, and autonomous, yet able to be held to account if needed.

The Municipal government of each city is responsible for the construction and maintenance of local roads and traffic lights. Accordingly, municipalities manage a budget and capital plan for roadway repairs and new construction. Some assistance is provided by the federal government. In recent years, the Afghan government formed the Ministry of Transport and Civil Aviation (MTCA) through a consolidation of several former Ministries and Departments, including the Ministry of Transport, the Ministry of Civil Aviation, the Ministry of Public Works, and the Traffic Department. The newly formed MTCA creates transport policy on a national level; designs and regulates public transport services for buses, trucks, and aviation; and manages transport services, national roads, civil aviation, and the railway authority. MTCA oversees Departments of Transportation, Urban Transportation, the Afghanistan Railway Authority (ARA), Milli Bus, Public Works, and related Provincial Directorates. Within MTCA, the Public Works department is responsible for safe and effective construction, rehabilitation and maintenance of regional, national, and provincial highways. MTCA also manages both the Milli Bus Authority, which is responsible for providing public bus services, and the Traffic Department, which is responsible for regulating traffic and often plays a role in city planning.

Municipality Milli Bus Authority

JICA MUDH

MoI

World Bank

MoPW MTCA NEPA

USAID

United Nations

ADB

MOBILITY INFRASTRUCTURE

REGULATORY AGENCIES IMPLEMENTATION AGENCIES POTENTIAL PARTNERSHIPS FUNDING AGENCIES

Kandahar Strategic Development Framework

Kandahar

Energy DABS, created in 2008, is the state-owned utility company responsible for power delivery in Afghanistan. Historically, DABS has also constructed, operated, & maintained the vast majority of power generation plants throughout the country. At present, DABS is still a vertically-integrated enterprise, generally controlling generation, distribution, transmission, and retail. MoEW is sets energy policy in the country, regulates power generation, transmission, and distribution, projects (through the internal Energy Services Regulation Department), and is a partial owner of DABS. The Energy Steering Committee (ESC), under the President’s Office, is the highest decision-making body in the energy sector of Afghanistan. It is comprised of the CEO of DABS, plus ministers of MoEW, the Ministry of Mines & Petroleum, the Ministry of Economy, and the Ministry of Finance--all ministries that play supporting roles in the energy sector. Also, the Inter-ministerial Commission for Energy (ICE) and the Renewable Energy Coordination Committee (RECC), are organizations within the government tasked with coordinating efforts between various government agencies involved in the power sector.

The Central PPP Unit, within the Ministry of Finance, is a working group that has been drafting regulations to govern PPP activities across various sectors of the government. The AREU is a non-profit industry association comprised of about 45 domestic energy companies, from manufactures to installers. The AREU has played a role in supporting private international developers to navigate the regulatory framework in Afghanistan. There has not been a tremendous amount of private investment in the power generation capacity of Afghanistan, however, recently three examples of Independent Power Producer (IPP) projects have emerged in Afghanistan---two solar plants in Kandahar, and one natural gas plant in Mazar-e-Sharif. At least one of the Kandahar solar plants and the Mazar-eSharif natural gas plant were completed with a Build-Own-Operate (BOO) model.

MRRD

Private Developers

MoEW

ESC

DABS

ICE & RECC

ENERGY INFRASTRUCTURE CBOs & NGOs

MUDL

ADB MoF

USAID DFID

World Bank

AREU

Central PPP Unit

CIP Annex

Strategic Investment Roadmap Key Implementation Partners Solid Waste

Agriculture

The Municipality of each Afghan city is responsible for the management of solid waste. The Municipality oversees the Cleaning and Greenery Department. The Cleaning and Greenery Department is responsible for the collection, transport, disposal, and management of solid waste in the city. It is also responsible for cleaning local streets and canals. Because not all solid waste is picked up by the municipality, some private companies are employed by residents & businesses to pickup and dispose of solid waste. Some municipalities are looking to partner with private firms. People who make a living collecting, sorting, re-purposing or reselling solid waste items are considered informal recyclers. Their role in the local economy is important for the management of solid waste.

MoEW, and its Directorates, are responsible for planning water resource usage and management, particularly with regards to rivers and main canals. The Ministry of Agriculture, Irrigation, and Livestock (MAIL), and its Directorates, are responsible for the planning and building of small canals. They are also responsible for collecting statistics related to agricultural production. Per the Water Law, the responsibility for maintaining small canals used for irrigation, and the responsibility for allocating irrigated water resources, is held by local irrigation associations. These associations are comprised of local farmers, who ideally agree to pool their resources to this end. In practice, irrigation associations often agree to delegate their above-mentioned essential responsibilities to mirabs, who are respected elders who have held the role of managing irrigated water resources for centuries. USAID has been involved in canal improvement projects across Afghanistan. The World Bank, at a minimum, has been involved with the repair of the Spin Wala Canal in Kandahar Province. Finally, the Ministry of Rural Rehabilitation and Development (MRRD) plays a support role in rural, agricultural communities as well.

MAIL MRRD

SOLID WASTE INFRASTRUCTURE

USAID

GIZ

Private Firms

CBOs & NGOs

Kandahar Strategic Development Framework

CBOs & NGOs

NEPA

NEPA Municipality Cleaning and Greenery Department

Irrigation Assoc’s + Mirabs

Univ. Extensions

AGRICULTURAL INFRASTRUCTURE

Kandahar

Water & Wastewater AUWSSC is a joint-venture government corporation established in 2009. The mission of AUWSSC is to provide drinking water and wastewater services to urban residences, businesses, and institutions. AUWSSC was granted water supply policy and contracting powers by the Afghan Cabinet of Ministers in 2009, within the context of the water and environmental laws. AUWSSC’s shareholders are the federal ministries of Finance, Urban Development & Land, Economics, the EPA, and Kabul Municipality. AUWSSC is active in all of the cities, and the situation in Mazar-e-Sharif is unique in that there is a “Citizen Charter” program that has the ability to deliver some drinking water infrastructure projects in support of AUWSSC.

MoEW, and its Directorates, are responsible for planning water resource usage & management, particularly with regards to rivers & main canals. MoEW is also responsible for preventing water pollution, and the Directorates often share the duty of monitoring groundwater quality with AUWSSC. Finally, many aid organizations have been active in Afghanistan’s water sector in varying capacities, including GIZ, KfW Development Bank, DACAAR, Solidarity International, COAR, and USAID.

NEPA SCoWAM

MoEW

AUWSSC MAIL

Irrigation Assoc’s + Mirabs

MRRD Municipality

River Basin Councils

BORDA

Private Developers

WATER INFRASTRUCTURE

CGOs & NGOs KfW

REGULATORY AGENCIES IMPLEMENTATION AGENCIES POTENTIAL PARTNERSHIPS FUNDING AGENCIES

USAID

World Bank United Nations

CIP Annex

Strategic Investments

Infrastructure Trunk Lines Project Details Budget Range

$10 - 15 M USD

Project Size

8 - 10 km

Implementation Agency

AUWSSC & DABS

Implementation Partners Municipality Time-frame

5 - 7 years

SDF Objective

Description

Feasibility

As growth and development move forward in Kandahar, infrastructure systems, such as drinking water, wastewater, and power, will continue to grow and become a common asset for new construction and buildings. By installing major trunk lines along primary corridors, connection to those major services will be made easier.

The project’s feasibility depends highly on the ability of major agencies in Afghanistan to coordinate with each other and the Municipality. AUWSSC, leading the drinking water and wastewater projects, and DABS, leading power projects, must come together to coordinate installation and construction. They must be working with the Municipality for project timing to coincide with major corridor redevelopments.

Project Location Major primary urban corridors that connect nodes of high economic activity with vital infrastructure facilities, such as a planned wastewater treatment plant, is necessary in the development of this project. The trunk lines should be placed only on roads of major future development.

Rationale Power, drinking water, and wastewater services are critical to the health and well-being of Kandahar residents and businesses. When trunk installation happens, major roadwork needs to be done causing disruptions in traffic and other daily activities. By installing these trunk lines during the redevelopment of these major roadways, and installing several trunk lines at once, construction and costs are minimized. The increased efficiency of major construction will add to the economic return of the installation.

Kandahar Strategic Development Framework

Implementation Agencies This project will planned and carried out by the Municpality with the coordination of AUWSSC and DABS. Coordination between the local office of AUWSSC and DABS and the Kabul headquarters of AUWSSC and DABS will also be crucial. Constant communication should occur between these entities.

Municipal Role The Municipality -- specifically, the Technical and Sectoral Department -- should coordinate with AUWSSC and DABS so that trunk line installations and repairs occur concurrently with road repairs and upgrades. Road maintenance master plans, power master plans, and water distribution network master plans should be established to determine overlapping construction areas, and then construction projects should be timed so that each road is once “dug up” once.

Kandahar

Drinking Water Network Upgrades & Expansion Project Details Budget Range

$30-50M

Project Size

Entire City

Projected Service Area

Entire City

Implementation Agency

AUWSSC

Implementation Partners Municipality Time-frame

5-10 years

SDF Objective

2.1.2

Water main installation (City of Anaheim, California)

Description

Feasibility

A crucial component of the complete water infrastructure system is the drinking water distribution network. Water mains exist, ideally, under every public road, providing water for domestic and commercial consumption, and providing water to fire hydrants for fire protection. This project aims to bolster the network of water mains throughout the city. This will be done by both expanding the existing network and by repairing existing, distressed parts of the network. Water meters should also be installed as a part of this effort.

AUWSSC has proven itself capable of engineering and installing water distribution networks. Therefore, this project is well within the capacity of AUWSSC. However, continuous improvement should be a goal of any organization dealing with complicated, ongoing engineering work.

Project Location According to AUWSSC, Kandahar’s water distribution system services Districts 1,2, and parts of 4, run by the Kandahar City Water Department. Approximately 15% of households in the city of water connections, whereas the rest of the city relies on private wells from depleting water tables. This project should be concentrated in those areas with no water distribution system, but repairs in areas with existing distressed or leaking water mains should also be pursued.

Wastewater Treatment Facility

Water Transmission Line

Implementation Agencies This project will planned and carried out by AUWSSC. Coordination between the local office of AUWSSC and the Kabul headquarters of AUWSSC will be crucial. Often, water planning is done in Kabul, but local offices are not aware of the plans made in Kabul. Constant coordination should occur between these entities. One example of needed coordination is that the local office of AUWSSC will need to assess the water mains that are leaking or otherwise in need of repair, and the results of this assessment will need to be shared with the AUWSSC headquarters.

Municipal Role The Municipality -- specifically, the Technical and Sectoral Department -- should coordinate with AUWSSC so that water main installations and repairs occur concurrently with road repairs whenever possible. Road maintenance master plans and water distribution network master plans should be established to determine overlapping construction areas, and then construction projects should be timed so that each road is once “dug up” once.

Wastewater Trunk Sewers

Rationale The drinking water distribution system, of course, is a critical component of the complete water infrastructure system that exists in the city. By reliably delivering safe water to neighborhoods and businesses, AUWSSC will increase peoples’ quality of life and support economic growth.

Kabul firefighters utilizing water distribution network (NPR)

CIP Annex

Strategic Investments

Agricultural R & D, and Training Center Summary Budget Range

$1.5-$3.5M USD

Project Size

1,000 sq m of built space; 4,000 sq m campus

Projected Service Area

200,000 people

Lead Agency

MAIL

Implementation Partners

MoE, MRRD

Time-frame

1-2 years

SDF Objective

4.3

An agricultural research campus

Description

Feasibility

The agricultural research, development, and training center has the goal of creating an impact beyond investment into a singular agricultural plot. The goal of this project is to create a center for both out-scaling and upscaling of innovative agricultural practices across the region. Out-scaling refers to the horizontal diffusion of innovations to individuals and organizations at the same level (e.g., introducing a recommended modification to irrigation practices across a region). Upscaling refers to the embedding of innovations at higher levels (e.g., institutionalization of new cropping practices in policies).

The impact of developing and disseminating various agricultural technologies in other countries has depended on the extent of support and efficiency of public, private, and NGO institutions, the extent of their mutual collaboration, and policy support provided by national governments. Past experience has shown that none of these three sectors was adequate and proficient enough individually to achieve improved agricultural performance on a sustainable basis; success is usually achieved when R&D, training and other support are provided together in a collaborative arrangement. The feasibility of the project is supported by the scale and influence of the agriculture sector within the economic base of the city and surrounding region. This will translate into a high demand for services from the local farming community and an appetite for productivity gains – and therefore higher incomes - in the sector. As R&D activity will take place at preexisting facilities, such as universities, both soft and hard infrastructure will already be largely in place and although there will be a need for substantial upgrading, there should be few barriers to implementation.

Project Locator Location to be finalized. The research center should be located towards the west or south, maximizing accessibility to regional agriculture communities, and ideally co-located with an existing university

Rationale Agriculture is Afghanistan’s main economic sector, affecting the livelihoods of over 80% of the country’s population. Technological improvements are therefore key in order to carve out a competitive advantage in the global marketplace and capitalize on goods and services that Afghanistan has a potential or current international advantage in. Targeted R&D is vital to support overall agricultural resilience and to extend and deepen value chains associated with important crops and associated agro-processing.

Positive Impacts/Benefits Aside from improving crop yields, supporting a more diverse range of agro-processing activities, and creating new highlyskilled jobs in Afghanistan’s cities, an agricultural research center will also have a positive impact on the overall economy. Given the overall reliance on agriculture, increases in productivity within the sector will generate positive externalities through knowledge spillovers and deepening other industry value chains (e.g. manufacturing).

Municipal Role Given Afghanistan’s varied geography, each region of the country is better suited to the production of different agricultural goods. In order to maximize agricultural productivity gains, the central government will have to create policy to optimize the comparative advantage of agricultural products according to the advantages of the region in question and local governments will be the key public sector informants to creating those bespoke policies. 44

Kandahar Strategic Development Framework

Kandahar

Agro-Industrial Hub Summary Budget Range

$0.5 - 1 M USD

Project Size

100 Ha

Projected Service Area

250,000 people

Lead Agency

MAIL

Implementation Partners

Municipality, MRRD, MoE, MoCI

Time-frame

2 years

SDF Objective

4.3

Anflo Industrial Estate in the Phillapeans

Description

Positive Impacts/Benefits

Agro-industrial hubs are clusters of independent firms grouped together to gain economies of scale and access to markets by sharing infrastructures such as roads, power, communication services, storage, packaging, waste and effluent treatment, logistics and transport, and labor facilities. This type of agro-hub focuses on high-value agriculture processing for particular value-chains for national and international export markets. In addition, the hub promotes manufacturing adjacent to urban centers, providing employment by formalizing production processes for secondary and tertiary processing and engages rural livelihoods with opportunities for contract farming.

The agro-industrial hub complements the agricultural research center project and joint operation will improve gains exponentially for both projects. It will also increase the size of the private sector in the country’s key industry, creating jobs as various specialized product value chains are extended. This longer value chain activity being retained in country will also improve gross value added for the domestic and regional economies. The improved business performance resulting from implementation of this project is likely to create new jobs through increasing demand for labor, based in turn on higher penetration of target export market and higher sales volumes. As businesses grow and diversify, they are also likely to experience a need for skills upgrade and adaptation to more advanced processing systems and associated technologies.

Agricultural business communities/concentrations will comprise the agro-industrial hub, and will operate under a semi-joint business plan.

Project Locator Location to be finalized.

Rationale This project is meant to drive the structural transformation of Afghanistan’s agricultural economy, reduce rural poverty, provide employment opportunities, and develop synergies with other primary and secondary value-chain processing facilities.

Feasibility

Municipal Role The municipality would need to help with sourcing the best site to develop the hub in each location. Local government would also help inform the strategy so that it is bespoke to each region so as to optimize the network effect and synergies with trading partners. The municipal authority would also be responsible for establishing the operational entity and creating the mandated regulations and structure within which it would operate.

This project conforms with national development priorities, which will make it easier to implement as there will be a high degree of political will. The limited public funds needed to action this project, as well as primarily needing to zone land appropriately, means the investment of effort for the government is low with potentially high returns. This project has potential to increase productivity levels quickly across a substantial agricultural base in turn yielding significantly improved incomes and livelihoods. This represents a very positive return on investment for any public funds deployed into the project.

CIP Annex

Strategic Investments

Helmand Solar Project (30 MW) Summary Budget Range

$30M USD

Project Size

30 MW

Projected Service Area

165,000 to 265,000 people

Lead Agency

MoEW

Implementation Partners

DABS; Private Sector Investor

Time-frame

3 years

SDF Objective

2.2

Solar Field in Kandahar, Afghanistan

Description

Feasibility

A 30 MW solar field in Kandahar would provide the city with clean, reliable, renewable energy. About 150 hectares of land outside of the municipal boundary would house the solar field which would then be connected to the existing grid. A 30 MW solar field is likely to generate enough power for about 165,000 to 265,000 people. This would add capacity to the current power grid, generating energy and increasing service reliability for the people living in the city. Fortunately, solar technology has become much more cost-effective and efficient in recent years.

Given the successful implementation of other solar power generation plants in Kandahar and Kabul, an even larger solar field should be feasible. The project has economic benefits and a return period that make its implementation financially realistic. One potential barrier to project implementation would be the lack of local, technical knowledge required for this infrastructure’s operation and maintenance. Ideally, the agreement between DABS, the energy developer, and contractors, would detail the operations and maintenance plan for the facility. The field will also need to be secured.

Project Location

Implementation Agencies

A productive and efficient solar field should be located in an area that gets sufficient sun cover. It’s also important not to plan a solar field in an area that could be used for agricultural purposes. Thus, the area just east of the city is located as an optimal solar field site.

DABS has traditionally managed power purchasing, power generation, and power distribution in Afghanistan. Completed solar projects in Kandahar and proposed solar projects in Herat have utilized the Independent Power Producer (IPP) model, in which DABS and MoEW help a private developer secure permits to construct a power generation plant, the private developer finances the construction of the plant, and a power purchase agreement (i.e. an off-take agreement) is made between the private developer and DABS.

The location of this existing project is unknown, but a potential location for it -- in case one has not been selected already -- is shown on the map below.

Rationale In order to advance the social and economic growth in Kandahar, it is necessary to provide reliable power service. Public, private, social, cultural, and business life are all dependent on reliable power. Both the number of household power connections and the demand per household power connection is expected to increase dramatically in the coming years. Fortunately, a 30 MW solar field would increase the capacity of the grid, without creating the environmental and public health detriments associated with the burning of fossil fuels. Financially, solar power is also attractive. The capital investment necessary, relative to alternative generation typologies, is affordable. Finally, a solar field would also decrease the country’s dependence on imported electricity, thereby reducing reliance on foreign partners.

Kandahar Strategic Development Framework

This project has been proposed for the PPP model, with the private party still being sought.

Kandahar

Urban Food Park Summary Budget Range

$0.5 - $1 M USD

Project Size

20 Ha

Projected Service Area

50,000 people

Lead Agency

MAIL

Implementation Partners

Municipality, MRRD, MoE, MoCI

Time-frame

2 years

SDF Objective

4.3 Citrus processing, Pakistan (ACIAR)

Description

Positive Impacts/Benefits

An Urban Food Park is meant to serve small, local agricultural processors and entrepreneurs. The site would serve similar functions as the agro-industrial hub but on a smaller scale for urban farmers. These local farmers can gain access to urban agricultural resources and benefit from agglomeration while retaining a small business.

The urban food park complements the agro-industrial hub and agricultural research center project. The urban food park will help improve gains exponentially for both projects by providing a gateway into the industry. The improved business performance resulting from implementation of this project is likely to create new jobs through increasing demand for labor because of the increased success by local farmers and businesses. As businesses grow and diversify, they are also likely to experience a need for skills upgrade and adaptation to more advanced processing systems and associated technologies, which can be found at the agro-industrial hub.

Project Location There is a scope for three to five local processing hubs at gateways to the city. Local hubs should be prioritized at the West and South, along roadways with good access to regional agricultural communities.

Rationale Afghanistan’s agricultural sector can sometimes be challenging for smaller businesses and farmers with few resources. While the agro-industrial hubs are meant to strengthen the processing sector on a large scale, the urban food park will provide similar support for small, local farmers.

Feasibility

Municipal Role The municipality would need to help with sourcing the best site to develop the park in the city. Local government would also help inform the strategy so that it is bespoke to each region so as to optimize the network effect and synergies with trading partners. The municipal authority would also be responsible for establishing the operational entity and creating the mandated regulations and structure within which it would operate.

This project conforms with national development priorities, which will make it easier to implement as there will be a high degree of political will. The limited public funds needed to action this project, as well as primarily needing to zone land appropriately, means the investment of effort for the government is low with potentially high returns. This project has potential to increase productivity levels quickly across a local agricultural base in turn yielding improved incomes and livelihoods. This represents a very positive return on investment for any public funds deployed into the project.

CIP Annex

Strategic Investments

Wastewater Treatment Facility & Trunk Lines Project Details Budget Range

$90-100M USD

Project Size

20 km trunk main; 10 ha treatment facility

Projected Service Area

Entire City

Implementation Agency

AUWSSC

Implementation Partners Municipality, MoEW Time-frame

8 years

SDF Objective

2.1

Wastewater treatment plant in Antwerpen, South Africa

Description Although no sanitary sewer mains or wastewater treatment plants currently exist in Afghanistan, their development will be crucial to ensuring that public health and environmental protection goals are reached in Afghanistan. This project consists of the installation of a trunk sanitary sewer main along key roads in Kandahar, draining west, to a wastewater treatment plant. Connections to the sanitary sewer main can be made at the time of initial construction and subsequently as needed.

Project Location A trunk main can be installed along the city’s main roads as they are repaired, as prioritized in the SDF. A second branch of the trunk main can also be extended along the updated corridor to the north, so that development planned for this area is serviced by the wastewater system. These sewers could join and transfer wastewater by a combination of pumped service and gravity to the treatment plant and aquifer recharge wells. A second or alternative location for wastewater treatment would be south of the city.

for a trunk sanitary sewer and wastewater treatment plant to be installed. Aquifer recharge wells are also proposed for injection of treatment plant effluent to be deposited into the groundwater, where further natural filtering and settling will take place.

Feasibility All of the proposed wastewater system components will require planning & coordination, advanced technical design, and drawn out construction schedules. The technical operation and maintenance of a wastewater treatment plant is very advanced, and capacity will need to be built in order to realize an effective plant. Additionally, the billing of wastewater producers is typically implemented to pay for ongoing operations. If the city does succeed as the first city in Afghanistan to implement a wastewater treatment plant however, it will enjoy the benefits of cleaner, safer public spaces, and it will be a model for other Afghan cities.

Implementation Agencies Although it has rightly been focused on implementing water projects, AUWSSC is responsible for sanitary sewer projects as well. The trunk sewer main installation will need to be coordinated with the Municipality so that its installation takes place at the same time road work is scheduled to take place, if spending on road repairs is to be optimized. Aquifer recharge well operation plans should be coordinated with MoEW and its local Directorates. Finally, all producers of sanitary sewage along the alignment of the trunk main must be engaged to encourage the use of the sanitary system via lateral hookups.

Municipal Role Wastewater Treatment Facility

Water Transmission Line

Wastewater Trunk Sewers

Rationale During the outreach process informing the SDF, many of the engaged parties indicated that wastewater infrastructure was desired. Indeed, wastewater infrastructure is necessary for public health and environmental protection. Currently, no cityscale wastewater system exists in Afghanistan, but Kandahar has the density and topography that present a good opportunity 48

Kandahar Strategic Development Framework

Construction of the proposed trunk sanitary sewer mains should ideally be coordinated with roadway improvements. The Municipality will need to be consulting during this phase of the project. Currently, the Municipality builds public pit latrines around the city. Hooking-up existing public pit latrines to the sanitary sewer main and planning new public pit latrines near the sanitary sewer should be a priority.

Kandahar

Hillside & Forest Conservation Program Summary Budget Range

$40 - 60 M USD

Project Size

8 - 10 ha

Lead Agency

NEPA

Implementation Partners

Municipality, MAIL

Time-frame

Medium-term

SDF Goal

3.2

Description The hillside & forest conservation program will include the establishment of conservation zones and regulatory guidelines that deter urban growth into sensitive areas along the mountainside. Strategies will be established that contribute to the projection, enhancement, and risk mitigation of the natural landscape. Compacting slopes, afforestation, water retention, and flood protection by check dams will all be included as part of the project.

Project Location

Hillside Forest in Karerpass, Italy

Phase 1 of the program will be focused on the mountain ranges of northern Kandahar spanning from Baba Wali shrine in the west to Shokur Kalay in the east. The area is shown on the map below. Later phases of the program will include the Kotal-eMorcha Hills.

Implementation Agencies

Rationale The project is focused on the conservation and revitalization of Afghanistan’s natural landscape assets. Reforestation of the hillsides will increase the resilience of the city and retain the country’s natural beauty. The Baba Wali conservation area will contribute to a greater effort to restore and increase cultural tourism in that area. In addition to visiting the shrine, tourists will be able to appreciate the mountain’s natural beauty.

Feasibility The hillside restoration and conservation will require a great deal of planning & coordination, advanced technical design, and drawn out construction schedules. The continued protection and maintenance of the site will rely on the coordination of national agencies and the Municipality to ensure its protection. Planning efforts must be made to limit local development outside of the Baba Wali site.

Implementation will be led by the National Environmental Protection Agency (NEPA) through a program designed to retain and conserve natural assets such as hillside forests. The agency will be supported by local communities that are dedicated to the preservation of Afghanistan’s greatest natural assets.

Municipal Role The Municipality will need to be consulting during the construction phase of the project and coordinating through the long-term planning process for the site. The development and revitalization of the Baba Wali site will be coordinated with the conservation program to ensure all public spaces and recreational facilities are accessible between the two project areas.

CIP Annex

Strategic Investments

Ring Road Summary Budget Range

$40 - 60 M USD

Project Size

20 - 30 km

Lead Agency

MTCA

Implementation Partners

Municipality, MoPW

Time-frame

4 - 6 years

SDF Objective

Silk Road in Gilgit, Pakistan

Description

Positive Impacts/Benefits

A ring road around the southern part of the urban areas of Kandahar will be a large highway that connects Kandahar-Bamiyan Highway going east with the Kandahar-Herat Highway going west. Currently, cars and trucks traveling along the highway must pass through the urban core of Kandahar where there is major traffic congestion. The ring road will provide an alternative route around the city.

Construction of the bypass road that will connect major highways outside the Municipal boundary will greatly benefit Kandahar in several ways. By diverting through traffic outside the city, congestion in the urban core will be reduced. As a result, the city will see less pollution and safer streets with fewer trucks and cars. Additionally, traffic into and out of the city will be easier for those traveling to destinations outside the city.

Project Locator The ring road will be located south of the urbanized areas of Kandahar, connecting east to west. The alignment of the road will depend on an in-depth feasibility study and design process. Exits along the route should be limited to maintain high traffic speeds and minimize urban development far from the city.

Rationale Highway traffic through the city is directed through the urban core of Kandahar, including travelers who only wish to pass through. Traveling through the urban core greatly increases traffic and travel time for these vehicles. As cars and trucks are routed through the city, traffic problems are exacerbated for locals as well.

Feasibility This project, although large in scope, is highly feasible for regional traffic management. Local engineering and construction companies are experienced in roadway construction and will be able to complete the highway project in about 4 to 6 years. The capital costs of the project are high, but the project will likely be implemented by the national government under the direction of the MTCA.

Kandahar Strategic Development Framework

Municipal Role Because the completion of this project, although outside the Municipal boundary, would greatly benefit the city, the Municipality will play a vital role in it’s completion. The project will be overseen by the MTCA which will need cooperation and input from the Municipality. The Municipality can act as an advocate and resource for the completion of the project that will reduce traffic issues in the city.

Kandahar

Dahla Dam Infrastructure Upgrades Project Details Budget Range

$18-$25M USD

Project Size

30 km water transmission line

Projected Service Area

Entire City

Implementation Agency

AUWSSC

Implementation Partners

MoEW, Municipality

Time-frame

6 years

SDF Objective

2.1.1 Dahla Dam

Description

Feasibility

This project will provide a supply of potable drinking water to the Kandahar public drinking water network. Water will be collected at a facility above the Dahla Dam, treated, stored, and fed by gravity to the city.

This proposed water supply system is a series of complex small projects. Each component will require its own feasibility study. A regional sustainable water resources management plan should be instated as well to determine sustainable yields and forecast demand. Although upfront costs may be high, it is likely that the social and economic benefits of the project, even when indirect, will outweigh its costs.

Project Location Water is proposed to be sourced from the permanent pool above the Dahla Dam. A water transmission line will then be installed along the road on the east side of the Arghandab River, leading to Kandahar city where it will feed the city’s existing drinking water distribution network. If necessary a pump station will be installed along this transmission line at a potential low point.

Rationale Safe, clean drinking water is a necessity. In Kandahar, drinking water is supplied by wells located in urbanized areas. The aquifers in these areas are often polluted from contaminants entering the groundwater from the city above. As a result, much of the drinking water supplied to homes and businesses is contaminated. By 2060, it is estimated that almost 70 MCM of water will be demanded from within the municipal boundary annually. The demand from the entire city-region is estimated to be over 100 MCM by that year. It is clear that a centralized, wellengineered water supply system is needed.

Implementation Agencies AUWSSC is currently responsible for all water supply operations in Afghanistan. AUWSSC will also implement this project and manage the infrastructure once it is commissioned. MoEW will support this project by helping to forecast river discharges and measuring and regulating aquifer withdraw and recharge operations. MoEW also manages the operation and maintenance of the Dahla Dam. The Municipality will issue permits for all water lines built within road right-of-way. ADB has been involved in a water supply project sourced at the Dahla Dam or nearby. Coordination should occur with the ADB team.

Municipal Role As water transmission lines are planned, every effort should be made to coordinate work with the Municipality, so that road repair and repaving can done once, not twice.

CIP Annex

Assumptions & Methodologies Case Study Method for Budgeting Methodology Capital Investment Planning at this early stage before projects are fully formed and designed is about setting preliminary budgets that can accommodate a range of potential design solutions. The budget values in this CIP are not like cost estimates based on a bill of quantities because projects have not been designed nor is there a bill of quantities. Rather the team looked for benchmark projects, or case studies, with similar aspects in similar social and economic contexts. Using professional judgment and our collective team experience we increased or decreased budget ranges from each benchmark projects to come up with budget ranges for each project in the CIP.

Multi-lane highway in Afghanistan

Understanding the costs associated with investment projects is important in developing a capital investment plan. As a city grows, it must be able to asses its needs and priorities in accordance with the Strategic Development Framework. Using the CIP as a tool, the Municipality can assess the needs of the city and draw up a plan based on available funding and financing capacity.

Annual Budgets and Sequencing

For example the recently developed Qasaba project in Kabul provided a range of project components including roadways, sewer lines, wastewater treatment, drinking water supply, solid waste management. The project was coordinated across sectors and government agencies including MUDL, AUWSSC, DABS, BORDA, and others who all coordinated to produce a successful project.

To ensure that all CIP projects are not ongoing at the same time, the projects were sequenced to flatten the total annual capital investment for each year.

For projects that had no local precedent, examples from nearby countries, project components were listed and estimated to create cost range. Project budgets were formed from examples and expert opinion. These baselines were then adjusted to local conditions, such as the cost of local materials versus imported materials, labor costs, contractor availability, agency coordination, and other considerations.

Validation With case studies and budget ranges developed for each capital investment project, the team reviewed the assumptions and examples with local experts, local engineers, and consultants with experience in construction in Afghanistan. Local engineers were consulted in the development of the budget ranges presented in this report in order to ensure the accuracy of expected project costs. Where Afghan precedents were available, these projects were used to generate the base budget ranges. These ranges were then adjusted for local contexts and other factors that affect costs. Projects requiring international expertise, materials, and contractors are likely to have higher costs. These projects are often unprecedented in the country and are large in scale, such as wastewater treatment systems.

Kandahar Strategic Development Framework

With a budget ranges developed and validated, the Municipal Capital Investment Plan projects were then broken down to a year-by- year investment schedule. Early years tended to incur soft costs, then construction costs bear most of the project cost in later years.

Feasibility Studies Once budgets were formed in consideration to precedents both locally and national, research, and input from locals and subject experts. It is important to consider that each project will need to have a feasibility study performed, and a more thorough cost estimate done by engineers before the project should be pursued. Budget ranges in this document are for reference only and revised budgets should be created after feasibility studies are completed.

Assumptions & Methodologies

Kandahar

Project Cost Trends in Afghanistan Source of Materials Construction materials cost higher in Afghanistan when they are imported from neighboring countries. Many materials require importation because there is a lack of production within Afghanistan or quality standards are low. See the table below for examples of materials that are often imported from abroad.

Material

Importers

Re-bar

Uzbekistan, Iran

PEB

UAE, China (through Pakistan)

Cement

Pakistan, Uzbekistan, Turkmenistan, Tajikistan, Iran

Asphalt

Uzbekistan, Iran, China

Items that are less common in Afghanistan, such as traffic signals and street lighting structures, must also be imported. There is a smaller market for these items locally because they are rarely implemented. Most other construction materials not mentioned can be found locally. However, due to fewer standards and less industry competitiveness, quality is generally lower for these products. There is a strong desire to increase the local construction materials economy in Afghanistan.

Skilled Labor & Unskilled Labor

Kotal-e-Sangi bridge, built in Kabul, was constructed by a Turkish company.

Agency Coordination Another challenge facing the construction industry in Afghanistan is the lack of coordination between public entities. Often times, roadway, water, and power projects along the same route happen a couple years apart. This results in the same road being reconstructed 3 - 5 times in 10 years. This presents a huge waste in public funds and disrupts the local economy. With the ability to coordinate across sectors, construction efforts and public spending can be optimized in Afghanistan. If the same roadway needs upgrading, a water line, power lines, wastewater trunk sewer, and a bike lane, all of these projects can save on capital costs by only digging the road one time for all of these projects.

Labor for construction is abundant in Afghanistan. Unskilled laborers are paid about 400 Afghani per hour ($5.23 USD) and skilled laborers are paid about 700 Afghani ($9.21 USD). Many locally constructed projects that are small in size are contracted and constructed by Afghan companies and construction workers.

Local or International Contractor Afghan companies are skilled at Design-Build jobs including surveying, resettlement, and land acquisition. However, large infrastructure projects, such as major multi-lane highways, are often done by international contractors. Either there is a lack of experience and capacity from local contractors or the Afghan contractor does not meet project requirements. Projects often have requirements that determine which countries are suitable for sourcing materials and contractors. There is a strong desire to increase the capacity of local contractors in Afghanistan. The very limited number of large scale water supply, wastewater, public transportation, and solid waste projects in Afghanistan limits the local sector’s ability to take on large projects.

CIP Annex

ENVIRONMENTAL AND SOCIAL ASSESSMENT REVIEW

Introduction & Background Introduction

ESA Process

Integrated into the SDF process, the selection of each potential project (10 municipal CIP projects and 10 Strategic Investment projects) were predicated by a high-level review and understanding of the proposed site location and context using a rapid-assessment methodology outlined in the Synthesis Report. It should be noted that at the time of this report, half of the proposed projects specify only a general location, with a specific site to be determined as the planning process is advanced. While an effort has been made to address the information requested for the Environmental and Social Assessment process, a more thorough review should be conducted as the scope and siting is advanced at the national and municipal level for the selected projects.

Following the process outlined in the 2017 ESMF report, the SDF Consultant Team worked to provide a comprehensive overview of the potential environmental impacts while selecting preliminary projects which pose locally low to moderate-risk - supporting the first steps in the ESA process.

Baseline Environmental Assessment for each of the Five Provincial Capital Cities to identify sensitive landscapes and determine appropriate sites for potential sub-projects

Referenced Reports 2017. “Environmental and Social Management Framework (ESMF) & Resettlement Policy Framework (RPF).” Ministry of Urban Development & Housing, Islamic Republic of Afghanistan.

Pre-Screening: to identify actions that have negative environmental and social impacts

Pre-Screening Checklist for each SDF subproject to determine compliance criteria

Project Categorization: to define project category with respect to World Bank Safeguards

Current Status

A Category A is a project that is likely to

Following the documented ESA process, the SDF Consultant Team focused on the following tasks, contributing to project pre-screening, preliminary categorization, and support for future documentation.

B Category B may incur site-specific impacts

Pre-Screening

C Category C is a project that is likely to have

Providing a comprehensive overview of the environmental, social, and economic challenges (and opportunities) in Kandahar, the SDF process rapidly identified potential low to moderate-risk projects, serving as an essential tool in the screening process and eventual project selection.

have significant adverse impacts to the environment and will not be considered but may be reversible or mitigated minimal to no adverse impacts

Modest-Risk (Cat. B projects) will likely require an ESMP to fully assess, manage, and monitor a projects potential impacts

Project Categorization (Preliminary) Stemming from the SDF process, identified potential projects were reviewed using the Pre-Screening Checklist and preliminarily categorized using the criteria outlined in the Environmental and Social Management Framework.

Documentation Support To support the future development of the required ESMPs for each selected project, the Project Checklist Summary pages 6-11 provides notes and links to additional reports in the SDF process to support documentation for mitigation measures, monitoring, and capacity building.

Low-Risk (Cat. C projects) may require only a checklist-type ESMP approach to ensure best practices are followed

Review and Approval of Documentation: to review the environmental and social documentations in terms of WB Safeguard Policies as well as national laws and regulations

Public Participation and Information Disclosure: to make documents publicly available for their view and opinion

Supervision and monitoring: program to measure and increase the effectiveness of a project in terms of Environmental and Social Sustainability

Next Steps The information provided and referenced in this document provides the PCT with the necessary information to complete the Pre-Screening and Project Categorization process to select and advance viable projects, and support documentation to prepare project specific ESMP’s. 4

Kandahar Strategic Development Framework

Preparation of Relevant Environmental and Social documents: to prepare project specific ESMP’s and or abbreviated RAP (or ESIA if required)

Kandahar

Following the Environmental and Social Assessment process Pre-Screening Checklist outlined in the Urban Development Support Project - Environmental and Social Management Framework (ESMF) & Resettlement Policy Framework (RPF) document, potential sub-projects have been preliminarily classified as Category A, B, or C using the criteria outlined below. Recognizing that projects having significant environmental impacts will not be financed by the World Bank, the SDF Consultant Team developed the initial list for Kandahar based on addressing the city’s greatest needs while striving for minimal risk or adverse environmental impacts.

Preliminary Project Categorization

! CATEGORY A

Categorization Approach

As the scope for the selected projects evolves, some may trigger an ESIA leading to recategorization as “high-risk”. These projects include the development of large-scale industrial districts, waste management facilities (depending on scale), and the creation of new major transportation corridors.

Category A (High-Risk)

4 Agro-Industrial Hub

Significant adverse environmental impacts that are large-scale, irreversible, cumulative, or precedent-setting

6 Textile & Carpet Innovation Center 10 Solid Waste Transfer Station & MRF 9 Ring Road

While no proposed projects falls firmly within this category, select projects could trend toward Category A depending on the proposed overall scale and if potential impacts are not properly mitigated through proper planning and design utilizing internationally recognized best practices.

Potential environmental impacts are site-specific and reversible in nature

7 Wastewater Treatment Facility 5 Dorahi Exchange Complex

CATEGORY B

Category B (Moderate-Risk)

6 Urban Food Park

Majority of the proposed projects fall within Category B as the potential impacts will generally be localized. All projects strive to be beneficial to the city, it’s citizens, and the environment through proper planning and design.

1 Designate Primary Urban Corridors 9 Zahir Shahi Canal Upgrade Project 1 Upgrading Primary Corridors as Infrastructure Trunk Lines 2 Drinking Water Network Upgrades & Expansion 5 Helmand Solar Project (30 Mw) 10 Dahla Dam Infrastructure Upgrade Projects 2 Neighborhood Upgrades 3 Vocational Training & Education Center 4 Women’s Center

Category C (Low-Risk)

7 Restoration & Revitalization Of Historic Core

Likely minimal to no adverse environmental impacts

8 Heritage Sites Revitalization Outside the Historic Core

CATEGORY C

Depending on the final scope and site footprint, a few of the proposed projects could be classified as Category C. These include training programs and the renovation/retrofitting of existing facilities for a new use.

3 Agricultural Research, Development, & Training Center 8 Regional Hillside & Forest Conservation Program

Some projects may incur minimal localized or no adverse environmental impacts and may be eligible for a more streamlined ESMP checklist approach.

# Municipal Capital Investment Plan Projects # Strategic Investment Plan Projects

ESA Review

Sub-Project Checklist Summary Project-Related Issues/Challenges Section I - Sub Project Related Issues Pages 6 to 7 represent a summary of the Draft Sub-Project Pre-Screening Checklist, Section I - Sub-Project Related Issues in the 2017 ESMP. From a broad perspective, this section represents a summary of the issues and challenges for the proposed Capital Investment Projects to be reviewed for potential funding and implementation. Additional comments and notes have been provided in regard to potential mitigation measures, monitoring, and capacity building - linking to the SDF and toolkit to support advancement of each project.

A. Zoning & Land Use Planning Currently, in the planning proposal stage project sites represent a combination of site reuse/renovation, potential rezoning, and unknown need for zoning & land-use changes. The selected locations take into consideration the current planning and land use context, appropriate use/potential impacts and mitigation measures, health/well-being, and environmental risk based on available information and international best practices. Most projects with the exception of infrastructure projects will not likely involve significant site disturbance. Due to the urban setting of most proposed projects, sites may be under development pressure with competing urban/industrial uses.

B. Utilities & Facilities Most proposed projects will likely not require ancillary production facilities. However, one exception would be roadway extension projects which may require temporary batch plants to minimize hauling of processed material to the project site. The need for accommodations or service amenities to support the workforce during all construction would be dependent upon the scale and phasing of approved projects.

C. Water & Soil Contamination Nearly all projects will temporarily disturb the soil during the construction phase and may require the removal of vegetation on site. One strategic long-term goal of all projects is to improve water quality and soil health in the project areas through holistic design and layering functionality. Decisions and actions to improve and protect water quality and soil health must start at the planning and design phase, be maintained through construction, and upheld through site operations and maintenance, supported by a detailed site understanding, integration of appropriate mitigation measures, capacity building for all project team members, and followup monitoring. Mitigation Measures: Site disturbance on all projects should be limited to only the necessary areas. Appropriate erosion control measures and responsible construction practices must be followed to prevent soil/water contamination on and off site. Properly installed erosion control measures shall intercept

Kandahar Strategic Development Framework

sediment and runoff, and equipment fueling/maintenance should be conducted in contained, designated areas. Material storage (both inert and potentially harmful materials) must be planned prior to construction and documentation must be a necessary part of the permitting process. See SDF Goals 2.2 & 5.4 and SDF Landscape Toolkit for additional information. Monitoring: A vegetation, soil, and water protection/erosion control plan should be a compulsory part of the (municipal) permitting process. During and after construction (until the site landscape is stabilized) visual inspections of implemented mitigation measures should be conducted to ensure compliance with recommended standards. If warranted, testing of site and local waterbodies should be conducted to monitor parameters as defined in the national water quality standards. Capacity Development & Training: National water quality standards should be set by NEPA and WRA, and provide training to MUDL, MRRD, regional governments and municipalities to support planning, design, and construction teams, to ensuring successful compliance. See SDF Goals 2.2 & 5.4 and SDF Landscape Toolkit for additional information. Capacity Development & Training: National water quality standards should be set by NEPA and WRA, and provide training to MUDL, MRRD, Regional governments and Municipalities to effectively work with planning, design, and construction teams, ensuring successful compliance. (see SDF Goals 2.2 & 5.4 and SDF Landscape Toolkit)

D. Noise, Air Pollution, & Hazardous Substances All projects during site construction and those which may increase vehicle traffic will generate noise and air pollution. Additionally, some projects will likely increase vehicle traffic and will by proxy will increase noise and adversely impact air quality. Prior to construction and integrated into the approval/ permitting process, adverse impacts generated by construction activities must be considered in a construction management plan to minimize impacts of noise, exhaust, and dust from construction sites. Construction activity will also likely involve the use and storage of hazardous substances like gasoline/ petrol, diesel, adhesives, and paints. Best practices should be implemented to minimize any risk of exposure or site contamination. Mitigation measures: The construction sector is known to contribute significantly to airborne particulate matter (PM), trace gases (CO, NOx, SOx, et.al.), and noise. High-intensity construction activities and equipment operation should be limited to acceptable operating hours and should follow international standards for equipment emissions and project sites should take active measures to manage dust. Storage and handling of potentially harmful substances shall also be considered in a comprehensive construction management plan to minimize overall risk.

Kandahar

For roadway improvement/extension projects that will likely increase vehicle traffic, mitigation measures should be considered in the planning and design to buffer sound and intercept pollutants, while promoting multi-modal forms of transportation to reduce overall combustion-based emissions. At the highest risk level, waste and material processing facilities pose potential exposure hazards to nearby residents and should be sited in appropriate areas away from communities. Best practices should be employed to safely contain and mitigate any potential drift or runoff of hazardous materials. Monitoring: An air quality and noise mitigation control plan should be a compulsory part of the permitting process. During construction, the permitting/regulating agency should observe and note mitigation measures to ensure compliance with recommended standards. If warranted, monitoring equipment can be used to evaluate parameters as defined in the national air and noise quality standards for the appropriate zoned site use. Capacity Development & Training: National air and water quality standards should be set by NEPA and WRA. Agencies should provide training to MUDL, MRRD, Regional Governments, and Municipalities to effectively work with planning, design, and construction teams, ensuring successful compliance. (see SDF Goals 2.2 & 5.4 and SDF Landscape Toolkit)

E. Flora & Fauna With nearly all proposed projects located in previously disturbed urban and peri-urban areas, the likelihood of local flora and fauna including species of conservation interest is low. However, drainage channels, wetlands, parks, and vacant lands all provide essential ecosystem services such as microclimate regulation, erosion control, biological pest control, benefit species movement/migration, and, may also be significant to local residents. While there are significant data gaps in regard to natural heritage, detailed site analysis should document and consider the significance of these sensitive landscape features. Proposed projects such as updates to urban parks and new hillside conservation areas may cause temporary, focused disturbances to sensitive areas - but should be limited. However, the end goal is to improve the quality and function of these landscapes while fostering greater awareness and appreciation for their numerous benefits. Mitigation measures: For each site, identify, map, and protect/restore sensitive features such as floodplain areas, riparian/wetland buffers, natural drainage patterns, healthy/ undisturbed soils, erosion-prone/unstable slopes, beneficial trees/vegetation, and intact ecosystems. If the site and context are highly urban and do not present many of the sensitive landscape features noted, strive to enhance the function and performance of the site by intercepting/harvesting precipitation for on-site use and integrating beneficial native vegetation.

Monitoring: Similar to/overlaps with Section C. Water & Soil Contamination and Section D. Noise, Air Pollution, & Hazardous Substances. Capacity Development & Training: Similar to/overlaps with Section C. Water & Soil Contamination and Section D. Noise, Air Pollution, & Hazardous Substances.

F. Destruction/Disruption of Land & Vegetation Similarly noted in Section C. Water & Soil Contamination Nearly all projects will temporarily disturb the soil during the construction phase and may require the removal of vegetation on site. One strategic long-term goal of all projects is to improve water quality and soil health in the project areas through holistic design and layering functionality. Decisions and actions to improve and protect water quality and soil health must start at the planning and design phase, be maintained through construction, and upheld through site operations and maintenance through detailed analysis, integration of appropriate mitigation measures, capacity building for all project team members, and followup monitoring. Mitigation measures: Similar to/overlaps with Section C. Water & Soil Contamination; Section D. Noise, Air Pollution, & Hazardous Substances; and Section E. Flora & Fauna. Monitoring: Similar to/overlaps with Section C. Water & Soil Contamination and Section D. Noise, Air Pollution, & Hazardous Substances. Capacity Development & Training: Similar to/overlaps with Section C. Water & Soil Contamination and Section D. Noise, Air Pollution, & Hazardous Substances.

G. Cultural Property Two projects proposed for Kandahar Involve the restoration/ revitalization to the historic core and heritage sites outside the historic core. All other projects should consider their proximity to the more than 40 heritage and religious sites, following proper protocols and best practices including chance finds procedures to minimize any adverse impacts and respect the culture and history of the city.

H. Expropriation & Social Impacts At this time, most proposed projects do not have specific locations and will need to undergo a careful site selection process to verify if land expropriation or demolition of existing structures will be necessary. Undoubtedly, some projects may impact squatters or informal users. This will be better understood as the site selection process is advanced. Most projects are small in scale and may not require construction camps, however, that will be determined by the final scope and phasing of construction.

ESA Review

Sub-Project Checklist Summary Site Characteristics

Section II - Site Characteristics Pages 8 - 11 represent a summary of the Draft Sub-Project Pre-Screening Checklist, Section II - Site Characteristics. This provides a broad, comprehensive view of the existing context/ site understanding and potential challenges of siting each Capital Investment Projects to be reviewed by the World Bank. Each question area links to key resources and sections in the Baseline Assessment and Diagnostic Report and Synthesis Notes for additional information.

Question 1

Proximity to Natural Reserves Is the subproject located in an area with designated natural reserves? Currently, there are no known natural reserves in the study area and all proposed projects are located in urban or periurban areas. See pages 600-603 & 622-625 in Parks & Open Spaces Section (pages 588-629) of the Baseline Assessment & Diagnostic Report for additional information

Question 2

Unique Natural Features Is the subproject located in an area with unique natural features? Notable unique natural features near Kandahar are primarily located away from the proposed project sites in the surrounding mountains of the Central Afghan Highlands to the north, Arghhandab, Tarnac, and Arghistan River valleys, and expansive desert to the south. The regional hillside conservation program and the Dahla Dam Infrastructure upgrades are the only project set within these unique natural features. See pages 476-479 & 622-623 of the Baseline Assessment & Diagnostic Report for additional information.

Question 3

Natural Heritage Significance Is the subproject located in an area with endangered or conservation-worthy ecosystems, fauna or flora? Due to current data gaps, specific details regarding the region’s natural heritage are unknown. The SDF suggests capacity building in this sector to support project evaluation and conservation initiatives. Regionally, Kandahar lies at the transition between the Central Afghan Highlands to the north and the Registan Desert to the south. National data regarding Conservation Priority Zones place the region in a “very low” priority ranking. See page 485 in the Environmental Resources section (pages 452-487) of the Baseline Assessment & Diagnostic Report for additional information.

Kandahar Strategic Development Framework

Question 4

Within 500 Meters of a Designated Protected Site Is the subproject located in an area falling within 500 meters of national forests, protected areas, wilderness areas, wetlands, biodiversity, critical habitats, or sites of historical or cultural importance? Of the noted potential CIP projects, the restoration and revitalization of historic core and additional heritage sites outside of the core aim to protect these cultural heritage sites while modernizing services. Due to the concentration of heritage sites in Kandahar, additional projects will likely be within 500 meters of other protected sites and must take this proximity into consideration during future planning, design, and construction. See page 538-547 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Question 5

Wildlife or Livestock Migration Corridors Is the subproject located in an area that would create a barrier for the movement of conservation-worthy wildlife or livestock? With a focus on urban and peri-urban sites, a significant majority of the proposed projects will likely not impact livestock or wildlife migration. Projects which should consider and design for potential impacts include improvements to roadway corridors where they traverse drainage corridors or large tracts of open land (may impact the movement of terrestrial fauna), hillside greenbelt improvements and development of wastewater treatment facilities (which both may benefit resident and migratory avifauna), dam improvements (may impact migratory aquatic species).

Question 6

Surface Water/Groundwater Protection Is the subproject located close to groundwater sources, surface water bodies, watercourses or wetlands? Geologically, Kandahar lies on an alluvial fan/colluvial piedmont with more level areas overlaid with wind-deposited sediment (loess) and alluvium in the floodplain areas of the Arghandab River. Therefore, Existing surface water consists of the Arghandab River, irrigation canals, and drainage channels. Development/redevelopment in these sensitive areas should integrate best practices outlined in the SDF, to create multi-functional landscapes that help to protect surface and groundwater supplies while enhancing resilience during flooding and drought. See pages 322-329, 334-335, 340-341, & 476-479 of the Baseline Assessment & Diagnostic Report for additional information.

Kandahar

Question 7

Designated Cultural Sites Is the subproject located in an area with designated cultural properties such as archaeological, historical and/or religious sites? Within and around Kandahar, there are 26 categorized heritage sites categorized heritage sites plus 20 additional uncategorized sites. Due to this high concentration and historic significance of the city, nearly all projects will have to factor proximity and chance finds into planning, design, and construction of future infrastructure and facilities. See pages 538-547 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Question 8

Religious Monuments, Structures, Cemeteries

Noted in Item #7 above. See pages 538-547 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Question 9

Polluted or Contaminated Areas Is the subproject in a polluted or contaminated area? Due to the preliminary, high-level nature of this report and existing data gaps, information regarding pollution and contaminated sites are unknown at this time. However, with many of the potential sites located in an existing urban area, air, soil, and groundwater pollution will likely be a factor to consider in all locations. Restoration and mitigation measures for each project should take this into account and strive to have a regenerative impact on each site and surrounding neighborhoods.

Is the subproject in an area with religious monuments, structures and/or cemeteries?

Kandahar Spatial Framework Kandahar Strategic Development Framework (p IV.8-IV.9) ESA Review

Sub-Project Checklist

Site Characteristics Summary Continued Question 10

Visual & Landscape Quality Is the subproject located in an area of high visual and landscape quality? Currently, areas of visual and landscape quality are associated with many heritage sites and the dramatic mountain landscape surrounding the city. In the planning and design process, sight lines and view corridors leading to these significant historic, religious, and cultural site, and natural features must be considered. With each project, an additional inquiry will be needed to determine the visual significance of sites and landscapes through the lens of local residents to guide the planning and design process.

Question 11

Landslide or Erosion Susceptibility Is the subproject located in an area susceptible to landslides or erosion? All proposed projects are located on gentle piedmont slopes, away from areas susceptible to landslides or excessive erosion, with exception of hillside conservation efforts which aim to reduce risk. Nonetheless, measures should be taken to minimize soil erosion on all project sites by following recognized best practices. See page 503 in the Environmental Risk section (pages 488-505) of the Baseline Assessment & Diagnostic Report for additional information.

Question 12

Seismic Faults Is the subproject located in an area of seismic faults?

to rapidly change. Initial mapping for the Baseline Assessment & Diagnostic Report takes these trends into consideration to direct growth and population density into appropriate areas. See pages 32-33 in the Population Projections & Demographic Trends section (pages 14-57) of the Baseline Assessment & Diagnostic Report for additional information.

Question 14

Prime Agricultural Land Is the subproject located on prime agricultural land? While most proposed project locations are associated with existing developed areas within the municipal boundaries, some infrastructure projects, like roadway expansions, water (distribution and wastewater treatment), and solid waste management extend into edge and peri-urban areas which may include prime agricultural land. Recognizing the significance of intensive irrigated agriculture in the region and Arghandab River corridor, potential investments are limited to densifying existing corridors and settlement areas near the city, primarily to the east and west of Kandahar. See pages 344-365 & 376-381 in the Baseline Assessment & Diagnostic Report for additional information.

Question 15

Tourist Importance Is the subproject located in an area of tourist importance? Noted in questions 2 (Unique Natural Features) & 7 (Designated Cultural Sites).

Question 16

Waste Dump Proximity

Located on Accreted Terranes tectonic region, Kandahar is less than 50 km north of a minor, fault as noted in the Central Asia Fault Database (CAFD). Maps indicating the seismic intensity and description of potential damage (USGS, 2007) including peak horizontal acceleration with a two-percent probability of exceedance in 50 years denote the municipality lies within a Category VI zone. In this zone, few unreinforced structures may suffer slight damage. Therefore, new facilities and the renovation of existing structures shall be reinforced, following internationally recognized seismic standards for construction. See page 497 in the Environmental Risk section (pages 488-505) of the Baseline Assessment & Diagnostic Report for additional information.

Is the subproject located near a waste dump?

Question 13

Does the subproject have access to potable water?

Population Density Is the subproject located in a densely populated area? While most of the proposed projects are located in the municipality boundaries, population density varies depending on the specific project location and some urban areas continue 10

Kandahar Strategic Development Framework

There are no known facilities near the proposed projects. However, landfill facilities are located near the Tarnak and Arghandab River, leading to waste drifting into the irrigation system. Informal dumping may also be present on or near some sites. Additional assessment will be required to more accurately determine a nearby presence. See pages 256 & 259 in the Baseline Assessment & Diagnostic Report for additional information.

Question 17

Existing Access to Potable Water

The potable water network in Kandahar is currently being developed and approximately 15% of the city is currently serviced. Most residents rely on shallow private wells, while Aino Meena has its own distribution system. See pages 192193 & 197 in the Baseline Assessment & Diagnostic Report for additional information.

Kandahar

Question 18

Question 20

Is the subproject located far (1-2 km) from accessible roads?

Is the subproject located in the urban plan of the city?

All projects are located within the municipal boundaries of Kandahar or within peri-urban areas, all of which are highly accessible. See pages 186-189 in the Baseline Assessment & Diagnostic Report for additional information.

All proposed Municipal Capital Investment Plan (CIP) projects and select Strategic Investments are located within the municipal boundary and urban plan of Kandahar.

Distance From Accessible Roads

Question 19

Wastewater Network Is the subproject located in an area with a wastewater network? At this time no city-wide wastewater treatment system exists in any Afghan city. A survey of households indicates that an estimated 80% of systems are reliant upon septic tanks. Piped systems (5%) may also likely be on a community septic system. See pages 200-203 in the Baseline Assessment & Diagnostic Report for additional information.

Located in the Urban Plan of the City

Question 21

Located Outside the Land Use Plan Is the subproject located outside the land use plan? Some large-scale infrastructure projects associated with Strategic Investments are located or extend beyond the municipal boundary and urban plan to Kandahar.

Kandahar Catalytic Project Locations ESA Review

Sub-Project Categorization Municipal Capital Investment Plan Summary The following table represents potential Municipal Capital Investment Plan projects selected by the SDF Consultant Team. Comments included in the table note factors which influenced the preliminary ESA categorization, supported by the Baseline Assessment and Diagnostic Report, Synthesis Notes, and Strategic Framework and CIP Report for Kandahar.

PROJECT

ESA COMMENTS

LOCATION

Designate Primary Urban Corridors

In addition to improving street infrastructure for multimodal use, improvements include enhancing green space and complete street strategies

Historic city to Aino Mina gateway & Uruzgan Road from Zahir Shahi Canal to Kotal-e-Morcha

Neighborhood Upgrades

In addition to improving street infrastructure for multi-modal use, improvements include enhancing neighborhood green space, rec fields, community center, and library

Eid Gah Alif area in District 9

Vocational Training and Education Center

Project may be incorporated into an existing facility/ structure (low-risk) or may involve construction of a new facility (moderate-risk)

Adjacent to the Kandahar University and Eid Gah in District 9

Women’s center

Multi-purpose facility may be incorporated into an existing facility/structure (low-risk) or may involve construction of a new market/facility (moderate-risk)

Eid Gah Alif area in District 9 (Pilot Location)

Dorahi Exchange Complex

Exposition center, market, public space, street scapes

Dorahi Intersection

Textile & Carpet Innovation center

Production & training facility to serve regional rural crafts industry.

Mirwais Meena

Restoration and Revitalization of Historic core

Site restoration, improve access, wayfinding, basic infrastructure, and services

Historic Core

Heritage Sites Revitalization outside the historic core

Improving transit access to key heriatge sites. Improvements to basic infrastructures and social Pilot area: Baba Wali amenities. Promoting recreational spaces, activities and shrine recreational area programs at these sites

Zahir Shahi Canal Upgrade Project

Project aims to improve functionality and use of the corridor and adjacent public spaces by layering functions and improving landscape performance as part of a larger blue-green network

Southern boundaries of Districts 9 and 12

Solid Waste Transfer Station & MRF

Facility will need to be strategically located to minimize hauling distance while minimizing environmental risk and potential conflicts with nearby residents

TBD by Municipality

Kandahar Strategic Development Framework

Kandahar

PRELIMINARY ESA CATEGORIZATION

POTENTIAL CHALENGES FOR FURTHER REVIEW

Category B (Moderate-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction

Category B/C (Moderate-Risk/Low-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction

Category B/C (Moderate-Risk/Low-Risk)

Land expropriation & potential demolition of existing structures Potential increase in local traffic

Category B/C (Moderate-Risk/Low-Risk)

Land expropriation & potential demolition of existing structures

Category B (Moderate-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction Densification and potential increase in local traffic

Category A/B (High-Risk/Moderate-Risk)

Land expropriation & potential demolition of existing structures Potential increase in local traffic Elevated risk if includes textile dyeing

Category B/C (Moderate-Risk/Low-Risk)

Temporary disruption of neighborhood activity during construction Risk dependant on scope of work and phasing

Category B/C (Moderate-Risk/Low-Risk)

Temporary disruption of neighborhood activity during construction Risk dependant on scope of work and phasing

Category B (Moderate-Risk)

Temporary disruption of neighborhood activity during construction

Category A/B (High-Risk/Moderate-Risk)

Increased traffic, noise & pollution (vehicle exhaust) Odor and potential drift of waste material Potentially contamination from materials handled ESA Review

Sub-Project Categorization Strategic Investment Projects Non-Municipal Capital Projects The following table represents potential Non-Municipal Capital strategic investment) projects selected by the SDF Consultant Team. Comments included in the table note factors which influenced the preliminary ESA categorization, supported by the Baseline Assessment and Diagnostic Report, Synthesis Notes, and Strategic Framework and CIP Report for Kandahar.

PROJECT

ESA COMMENTS

LOCATION

Upgrading primary corridors as Infrastructure Trunk Lines

Corridors to be reconstructed to carry the trunk infrastructure for drinking water, sewage and stormwater

Throughout the city

Drinking Water Network at the Nahia Level

Consider catchment-wide land use, conservation, and aquifer recharge strategies to protect the future water supply and strengthen drought resilince

Potential pilot project in District 9 and 12

Agricultural Research, Development, and Training Center

Center dedicated to advancing agricultural productivity Research & training facilities at Kandahar University

Shurandam

4 Agro-Industrial Hub

Processing facility for agricultural products Impacts may vary depending on scope and magnitude of industries represented

Pilot Location: Shurandam

5 Helmand Solar Project (30 MW)

Prevent singular use of the land and integrate additional TBD uses into the space if possible

6 Urban Food Park

A small-scale agro-processing and market complex integrated into communities at the urban periphery, providing both community facilities and infrastructure for low-level processing

Mirwais Meena

7 Wastewater Treatment Facility

Domestic and industrial wastewater treatment facilities Consider siting treatment facility to create co-benefits of using treated water for irrigation, industry, aquifer recharge, and/or ecological restoration

AH1 near Arghandab bridge & A-75 at Shurandum industrial cluster

Regulatory guidelines to and conservation efforts to protect sensitive landscapes for risk mitigation and open space, including ecological restoration & recreation development

Mountain ranges of Northern Kandahar from Baba Wali in the west to Shokur Kalay in the east

9 Ring Road

Outer ring roads should integrate a multi-modal approach to alleviate congestion while layering functions to improve safety and efficiency, however, measures should be taken to minimize noise & pollution

TBD

Dahla Dam Infrastructure 10 upgrade projects

Infrastructure upgrades to existing infrastructure Consider catchment-wide land use, conservation, and aquifer recharge strategies to protect the future water supply and strengthen drought resilince

Dahla Dam & water supply to Kandahar

2 Upgrades & Expansion

Regional Hillside and Forest Conservation Program

Kandahar Strategic Development Framework

Kandahar

PRELIMINARY ESA CATEGORIZATION

POTENTIAL CHALLENGES FOR FURTHER REVIEW

Category B (Moderate-Risk)

Temporary disruption of neighborhood activity during construction

Category B (Moderate-Risk)

Secure & protect a sustainable supply from the supporting catchment Temporary disruption of neighborhood activity during construction

Category B/C (Moderate-Risk/Low-Risk)

Land expropriation & demolition of existing structures if necessary Potentially minimal adverse impacts

Category A/B (High-Risk/Moderate-Risk)

Temporary disruption of neighborhood activity during construction Land allocation/expropriation to accommodate treatment facility Odor/air quality management of facility operation Increased runoff and pollution from impervious surfaces

Category B (Moderate-Risk)

Land expropriation & demolition of existing structures Note life-span of panels (life cycle analysis) to optimize benefit

Category B (Moderate-Risk)

Increased traffic, noise, and pollution (vehicle exhaust) Increased runoff and pollution from impervious surfaces Land expropriation & demolition of existing structures

Category B (Moderate-Risk)

Temporary disruption of neighborhood activity during construction Land allocation/expropriation to accommodate treatment facility Odor/air quality management of facility operation

Category C (Low-Risk)

Temporary disruption of neighborhood activity during construction

Category A/B (High-Risk/Moderate-Risk)

Increased traffic, noise, and pollution (vehicle exhaust) Increased runoff and pollution from road surfaces Land expropriation & demolition of existing structures

Category B (Moderate-Risk)

Secure & protect a sustainable supply from the supporting catchment Temporary disruption of neighborhood activity during construction

ESA Review

Appendix

Alignment with National Goals Appendix Theme 1 Urban Growth and Development Strategy for the 21st Century

Goal 1.1 Strengthen compact development and structure urban growth through corridors and nodes

National Goal Alignment NUP O-5: Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity NUP: Promote spatial integration between city and peri-urban areas NUP O-2: Strategic development of urban areas into planned compact development and manage urban sprawl U-NPP 2.2: Upgrading informal settlements to integrate into city fabric U-NPP 2.3: Undertake urban renewal to transform inner-city neighborhoods U-NPP 2.7: Strengthen local and national construction and building materials industry SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

1.2 Guide sustainable growth and foster neighborhood integration

NUP O-5: Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity NUP: Promote spatial integration between city and peri-urban areas NUP O-2: Strategic development of urban areas into planned compact development and manage urban sprawl U-NPP 2.2: Upgrading informal settlements to integrate into city fabric U-NPP 2.3: Undertake urban renewal to transform inner-city neighborhoods U-NPP 2.7: Strengthen local and national construction and building materials industry SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

1.3 Improve connectivity and mobility choices

NUP O-4: Build inclusive and resilient urban infrastructure, buildings, and transportation mobility U-NPP 3.3: Establish sustainable and balanced transportation system, infrastructure and services SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

2 Resilient Communities

2.1 Provide adequate urban services to all citizens

NUP O-4: Build inclusive and resilient urban infrastructure, buildings, and transportation mobility NUP: Respect, protect and promote the human rights of citizens by ensuring accessibility to adequate urban services to all. U-NPP: Ensure adequate housing and basic urban services to all U-NPP 2.5: Extending sustainable basic urban services and facilities to all households U-NPP 2.1: Promoting new affordable and social housing U-NPP 2.4: Establish responsive Islamic national housing finance system (for new housing and upgrading) SDG 6: Ensure availability and sustainable management of water and sanitation for all SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable SDG 12: Ensure sustainable consumption and production patterns

2.2 Invest in sustainable infrastructure and building urban resilience

NUP: Ensure Safety, security, and resilience of urban areas from disasters. SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable SDG 13: Take urgent action to combat climate change and its impacts SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

2.3 Support inclusive social development for underserved populations

U-NPP 3.1: Reduce urban poverty and strengthen the resilience of urban households SDG 1: Reduce and eliminate poverty SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all SDG 5: Achieve gender equality and empower all women and girls NUP O-4: Build inclusive and resilient urban infrastructure, buildings, and transportation mobility NUP O-7: Foster inclusion, participation, and human-rights based approach in planning and development process

2.4 Improve access to affordable housing and community infrastructure

U-NPP 2.6: Improve neighborhood-level public spaces and facilities SDG 3: Ensure healthy lives and promote well-being for all at all ages SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable U-NPP 2.1: Promoting new affordable and social housing U-NPP 2.4: Establish responsive Islamic national housing finance system (for new housing and upgrading) NUP: Respect, protect and promote the human rights of citizens by ensuring accessibility to adequate urban services to all U-NPP: Ensure adequate housing and basic urban services to all

Kandahar Strategic Development Framework

Theme 3 Heritage, Cultural Landscape, and Tourism

Goal 3.1 Foster local identity through investment in culture and built heritage

National Goal Alignment NUP O-5: Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity NUP: Foster local identity, preserve cultural heritage, and invigorate ecological areas within and around urban areas U-NPP 2.8: Protect and improve tangible urban built heritage and urban and city region eco-systems SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

3.2 Develop cultural and recreational landscapes

SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss U-NPP 2.8: Protect and improve tangible urban built heritage and urban and city region eco-systems

4 Livelihoods and 4.1 Strengthen regional logistics capacities and cross-border linkages the Agricultural Economy

NUP: Promote balanced regional growth and strengthen economic transformation NUP: Promote spatial integration between city and peri-urban areas U-NPP 3.4: Promote agglomeration economies and urban economic zones U-NPP 3.5: Strengthen rural-urban linkages and export market value chains SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation NUP O-1: Strengthen sustainable regional economic growth and spatial integration of existing system of cities

4.2 Facilitate economic diversification and develop local labor market to support future economies

SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation NUP O-7: Foster inclusion, participation, and human-rights based approach in planning and development process SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

4.3 Strengthen the agricultural sector and develop sustainable value chains

NUP O-1: Strengthen sustainable regional economic growth and spatial integration of existing system of cities NUP: Promote balanced regional growth and strengthen economic transformation NUP: Promote spatial integration between city and peri-urban areas U-NPP 3.4: Promote agglomeration economies and urban economic zones U-NPP 3.5: Strengthen rural-urban linkages and export market value chains SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

4.4 Promote a sustainable extraction economy and develop mining related value chains

5 Inclusive Planning and Governance

5.1 Strengthen trust in institutions and empower citizens

NUP O-7: Foster inclusion, participation, and human-rights based approach in planning and development process NUP + N-UPP: Strengthen trust, empowerment, coordination and transparency in institutions and governance U-NPP 1.4: Formalize and strengthen community-based governance mechanisms to nurture a positive urban vision, safety, and inclusive urban development at the microlevel U-NPP 1.5: Empower urban youth and women in political and economic decision making U-NPP 1.6: Strengthen urban monitoring, knowledge and data,SDG 10: Reduce inequality SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

5.2 Leverage sustainable financial resources and improve municipal revenue generation

U-NPP 1.3: Strengthen capacity of DMM and urban stakeholders for accountable local service delivery and revenue enhancement NUP O-8: Develop multi-pronged financing strategy which focuses on both external and internal resources

Appendix

Alignment with National Goals Appendix Theme

Goal National Goal Alignment NUP O-2: Strategic development of urban areas into planned compact development 5.3 Strengthen coordinated urban and manage urban sprawl governance, planning, and land management NUP O-6: Reform urban planning systems and institutional mechanisms for techniques comprehensive and coordinated urban development and management NUP: Achieve effective land utilization and spatial organization of land uses in urban areas U-NPP 3.1: Reduce urban poverty and strengthen the resilience of urban households U-NPP 3.2: Strengthened urban land management and administration,SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

5.4 Develop a sustainable framework for natural resource management in the region

U-NPP 2.8: Protect and improve tangible urban built heritage and urban and city region eco-systems NUP O-5: Balance urban growth with quality of urban environment, access to open spaces and ecological and cultural diversity SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

5.5 Establish a SDF implementation framework

Acronyms for Sources of National Goals NUP

National Urban Policy

U-NPP

Urban National Prority Program

SDG

Sustainable Development Goals (United Nations)

Kandahar Strategic Development Framework

NUP + N-UPP: Strengthen trust, empowerment, coordination and transparency in institutions and governance NUP O-6: Reform urban planning systems and institutional mechanisms for comprehensive and coordinated urban development and management

Alignment with National Programs Appendix Theme Agriculture/Water National Agricultural Development Framework National Comprehensive Agriculture Development Priority Program 2016-2021 Rural Enterprise Development Program National Irrigation Plan/Water Sector Plans Water Resources Development Investment Program

Goal 4.3 Strengthen the agricultural sector and develop sustainable value chains 4.3 Strengthen the agricultural sector and develop sustainable value chains 4.3 Strengthen the agricultural sector and develop sustainable value chains 5.4 Develop a sustainable framework for natural resource management in the region 2.2 Invest in sustainable infrastructure and building urban resilience 5.4 Develop a sustainable framework for natural resource management in the region

Economy National Export Strategy

4.1 Strengthen regional logistics capacities and cross-border linkages 4.2 Facilitate economic diversification and develop local labor market to support future economies

Energy Power Sector Master Plan Environment Afghanistan's Climate Change Strategy and Action Plan National Biodiversity Strategy and Action Plan 20142017 Equity/Human Resources Higher Education Development Project 2016-2020

4.1 Strengthen regional logistics capacities and cross-border linkages

2.2 Invest in sustainable infrastructure and building urban resilience 5.4 Develop a sustainable framework for natural resource management in the region

2.3 Support inclusive social development for underserved populations 4.2 Facilitate economic diversification and develop local labor market to support future economies

Human Capital National Priority Program National Education Strategic Plan 2017-2020

4.2 Facilitate economic diversification and develop local labor market to support future economies 2.3 Support inclusive social development for underserved populations 2.4 Improve access to affordable housing and community infrastructure

National TVET Strategy 2019-2024 Women's Economic Empowerment National Priority Program Extractive Extractive Industries National Priority Program 20172021 Mining Sector Roadmap Governance Citizen's Charter National Priority Program Civil Service Support Program Effective Governance National Priority Program 20192024 Institutional Development Program for Land Administration Health National Health Strategy 2016-2020 Urban Development and Infrastructure National Infrastructure Plan 2017-2021

4.2 Facilitate economic diversification and develop local labor market to support future economies 2.3 Support inclusive social development for underserved populations

4.4 Promote a sustainable extraction economy and develop mining related value chains 4.4 Promote a sustainable extraction economy and develop mining related value chains

5.1 Strengthen trust in institutions and empower citizens 5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.1 Strengthen trust in institutions and empower citizens 5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.3 Strengthen coordinated urban governance, planning, and land management techniques

2.4 Improve access to affordable housing and community infrastructure

1.3 Improve connectivity and mobility choices 4.1 Strengthen regional logistics capacities and cross-border linkages 2.1 Provide adequate urban services to all citizens

Information and Communications Technology Sector Plans Urban National Priority Program

4.1 Strengthen regional logistics capacities and cross-border linkages 2.1 Provide adequate urban services to all citizens 1.2 Guide sustainable growth and foster neighborhood integration 5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.2 Leverage sustainable financial resources and improve municipal revenue generation 1.1 Strengthen compact development and structure urban growth through corridors and nodes

National Railway Plan

1.3 Improve connectivity and mobility choices 4.1 Strengthen regional logistics capacities and cross-border linkages

Transport Sector Master Plan 2017-2036

4.1 Strengthen regional logistics capacities and cross-border linkages 1.3 Improve connectivity and mobility choices

Risk and Resilience Afghanistan Strategic National Action Plan for Disaster Risk Reduction

2.2 Invest in sustainable infrastructure and building urban resilience

Appendix

Proposed Key Indicators Appendix Theme 1 Urban Growth and Development Strategy for the 21st Century

Goal 1.1 Strengthen compact development and structure urban growth through corridors and nodes

Key Indicators

1.2 Guide sustainable growth and foster neighborhood integration

Land Consumption Rate vs. Population Growth Rate (SDG 11.3.1)

N/A

Proportion of Agricultural Area to Peri-urban Area Under Productive Use (SDG 2.4.1) Proportion of Affordable Housing Units: In new developments, townships, or neighborhoods

1.3 Improve connectivity and mobility choices

Amount of Investment Executed on Public Transportation Infrastructure (including per capita) Proportion of Population with Convenient Access to Public Transport: By sex, age, and persons with disabilities (SDG 11.2.1) Proportion of Population with Access to Transit or Para-transit within 5-minute Walk Distance: From home and primary daily destination

2 Resilient Communities

2.1 Provide adequate urban services to all citizens

Proportion of Households with Access to Basic Services (SDG 1.4.1) Proportion of Urban Population Living in Unaffordable Conditions: Slums, informal settlements, or inadequate housing (SDG 11.1.1) Frequency of Solid Waste Collection (SDG 11.6.1)

2.2 Invest in sustainable infrastructure and building urban resilience

Amount of Investment Executed for Sustainable Infrastructure (Sasaki) Recycling Rate and Volumes of Material Recycled (SDG 12.5.1) Proportion of Bodies of Good Quality Water (SDG 6.3.2)

2.3 Support inclusive social development for underserved populations

Amount of Municipal Government Spending in Social Protection and Employment Programmes (including as a proportion of the total budget) Proportion of Population below the International Poverty Line: By sex, age, employment status, and geographical location (urban/rural) (SDG 1.1.1) Proportion of Households with Access to Basic Services (SDG 1.4.1)

2.4 Improve access to affordable housing and community infrastructure

Proportion of Population with Access to Places for Social Interactions and Civic Engagement Participation Rate of Youth and Adults in Education and Training Programmes: Both in formal and non-formal for the previous 12 months, by sex (SDG 4.3.1) Proportion of Open space for Public to the Total Built-up Area: By sex, age, and persons with disabilities (SDG 11.7.1)

3 Heritage, Cultural Landscape, and Tourism

3.1 Foster local identity through investment in culture and built heritage

Amount of Investment Executed on Preservation, Protection, and Conservation of Cultural and Natural Heritage (including per capita) (SDG 11.4.1)

3.2 Develop cultural and recreational landscapes

Amount of Investment Executed on Preservation, Protection, and Conservation of Cultural and Natural Heritage (including per capita) (SDG 11.4.1)

4 Livelihoods and 4.1 Strengthen regional logistics capacities and cross-border linkages the Agricultural Economy 4.2 Facilitate economic diversification and develop local labor market to support future economies 4.3 Strengthen the agricultural sector and develop sustainable value chains

Proportion of Tourism GDP to Total GDP (SDG 8.9.1)

Proportion of Forest Area to Total Land Area (SDG 15.1.1) Improvement in Trade Imbalance ($ amount of imports, exports, and deficits) Volumes of Passenger and Freight: By mode of transport and nation (SDG 9.1.2) % of Rural Population Living within 2km of All-Season Roads (SDG 9.1.1) Proportion of Employment in Non-Agriculture Employment (by sex) (SDG 8.3.1) Proportion of Research and Development Expenditure (as % of GDP)(SDG 9.5.1) Proportion of Medium and High-Tech Industry Value Added (as $ of total value added) (SDG 9.b.1) Volume of Production per Labor Unit (by classes of farming/pastoral/forestry enterprise size) (SDG 2.3.1) Agriculture-related Value Added as a Proportion of GDP (including per capita) (similar to that of manufacturing (9.2.1)) Amount of financial Support to Vulnerable Members of Society: (i.e. microfinance to people in ultra poor conditions) (similar concept to 11.C.1)

4.4 Promote a sustainable extraction economy and develop mining related value chains

Establishment of Engineering Vocational Program: Availability of technical and vocational education program Number of Students Enrolled in Engineering Vocational Program: the number of engineers, particularly in resource estimation and mining Establishment of Mining Development Programs: Investment in government universities to establish a department of mining - to be led by the High Council on Human Capital

Kandahar Strategic Development Framework

Theme 5 Inclusive Planning and Governance

Goal 5.1 Strengthen trust in institutions and empower citizens

Key Indicators % of Voting Population in Local Elections Proportion of Population who Believe Decision-making is Inclusive and Responsive: By sex, age, disability, and population group (SDG 16.7.2) Proportion of Population with a Direct Participation in Urban Planning (SDG 11.3.2)

5.2 Leverage sustainable financial resources and improve municipal revenue generation

Revenue Collection (including per capita) Proportion of Fixed Revenue vs. Total Revenue Collected Revenue Collection Efficiency Ratio

5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.4 Develop a sustainable framework for natural resource management in the region

Availability of Urban and Regional Development Plans: Including population projections and resource needs (SDG 11.A.1)

Establishment of Water and Sanitation Management: Local administrative Units, operational Policies, and procedures for local participation (SDG 6.B.1) Change in the Extent of Water-related Ecosystems Over Time (SDG 6.6.1) Amount of Development Assistance from Government for Water and Sanitation-related Investment (SDG 6.A.1)

5.5 Establish a SDF implementation framework

N/A

Appendix

Municipal Responsiblities Appendix Responsibilities of Municipalities as outlined in the new Municipal Law

The responsibilities of municipalities have been expanded and outlined in the new Municipal Law. This represents a significant addition of responsibilities that municipalities will need to plan for. The SDF has identified key pilot projects that can be used to build capacities for managing and implementing expanded roles. List of Key Respnsbilities (chapters within the Municipal Law) » Municipal Planning and Land Use (Chapter 11) › Preparation of Master Plan (Land Use and Zoning) › Issuing of Building Permits » Engagement in Urban Development (Chapter 13) › Carry out public works › Use or development of derelict land » Cultural Heritage Protection (Chapter 14) › Management of properties › Control of development in the vicinity of historic or cultural properties › (Includes responsibilities assumed by Institute of Archaeology) » Management of Municipal Budget and CIP (Chapter 15) » Management of Social Housing (Chapter 21) › Construction of social housing is responsibility of MUDL » Construction of Roads, Bridges and Tunnels (Chapter 22) › Includes sidewalks, subways, footbridges, pedestrian crossings, lighting › Management of these facilities

» Traffic control facilities, lights, public parking, and signage (Chapter 23)

» Markets (Chapter 28)

» Sanitation (24)

» Flood Management (Chapter 30)

› Collection of waste › Solid waste management including transportation, disposal, and operation of waste facilities › Provision of litter bins › Recycling » Construction, repair, and cleaning of rivers and other watercourses, ditches, and cesspools (Chapter 24) › Management of drainage » Provision of Public Toilets (Chapter 24) » Management of transit (Chapter 25) › Provision of permits, vehicles, and depots › Monitoring of activity » Green spaces, parks, and recreation (Chapter 26) › Planting of trees, shrubs and grasses, and other plants › Public parks and playgrounds › Recreational facilities » Environmental Health (Chapter 27) › Oversight of food safety provisions and inspections › Hygiene improvement notices › Oversight of swimming pools, bath houses, hotels and guest houses

Kandahar Strategic Development Framework

› Establishment of public markets › Local flood risk management strategies and cooperation arrangements › Power to carry out flood management works on private property » Cemeteries (Chapter 31) › Allocation of land, management, and burial services for unidentified dead persons » Conferences, Social Programs, Educational Events (Chapter 32) › Social programs › Entertainment and educational events » Provision of space for signage and advertising (Chapter 33)

Kandahar Municipal Organogram Executive and Council Mayor

Municipal Council

Key Personnel and Directorates

Deputy Mayor

M&E Department

Technical and Sectoral Services Directorate

Administration and Finance Directorate

Districts/Nahia Departments

Urban Governance Department

Planning & Development Department

Administration and Finance Department

Revenue Manager

Electronic System Management

Cleaning & Greenery Department

Revenue and Accounting Department

Urban Governance Directorate

Departments and Management

Technical & Sectoral Department

Cleaning and Greenery Manager Building and Rehabilitation Engineer

Building Affairs Regulation Department

Appendix

City Consultative Workshop Goals Summary Appendix Workshop Critical Themes

Workshop Goals

SDF Goal Alignment

1 Proper Urban Planning and Development

1.1 Standardize Road Construction

1.3 Improve connectivity and mobility choices

1.2 Protection of Agricultural Lands

4.3 Strengthen the agricultural sector and develop sustainable value chains

1.3 Building Affordable and New Housing

2.4 Improve access to affordable housing and community infrastructure

1.4 Establishing Air Trade Corridors

N/A

1.5 Improve Land Management

5.3 Strengthen coordinated urban governance, planning, and land management techniques

1.6 Streamline Property Registration

5.3 Strengthen coordinated urban governance, planning, and land management techniques

2.1 Protect Cultural Assets and Historic Heritage

3.1 Foster local identity through investment in culture and built heritage

2.2 Facilitate Tourism

3.1 Foster local identity through investment in culture and built heritage

2.3 Repair Monuments

3.1 Foster local identity through investment in culture and built heritage

3.1 Green Belt

2.2 Invest in sustainable infrastructure and building urban resilience

2 Protection and Promotion of Cultural Heritage

3 Environmental Conservation

5.4 Develop a sustainable framework for natural resource management in the region

4 Natural Resource Management

3.2 Improve Management of Solid Waste and Sewage

2.1 Provide adequate urban services to all citizens

3.3 Improve Sanitation and Hygiene

2.1 Provide adequate urban services to all citizens

3.4 Locate Industrial Parks Outside the City

4.1 Strengthen regional logistics capacities and cross-border linkages

3.5 Clean and Renewable Energy Production

2.2 Invest in sustainable infrastructure and building urban resilience

4.1 Ensure Clean Water Supply

2.1 Provide adequate urban services to all citizens

4.2 Secure Water for Agriculture

5.4 Develop a sustainable framework for natural resource management in the region

4.3 Promote Mining and Extraction Sector

4.4 Promote a sustainable extraction economy and develop mining related value chains

4.4 Manage Water Resource for Drinking, Agriculture, and Power

2.1 Provide adequate urban services to all citizens 5.4 Develop a sustainable framework for natural resource management in the region

Kandahar Strategic Development Framework

Workshop Critical Themes

Workshop Goals

SDF Goal Alignment

5 Economic Development

5.1 Set up Economic Zones

4.2 Facilitate economic diversification and develop local labor market to support future economies

5.2 Build Infrastructure and Services for Industrial Parks

4.2 Facilitate economic diversification and develop local labor market to support future economies

5.3 Build and Modernize Agro-Processing Facilities

4.3 Strengthen the agricultural sector and develop sustainable value chains

5.4 Find and Create Markets for Local Products

4.1 Strengthen regional logistics capacities and cross-border linkages 4.2 Facilitate economic diversification and develop local labor market to support future economies

6 Infrastructural Investments

5.5 Promote Handicrafts

3.1 Foster local identity through investment in culture and built heritage

6.1 Rebuild Roads and Improve Transportation System

1.3 Improve connectivity and mobility choices

6.2 Hydropower and Water Supply Management

5.4 Develop a sustainable framework for natural resource management in the region

6.3 Canalization

2.2 Invest in sustainable infrastructure and building urban resilience

6.4 Building Infrastructure for Industrial Parks

4.1 Strengthen regional logistics capacities and cross-border linkages

Appendix

Data Inventory Appendix Exchanged/Received Data Inventory Name

Data Date(s)

Received From/Source

Class

Data Type

Scale/Area

Evaluation

2007 2010 2016

MUDL MUDL, FAO MUDL

Legal/Policy Basemap Legal/Policy

Text Raster Text

National National National

Verified Useful Verified Useful Verified Useful

2017 2017

MUDL IDLG, MUDL

Legal/Policy Legal/Policy

Text Text

National National

Verified Useful Verified Useful

2017

IDLG, MUDL

Legal/Policy

Text

National

Verified Useful

2018 2018

MUDL MUDL

Report Report

Text Text

National National

Verified Useful Verified Useful

2018 2018

Legal/Policy Legal/Policy

Text Text

National National

Verified Useful Verified Useful

Appraisal

Text

National

Verified Useful

Area

Shapefile

National/ Provincial/ District National Basin Other National National

Verified Useful

General NEPA Laws and Regulations Land Cover Atlas Public Private Partnership Law and Policy Framework Land Management Law Local Administrative Law/ Subnational Law National Urban Development and Housing Law Basin Runoff Data Municipal Finance Performance Indicators Municipal Law National Urban Policy Framework (UDSP Component) Project Appraisal Document CIP Administrative Boundaries (District, Provincial)

2019

MUDL UDSP Team (UN Habitat) World Bank, MUDL MUDL

Affordable Housing Policy (Draft) Basin Runoff Statistics Glossary of Terms Housing Action Plan Note (Draft) Land Acquisition Policies and Laws MoEW Energy Plan and Statistics Occupancy Certificat Regulations UMIS Final Report UNDP Project Acheivements

2019 2019 2019 2019 2019

MUDL MUDL MUDL MUDL MUDL

Report Report Other Report Legal/Policy

Text Text Text Text Text

2019 2019 2019 2019

MUDL MUDL MUDL UNDP, MUDL

Report Legal/Policy Report Report

Text Text Text Text

Housing Supply and Demand (Draft) Draft Provincial Council Law

2018-2019

MUDL

Report

Current Status

IDLG, MUDL

2018

Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Text

National National National District/ Municipality National

Verified Useful

Legal/Policy

Text

National

Verified Useful

MoIC, MUDL

Report

Text

National

Verified Useful

MUDL MUDL

Report Other

Text Text

Verified Useful Verified Useful

MUDL

Report

Text

National District/ Municipality National

2014, 2018

MUDL

Basemap

Raster

2015

UN Habitat, MUDL MUDL MUDL

Area

Shapefile

Report Report

Text Text

Report

Text

Cultural/Heritage Assets Locations Municipal Financial Assessment Priority Project Background and TOR Urban Planning Functional Review (UPFR)

Verified Useful Verified Useful Verified Useful Verified Useful

Verified Useful

Kandahar Kandahar Hi Resolution Satellite Imagery Kandahar District Boundaries [Local] Kandahar Provincial Profile Kandahar Social and Economic Development Plan Kandahar Approved SMAP/SNAP

2018 2018 2019

UN Habitat, MUDL

Kandahar Strategic Development Framework

District/ Municipality District/ Municipality Province Province District/ Municipality

Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Exchanged/Received Data Inventory (continued) Name Kandahar Gozar Boundaries

Data Date(s) 2019

Kandahar Municipal Financial and 2019 Procurement Data Kandahar Municipal Land Use 2015, 2018 Existing Kandahar Amenity Points Kandahar Approved Master Plans (Drawing) Kandahar Housing Points Kandahar Master Plan CAD (Drawing) Kandahar Master Plan Report (Text) Kandahar Master Plans GIS (Drawing) Kandahar Municipal Land Use Planned Kandahar Planned Road Network Kandahar Priority Projects Category B Descriptions Kandahar Priority Projects Category B GIS

Received From/Source MUDL

Class

Data Type

Scale/Area

Evaluation

Area

Shapefile

Verified Useful

MUDL

Report

Text

UN Habitat, MUDL MUDL

Area

Shapefile

MUDL

Area

Shapefile Points Raster (jpeg)

UN Habitat, MUDL MUDL

Basemap Area

Shapefile Points CAD

MUDL

Report

Text

MUDL

Area

Shapefile

MUDL

Area

Shapefile

MUDL

Infrastructure

Shapefile

MUDL

Infrastructure

Text, Images

MUDL

Infrastructure

Shapefile Points

District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality District/ Municipality

Verified Useful Verified Useful Missing/NA Other Format Verified Useful Missing/NA Verified Useful Needs Clarification Missing/NA Verified Useful Verified Useful Verified Useful

Appendix

Data Inventory Appendix Public Data Inventory Name

Class

Data Type

Scale/Area

Evaluation

Demographics for UNHCR's populations of concern residing in Afghanistan Cities 2001

Received From/Source UNHCR

Social

CSV

District

Verified Useful

USDA

Area

2001

USDA

Rivers

2001

USDA

Environmental Shapefile

Soils

2001

USDA

Environmental Shapefile

Watersheds

2003

Environmental Shapefile

Cultivation Area

1997-2004

UNDP, Watershed Atlas AIMS

Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National

Reference Use

Lakes

Shapefile Points Environmental Shapefile

Environmental Shapefile

National Landcover

1997-2004

AIMS

Environmental Shapefile

Elevation DEM (30m)

2005

USGS

Basemap

Raster

Mineral and Mine Locations

USGS

Economic

Shapefile

Geology and Lithology

1970s2006 2006

USGS

Environmental Shapefile

Hydrological Basins

2006

Environmental Shapefile

Oil and Gas Infrastructure

2006

USGS HydroSHEDS USGS

Economic

Shapefile

Oil Fields

2006

USGS

Economic

Satellite (8 band, 14m)

2006

USGS Landsat

Basemap

Shapefile, CSV Raster

Global Gas and Oil Freshwater Ecoregions

2007 2008

Environmental Shapefile Environmental Shapefile

Rivers

2008

Anthropogenic Biomes

2009

PRIO WWF, Nature Conservancy USGS HydroBasins SEDAC

Terrestrial Ecoregions

2009

WWF

Social, Raster Environmental Environmental Shapefile

Water Risk

2009

WRI

Environmental Shapefile

Wind Energy Potential Zones

2001-2010

Infrastructure

Raster

Elevation DEM (30m)

2010

World Bank ESMAP NASA SRTM

Basemap

Raster

International Railroads Settlements

2010 2010

NaturalEarth ESOC

Infrastructure Social

Livlihood Zones

2011

USAID, FEWS

Shapefile Shapefile Points Shapefile

Mining and Natural Resources

2011

USGS

Social, Economic Environmental Shapefile

Data Date(s) 2000+

Kandahar Strategic Development Framework

Environmental Shapefile

Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National International National/ International Regional/ National National/ International National/ International National/ International Regional/ National Regional/ National International Regional/ National Regional/ National Regional/ National

Reference Use Reference Use Verified Useful Verified Useful

Reference Use Reference Use Reference Use Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Reference Use Verified Useful Verified Useful Verified Useful Reference Use Reference Use Reference Use Reference Use Verified Useful

Public Data Inventory (continued) Name GeoAgro Ecological Zones

Data Date(s) 2011-2012

Received From/Source FAO

Global Power Plants

2012

Infrastructure

Shapefile

International Pipelines

2012

World Resources Institute Harvard GIS

Infrastructure

Shapefile

River and Groundwater Resources 2012

WHYMAP

Environmental Shapefile

Elevation DEM (12.5m)

2015

ALOS-PALSAR

Basemap

Raster

Existing and Planned Transmission Lines

2015

Infrastructure

Shapefile

Global Human Settlement Layers

2015

World Bank, EnergyData. info GHSL

Social

Raster

National Landcover

2015

FAO

Area

Shapefile

Earthquak Peak Ground Intensity 500-year Earthquake-induced Landslide 100-year Earthquake-induced Landslide 500-year Existing and Planned Power Plants

2016

World Bank AF Geonode World Bank AF Geonode World Bank AF Geonode World Bank, EnergyData. info World Bank AF Geonode World Bank AF Geonode World Bank AF Geonode WFP World Bank AF Geonode World Bank AF Geonode World Bank AF Geonode World Bank AF Geonode World Bank AF Geonode World Bank AF Geonode World Bank

Environmental Shapefile

2016 2016 2016

Flash Flood Susceptibility Index

2016

Flood Hazard 100-year

2016

Flood Hazard 500-year

2016

Integrated Context Analysis Landslide Susceptibility - bedrock rapid Landslide Susceptibility - bedrock slow Landslide Susceptibility - cover rapid Primary School

2016 2016

2016

Secondary School

2016

University

2016

Provincial Stats

Hydropower Potential

2016 (20072014) 2017

Rainfall

2017

2016 2016

World Bank, EnergyData. info NASA

Class

Data Type

Environmental Raster

Environmental Raster Environmental Raster Infrastructure

Shapefile Points

Environmental Raster Environmental Shapefile Environmental Shapefile Environmental Shapefile Environmental Raster Environmental Raster Environmental Raster Social, Economic Social, Economic Social, Economic Social

Infrastructure

Shapefile Shapefile Shapefile Shapefile, CSV Shapefile

Environmental Raster

Scale/Area

Evaluation

National/ International National/ International

Verified Useful

National/ International National/ International Regional/ National Regional/ National National/ International Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National

Reference Use

Reference Use Verified Useful Verified Useful Verified Useful

Reference Use Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Regional/ National Regional/ National Regional/ National District Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National Provincial

Verified Useful

Regional/ National

Verified Useful

Regional/ National

Verified Useful

Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Appendix

Data Inventory Appendix Public Data Inventory (continued) Name Temperature and Precipitation Modeling Conflict Indicators

Data Date(s) 2017

Received From/Source ECMWF/USAID

Class

Environmental Raster

2017-2018

ACLED

Social

Internally Displaced Persons

2017-2018

OCHA

Social

Basins

2018

USDMA

Environmental Shapefile

Elevation DEM (90m)

2018

CGIAR SRTM

Basemap

Friction Surface (Accessibility)

2018

Global Road Dataset

2018

Malaria Atlas Infrastructure Project (Oxford University) GLOBIO Infrastructure

Solar Irradiation And PV Power Potential Maps

2018

Transboundary Freshwater Dispute Data Afghan Voluntary Repatriation 2018 Natural Disaster Incidents

Shapefile Points and CSV CSV

Raster Raster

Shapefile

2018

World Bank ESMAP/ Solargis OSU TFDD

Environmental Shapefile

2015-2019

UNHCR

Social

2017-2019

OCHA

Environmental CSV

2018-2019

ESA Sentinel Copernicus MoMP

Environmental Raster

Sentinel Satellite Imagery (13 band, 12.5m) Mine and Quarry Licenses

2019

Roads

2019

Snow Cover - MODIS Feb 2019

Infrastructure

Data Type

Raster

CSV

Infrastructure

Shapefile

Infrastructure

Shapefile

2019

OSM, MPW, MRRD, World Bank NASA, NEO

Snow Cover - MODIS May 2019

2019

NASA, NEO

Environmental Raster

Agriculture and Cultivation Areas

GFSAD

Environmental Raster

FAO

Environmental Raster

ETH

Social

Aridity and Water Scarcity Indicators Ethnicity and Language Indicators -

Kandahar Strategic Development Framework

Environmental Raster

Shapefile

Scale/Area

Evaluation

Regional/ National Regional/ National

Verified Useful

Regional/ National Regional/ National Regional/ National National/ International National/ International Regional/ National National/ International District Regional/ National Regional Regional/ National Regional/ National Regional/ National Regional/ National National/ International National/ International Regional/ National

Verified Useful

Verified Useful Verified Useful Reference Use Verified Useful

Reference Use Verified Useful

Reference Use Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Verified Useful Verified Useful Reference Use Verified Useful Reference Use

Stakeholder Contacts Appendix City Workshop Participants Name Dr Abdul Wahid Wasee Ahmad Mohammadi Fida Mohammadi M. Zarif Qiyam Eng. Rafiulla Rafi Eng Mohammad Nader Kakar Mohammad Ehsan Eng Khan Aqa Trakhail Syed Agha Eng Rafiullah Eng Ahmad Bahir Ahmadi Syed Mohammed Gulagha Amanullah Faroqi Ehsanullah Pupal Haji Mohammad Naseem Zia Eng Fakhroddin Sultani Ajmal Samim Haji Asadulla Gul Mohammad Zareen Shah Mahmood Sabawood Dr. Zohra Zahid

Organization Kandahar University Kandahar University Kandahar University Environment Protection Directorate Waterand Canalization Directorate Waterand Canalization Directorate Transport Directorate Mines Directorate Education Directorate Municipality MUDL Directorate MUDL Directorate Municipality DABS Directorate Water Supply Directorate Municipality Municipality Municipality Commerce Directorate Economy Directorate Communication Directorate AWCCI

Position Dean Teacher Teacher Head of Natural Heritage Protection Department Program Manager Director Deputy Director Director Control Manager Head of Office Head of Architecture Department Governor House Transparency and Accountability Director Head of Water Supply Deputy Director Planning Manager Head of Solar Department Director Director Head of Post Head of Trade and Commerce

Appendix

Stakeholder Contacts Appendix Key Informant Interviews Stakeholder Type Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Transportation Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Shop Keeper) Private Sector (Shop Keeper) Private Sector (Shop Keeper) Private Sector (Union Representative) Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority Law & Order Authorities Law & Order Authorities

Institution Head of Urban Planning Deprtment (Municipality Sectoral officer High Officials (Municipality) Adviser to Mayor (SHAHAR) Team Leader of SHAHAR Program Provinical Director (MUDL) Provincial Director (AWSSCC) Provincial Director (NEPA) Transport Provincial Directorate Provinicial Director (MoRR) Provincial Director (MoLSAMD) Head of Civil Society Organization (Male) Head of Civil Society Organization (Male) Head of Civil Society Organization (Female) Head of Civil Society Organization (Female) Member of MAB (Municipality) Member of MAB (Municipality) Head of Gozar Head of Gozar Head of Gozar Head of Clauster CDC Head of Clauster CDC Head of Clauster CDC Head of CDC Head of CDC Head of CDC Member of Ulama Shura Member of Ulama Shura Well-Respected Elder Well-Respected Elder Owner of Zia Trade Company Owner of Almas Company Owner of Etihad Company Owner of Baran Compnay Shop Keeper Shop Keeper Shop Keeper Hasi Union Provincial Director of Public Health

Name Eng. Fakhruddin Sultani

Provincial Director of Education Directorate

Abdul Qadir Pawastoon

Dean of University

Dr. Abdul Wahid Wasiq

Provincial Chief of Police Head or Deputy of Huquq Department

Zabihullah Akhawndzada

Kandahar Strategic Development Framework

Hasanullah Ejwad Ali Shah Popal Mohammad Hanif Hanafi Mohammad Nadir Kakar Hajee Lal Shah Abdul Zahir Dost Mohammad Nayab Faizullah Farid Shah Hashami Sher Ahmad Mawloda Rashid Sadia Hamid Raza Abdul Wahid Ghulam Nabi Baryalai Abdul Qahir Naqibullah Rasoolyar Mohammad Idrees Melat Hamid Reza Usafzai Mohammad Nasir Usman Ghani Hedayatullah Wafa Dour Mohammad Mawlawee Mohammad Nasim Malem Nasrullah Khan Hajee Ahmadullah Hajee Ziaurahman Faizullah Shah Mohammad Dr. Hazrat Gul Zahir Qudratullah Mohammad Shafiq Farid Ahmad Aziz Ahmad Aziz Dr. Musa Jan

Appendix

Quantitative Survey Summary Appendix Key Statistics

Governance

» Number of Respondents: 821 (412 male, 409 female).

Kandahar follows a similar model to that of Jalalabad, where there is a strong relationship between respondents and Wakil-i-Gozar as well as local elders. Imams continue to be trusted stakeholders in the city.

» 58% of respondents with no formal education (84% of women with no formal education and 32% of men), 3% having completed university (5% of men and 0% of women). » 41% of respondents consider themselves as displaced people, either as IDPs (22%), economic migrants (6%) or returnees (12%). » 61% of respondents are originally from the city of Kandahar and only 1% of respondents are from a different region.

Executive Summary of Findings Water, Sanitation, Electricity Overall, residents of Kandahar have very poor access to water and sanitation. Access to electricity is average. Water scarcity/access, available toilets, the limited solid waste management services and electricity access constitute significant challenges to address. » 59% of respondents have an electrical or hand pump in their home. » 41% of respondents have limited access to water, having to fetch water outside of their home, using public taps, public wells or open sources of water – most often located within 5-15 minutes from their home. » Water scarcity is an issue for 70% of respondents, with as many as 15% facing water shortage on a daily basis and close to half (46%) experiencing it in summer or autumn. » A majority (62%) only have a pit latrine with a slab or without a slab, and only 22% have their own flushed toilet and sceptic tank. » 32% of respondents throw garbage to a nearby open area / street / river / well / ditch and 53% dispose of it through a registered company or take it to a garbage station organized by the municipality or community. » Only 54% of respondents dispose of their solid waste through an organized system (private or public). » 12% of respondents do not have electricity and 61% use public/government electricity. Only 15% of respondents have working streetlights in their neighborhood.

» Similarly to Jalalabad, respondents know best the Wakil-i-Gozar (62%), local imam (77%) and local elders (42%). CDC members (22%), nahia representative (36%) and MAB members (19%) are less well known. This trend is also reflected in how often respondents met these local officials. This was likewise the case in terms of how respondents viewed the local officials and their efficiency. » Only 29% of respondents participated in local CDC elections, with 47% of men participating and just 11% of women. » Only 23% of respondents have places in their neighborhood for social interactions which are largely accessible solely to men and young men. Access to Education and Sport There is a significant gender gap in terms of access to education, with cultural issues being the main barrier to girls attendance and financial to boys. » 8% of school aged boys do not attend school. The main reason for sons not attending school is economic difficulties. 20% of school aged girls do not attend school. The main reason for girls not attending is that girls cannot attend school (at least after a certain age); the distance of the school is more of a problem for girls than boys and economic difficulties still play a role. It is also likely that the number of girls is under reported like Jalalabad. » 39% of school-aged children work, at least temporarily. » Football, cycling and volleyball are the top three favorite sports for boys and girls alike. » 48% of respondents said they or close family members are interested in learning vocational skill, significantly less than Mazar and Jalalabad. Employment and Economy With 26% of working women, Kandahar has the highest employment rate for women (working from home in most cases) and an average unemployment rate among men (23%). » Employment is precarious, with only 4% of respondents having formal contracts. Agriculture (12%) and the wholesale or retail trade (14%) are the most common sectors of work, with slightly more

Kandahar Strategic Development Framework

women working in former than men (14% to 10%) and significantly more men working in the latter than women (25% to 3%). » Only 58% of respondents own a television, significantly lower than Mazar, and 82% own a phone. Unlike Jalalabad where the majority owned a smart phone with internet access, only 9% do in Kandahar. » 58% of the respondents live with less than 15,000 Afs per month, an income coming largely from employment / self-employment (75%). Transport Public transport is non-existent, while solutions provided by the private sector is too expansive, unreliable and too crowded. » People prefer walking or cycling (for male only) and take shared taxis when necessary. Rickshaws have succeeded to offer a safer and more affordable transport means for women (25% use regularly, compared to 10% for men).

two traditional, affordable construction materials. 56% of respondents have rooves made of mud plaster, with 17% of respondents’ rooves made of metal sheet, and 21% of concrete/isogram. » On average, there are 5.2 rooms per household and just a little over an average of 2 people per room. Health and Disaster Managment Kandahar has the lowest reported rate of chronic diseases (29%) along with Mazar-i-Sharif. Risks of natural disasters are minimal, but respondents do not trust the government to support victims of a disaster if one occurred.

Data Gaps/Limitations » The data does not allow to identify the greatest pocket of vulnerability. The level of integration of IDPs for instance cannot be assessed as the sample size of IDPs did not allow for disaggregation.

» Shared taxis are by far the most common mode of transport. The biggest constraints for private transport are price and crowds. Women are generally less mobile than men, but still more mobile than women in Jalalabad. » For 44% of women it is either a bit or very difficult to get to a clinic/hospital. Housing Housing is traditional, focusing on affordable materials, though with more variety of roof types than Jalalabad. Whilst the majority of residents enjoy a relatively high tenure security, some fear eviction as a result of urban planning, contesting of tenures and financial difficulties. » 88% of respondents own their homes or rent through a formal arrangement (with landlord having a formal ownership) and 60% of respondents have been living in their dwelling for over 5 years. » 66% of respondents do not fear eviction at all. » 11% of respondents fear eviction because their tenure might get contested, another 11% fear the new urban plan that would lead to the government taking over their property, and 10% fear eviction due to difficulties of paying the rent on time. » Almost all houses are made of fired bricks or pakhsa,

Appendix

Qualitative Survey Summary Appendix Basic Infrastructure and Service Delivery Most respondents expressed satisfaction at recent government investment in roads in and around Kandahar city that has improved access and connected many neighborhoods. On the other hand, they drew attention to the poor state of repair of many urban roads and the fact that many in the districts still remain unpaved. Poor standards of construction, use of low-quality materials, inadequate provision for drainage and damage caused by overladen trucks are perceived to be contributory factors to the rapid deterioration of many roads. While drains have been constructed in neighborhoods such as Aino Mina (the largest recent housing development) these have not been properly maintained, with health impacts on households living in the vicinity. “……First, there is no cleaning municipal service here. They built drains, but these are soon filled up and the municipality does not clean them -we have to do this ourselves.” (Mullah/Kandahar) Another issue that emerged from discussions was concern at the quality of water supply, both through the piped water network and that supplied by private water tankers. It is felt that more effective maintenance of the network, along with sustained monitoring and treatment, is necessary to address what is a major health hazard. “We do not face water pollution. However, my water in my uncle’s house has red worms, making his family sick. He now has to take water from elsewhere for drinking and cooking.” (Housewife/Kandahar) Accumulation of domestic solid waste in the streets is also perceived to be a significant health hazard for urban households, as the Municipality proves to be unable to collect and dispose of the growing volume of waste generated by the growing population of the city. In response, a number of private companies have been contracted to provide waste collection services, but some households are unable to afford the cost of such services and therefore dump their waste on the streets or in drains. While there is clearly demand for expansion of municipal waste collection, officials in Kandahar claim that the current revenue does not enable them to extend the coverage or frequency of collection. “It is different in everywhere, like in our place people throw their garbage in plastics and every morning a truck comes to our place and carry all garbage in dustbins and from those places which have been selected by municipality for garbage. In some places 24

Kandahar Strategic Development Framework

these services are private, and, in some places, it is related to municipality. They give 50-100 Afghani per month to carry their garbage, and those who can’t pay the money, they carry their garbage by themselves.” (Wakil-e-Gozar/Kandahar) There was general dissatisfaction among both residents and business-owners at the intermittent and unpredictable supply of electricity, that affects families in their homes as well as manufacturing enterprises in the city. “I would give it one as on there is no electricity means in forty-eight hours, we have only three hours or three and half hours of electricity and we use to get water”. (Civil Society Activist/Kandahar)

Social Stablity and Political Agency Tenure Stability Of those who joined discussions, most residents claimed to be in possession of a title deed for their property and did not therefore perceive there to be a problem of insecurity of tenure. Tenants on the other hand expressed a fear of eviction from their homes due to late or non-payment of rent. In order to guarantee security of tenure, most respondents recommended land distribution to groups that are in need of shelter. Physical Security Many respondents, particularly women, expressed anxiety about the safety of them and their families, in a context where reports of sexual harassment are common along with criminal activity such as robbery and murder. The perception was that the response of the police and security forces in addressing this situation leaves a lot to be desired. “In front of our house there was some unidentified object that we could not identify, but everyone was saying it was a mine. We called the police to come and check it, it was not mine we informed them in the morning and they came in evening and the police was saying what are you saying, and people gathered and told him what you would have done if had died would you have come? Like this they don’t reach in time”. (Journalist/Kandahar) Family and Community Agency A high proportion of those who were interviewed were unaware of their representatives in the Community Development Council (CDC), having not participated in the elections under the nation-wide Citizens Charter program.

Economic Capability and Livelihoods

Population Dynamics

Although Kandahar is a major commercial and agricultural hub, respondents feel that their economic situation has not improved in the past 12 months, with high levels of unemployment and a lack of support for local businesses. Some felt that this could be addressed by improving the supply of electricity and more effective promotion of local manufacturing enterprises.

The current population of Kandahar is estimated to be between 150,000 to 200,000 people and this is expected to double in the next decade as rural communities migrate to the city due to insecurity in their villages.

“Unfortunately, our economic situation become worst day by day. Last year I could provide for my family with 10,000 Afghanis, but now I can’t manage it by 15,000 Afghanis. It is all because of high cost of everything. The government didn’t do anything in this regard, and our currency lost value against the US dollar day by day.” (Wakil-e-Gozar/Kandahar)

Environmental Risk and Health Air and water pollution are perceived to be the principal environmental challenge facing the population of Kandahar. Worsening vehicle emissions, lack of control on pollution by factories and the burning of plastic waste in winter time are cited as the primary cause. It was also reported that some residential areas in the city are prone to seasonal flooding due to poor drainage. Access to health services is perceived to be inadequate, with respondents of the view that this is a result of increased numbers of internally-displaced persons in recent years. Some respondents reported that they had sought treatment outside the country for family members who fell ill.

In contrast to some other urban centres, there is a generally positive view of families displaced to Kandahar. While their presence may add to unemployment levels, most respondents are of the opinion that access to education and jobs would enable IDP families to better integrate. Municipal officials, however, warn that coverage of basic services to IDP camps and irregular settlements will only be possible if additional resources are allocated by Kabul. “We have many displaced people now. They came here from another districts. We help them. We even share our food with them. Some of them are in a very bad situation that they can’t pay their rent.....” ( Civil Society/Kandahar)

Cultural Landmarks, Institutions, and Traditions Among the most important heritage sites in Kandahar are Ahmad Shah Baba mausoleum, Mirwais Neka and Shaheedano Chawk, which have religious, cultural and recreational significance for residents and visitors alike. Unlike other cities, respondents were less concerned about the protection of their monuments, but could see the potential of such sites to encourage tourism to the city.

“We have BHC and CHC in every part of the city which deliver health services to the people, but as there is more population in Kandahar province, the health services which are provided by government hospital and clinics are not enough; for example, we have one hospital with 320 beds in Kandahar province, but 1,700 patients refer every day to the hospital for receiving health services so the hospital cannot provide better health services for all these patients due to lack of possibilities” . (Imam/Kandahar)

Political and Governance Issues Municipal officials in Khost acknowledged that limited budgets, along with lack of adequate capacity have hindered their ability to address the needs of a fast-growing population. Other respondents cited administrative corruption and nepotism as major challenges.

Appendix

Scenario Modeling Methodology Appendix Unplanned Urban Growth Scenario A scenario to evaluate the potential urban growth without planning controls (or a business-as-usual case) was developed based on a set of assumptions about probability and desirability of development. This scenario illustrates probable areas for unplanned growth over the course of 20 years. The unplanned growth probability scenario ranks areas based on assumptions of “desirability” for development by assigning scores to available data layers. Areas such as water, high slopes, and to some extent agriculture were negatively scored. Areas such as near existing urban areas and major roads, existing residential plots were positively scored. Layers were then combined to produce a map identifying areas of probable development. A cost distance surface was then multiplied to simulate a “distance to core” desirability metric based on accessibility. Overlaying the development desirability layer and the accessibility cost surface produced an unplanned growth probability dataset which was then classified into five-year growth intervals. Assuming the same density across urban growth areas, these growth intervals were estimated using SDF annual population growth estimates and applying an urban growth multiplier to determine target area growth for each five-year growth interval. Urban growth multipliers from previous studies and cursory assessment of satellite imagery were used as a reference point for determining a suitable growth multiplier. An urban expansion multiplier of two was used to estimate percent area growth for each five-year interval, and determined the final classes for the unplanned urban growth scenario.

Kandahar Strategic Development Framework

D12 D9

D13 D8 D1 D7

D11

D14 D4

D10

D2 D6

Unplanned Urban Expansion Scenario

District Boundary

Sources: FAO 2015, OSM/AIMS 2019, 2018 Maxar, Malaria Atlas Project, ALOS-Palsar

Nahia Boundary

4 km

Municipal Boundary Roads Existing Built-up Area

Estimated Built-up Area Extents Existing Built-up Area Estimated Built-up Area by 2025 Estimated Built-up Area by 2030 Estimated Built-up Area by 2035 Estimated Built-up Area by 2040

Input Layers Irrigated Agriculture Water Bodies and Floodplain Slope Proximity to Major Roads Plotted Land Friction Surface

Existing Built-up Areas

Access Nodes

Proximity to Built-up Areas

Accessibility (time)

Development Desireability

Unplanned Urban Expansion after segmentation by estimated area based on population growth area in 5-year increments

Appendix

Scenario Modeling Methodology Appendix Planned Urban Growth Scenario A scenario to evaluate the potential urban growth with planning controls was developed based on the same set of assumptions desirability of development as the unplanned scenario, with the addition of proposed development strategies as assumptions. This scenario illustrates probable areas for planned growth over the course of 20 years. Similar to the unplanned growth scenario, the planned growth probability scenario ranks areas based on assumptions of “desirability” for development by assigning scores to available data layers. Areas such as water, high slopes, and to some extent agriculture were negatively scored. Areas such as near existing urban areas and major roads, existing residential plots were positively scored. Development strategy layers including areas identified for infill development, areas of existing and emerging townships, and development of vacant areas were positively scored. Urban development corridors and nodes were also positively scored. Areas where development is not optimal due to environmental sensitivity or risk were negatively scored. Layers were then combined to produce a map identifying areas of probable development. A cost distance surface was then multiplied to simulate a “distance to core” desirability metric based on accessibility. Overlaying the development desirability layer and the accessibility cost surface produced a planned growth probability dataset which was then classified into five-year growth intervals. These growth intervals were estimated using SDF annual population growth estimates and applying an urban growth multiplier to determine target area growth for each five-year growth interval. A density multiplier was applied to positively weighted development strategies and integrated into calculations to determine target area growth. Urban growth and density multipliers from previous studies and cursory assessment of satellite imagery were used as a reference point for determining a suitable multiplier. An urban expansion multiplier of two and a maximum density multiplier of 0.2 were used to estimate percent area growth for each five-year interval, and determined the final classes for the planned urban growth scenario.

Mobiliity Corridors High Density Growth Development Strategies Increased Density Primary Urban Corridors Secondary Urban Corridors Nodes

Growth Development Strategies 28

Kandahar Strategic Development Framework

D12 D9

D13 D8 D1 D7

D11

D14 D4

D10

D2 D6

Planned Urban Expansion Scenario

District Boundary

Sources: FAO 2015, OSM/AIMS 2019, 2018 Maxar, Malaria Atlas Project, ALOS-Palsar

Nahia Boundary

4 km

Estimated Built-up Area Extents

Municipal Boundary

Existing Built-up Area Estimated Built-up Area by 2025

Roads

Estimated Built-up Area by 2030

Existing Built-up Area

Estimated Built-up Area by 2035

Increased Density

Estimated Built-up Area by 2040

Input Layers Irrigated Agriculture Water Bodies and Floodplain Slope Proximity to Major Roads Plotted Land Existing Built-up Areas Proximity to Built-up Areas Densified Development Areas Friction Surface Access Nodes

Accessibility (time)

Densified Development Corridors Densified Development Nodes

Development Desireability

Planned Urban Expansion after segmentation by estimated area based on population growth area in 5-year increments

Appendix

Land Use Planning and Zoning Plan Development Appendix Reflecting the SDF Objectives and Develop a Process for Land Use Planning

Inputs into the Zoning Process 1 Strategies

1 Identify key strategies Key short, medium, and long term strategies from the SDF can inform a land use strategy by highlighting areas for investment. For example, catalytic strategies should be evaluated for their potential to promote development around key anchor institutions and public investments. Land uses should enable (not restrict) investment in these areas.

2 Spatial Guidelines

3 Existing Master Plan

4 Urban Structure Plan and Zoning Plan

2 Incorporate spatial guidelines Assess key environemntal and risk areas and perform an on-the-ground assessment of the exsting conditions to clarify in more detail areas for development and areas to prevent development due to risk or damage to ecological systems. 3 Draw from existing master plan(s) While the SDF provides a high level framework for coordinating investment, master plans still reflect the city’s priorities for land use. In transitioning to more flexible strategic planning instruments, a zoning plan should draw from existing master plans, but synthesize key strategies and spatial guidelines from the SDF. 4 Establish an Urban Structure Plan and a Zoning Plan Master plans include a range of information related to public investment and regulation. It is recommended that old-style master plans be converted into two types: (1) a structure plan that indicates a planning framework for public investments such as roads, parks, and other public facilities that are managed by the municipality, and (2) a zoning plan illustrates planned land uses according to criteria according to the needs of the city as well as the municipality’s permitting and enforcement capacities. Structure plans take the management function of old-style master plans to help to coordinate public investments and give structure to urban areas through such investments. This plan should include: exsting and planned roads, bridges, parks, publicly-owned areas, as well as land and facilities for administration, education, and other amenities managed by the municipality and public organizations. Zoning plans take the regulatory function of old-style master plans for urban development regulation and permitting processes. Simple, flexible zoning tools can help cities plan for adequate provision of services and guide development by balancing regulations with incentives. The design and implementation of zoning and land use controls should consider a few key principles: » developed through a participatory process to understand community needs » adapt to the range of land rights and tenure » be simple, transparent, and enforceable » not place undue burden on the poor 30

Kandahar Strategic Development Framework

(Above) MUDL Proposed Master Plan 2019

Spatial Framework Methodology Appendix In the development of a Spatial Framework, a Rapid Landscape Characterization was developed to offer a spatial reading of the landscape that recognizes areas that are prone to natural hazards or provide critical ecosystem services. Rapid Landscape Characterization uses available spatial datasets to derive proxies that inform a preliminary understanding of the regional landscape and its associated ecosystem services. This assessment helps to define areas that future development plans need to avoid or study in more detail in order to reduce exposure to hazards and maintain ecosystem services. Additionally, overlays with existing built-up areas and projected areas of development helps to identify areas for potential hazard mitigation or development limitation to address hazard risk exposure or development encroachment on sensitive ecosystem services. Ecological Sensitivity Assessment

Strategic Spatial Framework: see Growth Strategy for larger map. GIS spatial data available at city-region scale.

See the following pages for more details

» Water Security: Areas that maintain the integrity of surface and subsurface hydrology given higher values » Food Security: Productive agricultural areas and landscapes offering other provisioning services given higher values » Biodiversity: Areas likely to function as important habitats and their associated linkages given higher value Environmental Risk Assessment See the following pages for more details

» Risk Mitigation: Areas with more exposure to natural hazards given higher values Unplanned Urban Expansion Scenario See the previous page for more details

» Potential Development Areas: Projected areas of urban expansion that may impact sensitive ecological assets or be exposed to environmental risk

Input Layers and Overlays Existing Built-up Areas

Risk Mitigation

Ecological Sensitivity Composite Environmental Risk

Development Limitation

Landscape Preservation

Unplanned Urban Expansion

Preliminary Spatial Framework Zones after reclassification for descreet areas

Appendix

D12

D11

D9 D13 D14

D8 D7

D1 D6

D10

D4 D3 D5

Ecological Sensitivity Assessment

District Boundary

Sources: FAO 2015, AFGeoNode 2019, ALOS-Palsar DEM

Nahia Boundary

Municipal Boundary Roads Existing Built-up Area

4 km

Composite Ecological Sensitivity High Ecological Sensitivity Moderate Ecological Sensitivity Low Ecological Sensitivity Negligible Ecological Sensitivity

In this analysis, ecological sensitivity encompasses food/ agriculture sensitivity, ecosystem services, groundwater sensitivity, and surface water sensitivity. Varying types of land cover vegetation were given weights based on their importance to each category. For example, irrigated agriculture land and fruit trees were given higher sensitivity values than rangeland under food/agriculture sensitivity. Under ecosystem services, forest and water bodies were given higher values than agriculture indicating that they provide more habitat and other ecosystem services to flora and fauna.

Input Layers

Food/Agriculture Ecosystems Services Permeability Porosity Water Bodies and Floodplain Streams

Groundwater sensitivity included permeability (based on land cover) and porosity (based on geology), while surface water sensitivity took into account existing water bodies and streams.

Ecological Sensitivity after reclassifying for simple scores

Kandahar Strategic Development Framework

D12

D11

D9 D13 D14

D8 D7

D1 D6

D10

D4 D3 D5

Environmental Risk Assessment

District Boundary

Sources: AF GeoNode 2019, FAO 2015

Nahia Boundary

Municipal Boundary Roads Existing Built-up Area

4 km

Composite Environment Hazards High Risk Areas Moderate Risk Low Risk Negligible Risk

Areas susceptible to environmental risk were identified based on landslide and flood susceptibility. During the overlay process, a higher score was given for areas of higher risk susceptibility, and a higher maximum weight was given for layers with a higher probable impact on infrastructure.

Input Layers Slow Bedrock Landslide Rapid Bedrock Landslide Cover Material Landslide

Using data from Afghanistan’s Disaster Risk Information Portal, three different types of landslide susceptibility data were used in this analysis. Slow evolution bedrock landslide susceptibility was given a lower maximum weight because it has a lower impact on infrastructure compared to rapid bedrock landslides and cover material landslides.

Flash Floods 100-year Floodplain 500-year Floodplain Water Bodies

Landscape Risk after reclassifying for simple scores

Appendix

Preliminary Spatial Framework Strategic Policy Guidelines Summary The spatial framework illustrates a high-level development considerations based on Rapid Landscape Characterization assessment, scenario modeling, and identification of strategic development areas. The spatial framework will guide strategic investments by incorporating key social and environmental criteria that can inform a zoning and land use policy coordinated with the goals and objectives of the SDF. The table below outlines key policy guidelines and alignments with strategic objectives within the SDF. Zone Policy Guidelines High Mitigation Existing built up areas within a floodplain should be identified as a priority area for mitigation efforts including building of flood-prevention infrastructure or buyout and removal programs.

Low Mitigation

Strategic Objective Alignment U2.2 Build urban resilience through landscape strategies

U1.1 Secure sustainable drinking water supply

P3.1 Establish landscape and natural resource Existing built-up areas within areas that provide important ecological services, such as potential aquifer planning standards recharge areas, should be implement strategies to mitigate pollution and allow for water infiltration

High Preservation

U2.3 Preserve and enhance regional ecology

Areas that provide high-value ecological servces should be preserved through land use and zoning regulations and coordination with MAIL and NEPA for landscape monitoring

P3.1 Establish landscape and natural resource planning standards

Low Preservation

U2.3 Preserve and enhance regional ecology

Areas that provide moderate ecological services should be preserved through land use and zoning regulations and coordination with MAIL and NEPA for landscape monitoring, but should be evaluated based on urban growth needs

P3.1 Establish landscape and natural resource planning standards

High Limitation

U2.2 Build urban resilience through landscape strategies

Low Limitation Areas with development pressure that provide important ecological services should be regulated by development standards to mitigate pollution and allow for water infiltration

Development Promotion (TBD) To guide development in a beneficial way areas of development promotion will be identified, including policy guidelines.

Greenbelt Buffer (TBD) Agricultural areas that can help prevent sprawl and promote compact development should be protected through regulation and incentives to improve the value of land and prevent land conversion.

n Ka

P3.2 Develop integrated regional natural resource management capacities

ha Arg

-H

iver ab R

P3.2 Develop integrated regional natural resource management capacities

U2.2 Build urban resilience through landscape strategies

U3.3 Structure and integrate areas for urban expansion U3.1 Develop integrated corridor networks E3.3 Promote high-value crops and improve agriculture production infrastructure U2.3 Preserve and enhance regional ecology

Spatial Framework Plan See methodology in Appendix

Existing Urban Areas

U3.1 Develop integrated corridor networks

No particular polcy guidelines have been identified, but strategic objectives may make specific recommendations.

U3.2 Upgrade and integrate neighborhoods

Existing Agricultural Areas

U2.3 Preserve and enhance regional ecology

No particular polcy guidelines have been identified, but strategic objectives may make specific recommendations.

E3.3 Promote high-value crops and improve agriculture production infrastructure

P2.3 Build capacity for land management and zoning regulation

0 34

h da

H at er

Kandahar Strategic Development Framework

2 km

wy nH iya am r-B ha da Ka n

D12 D11 D9 D13 D14

D8 D1

D10

Kandahar-Ghazni Hwy

D2 D3

D6 D15

rn Ta

d Ro

Riv

5 A7

Appendix

Selected Pages from Baseline Data Atlas • Regional hydrology & watershed context • Terrestrial ecoregions • Geology & water basin context • Extractive resources • Agricultural resources • Agriculture & livelihoods

Regional Hydrology & Watershed Context

Ashgabat

T U R K M E N I S TA N

Appendix

Mary

Each of the five provincial capital cities sits within a larger watershed context. Because Afghanistan is the source of many major rivers that flow across international borders, neighboring countries have a vested interest in monitoring and securing agreements that allow for cooperative use of surface water resources for irrigation. The regional hydrological context is also important in understanding environmental conditions and the potential impacts and effects that can be felt both upstream and downstream as a function of the watershed.

Mashhad

Harirod-Murghab Basin

Herat

IRAN

Helmand Basin

UZB

TKM

TJ K

Mazar-e-Sharif Herat

IRN Kandahar

Jalalabad Khost PA K IND

International Water Basin Context Basin

International Context

Harirod-Murghab Basin

Iran, Turkmenistan

Amu Darya Basin

Kyrgyzstan, Tajikistan, Turkmenistan, Uzbekistan

Kabul (Indus) Basin

China, India, Pakistan

Helmand Basin

Iran, Pakistan

National Hydrology & Watersheds Source: USGS 2006, Favre and Golam 2004

0 38

Kandahar Strategic Development Framework

100 km

U Z B E K I S TA N CHINA

Qarshi TA J I K I S TA N

Dushanbe Northern Basin

Kabul (Indus) Basin Mazar-e-Sharif

lkh

Kabul R

Harirud River

iver

Peshawar Islamabad

Kabul

gh Ar

r ive bR

a rn

ve Ri

i gh Ar

Khost

an st

Jalalabad

Faisalabad

Lahore

Kandahar Quetta

Multan PA K I S TA N

INDIA

Water Body Agriculture Area

Major Water Basin Boundary

Forest Area

Major International Water Basin Boundary

Rangeland Area

Sub-basin Boundary

Urban Area

Non-drainage Areas

Alluvium Geology

Existing Dam

Potential Aquifer Recharge Area

Appendix

Terrestrial Ecoregions

T U R K M E N I S TA N

Appendix Ecoregions are one of the most contemporary and widely accepted ecological classification systems. The classification was developed by David M. Olsen et al. (2001) and distributed by the World Wildlife Fund as a global dataset. Ecoregions are intented to be units for conservation action built upon classical biogeography. Ecoregions reflect the distribution of species and communities more accurately than global and regional models that are purely derived from biophysical features (rainfall, temperature, vegetation structure) or remote-sensing approaches. Ecoregion classifications account for endemic genetic families, communities of species, geological histories, and flora-fauna distribution.

Northwest Afghanistan Game Managed Reserve

Herat

At a broad level, Afghanistan has four biomes: 1) Closed Forests / Woodlands Biome; 2) Subalpine and Alpine Vegetaion Biome; 3) Xeric Shrublands / Open Woodlands Biome’ amd 4) Deserts and Semi-deserts Biome. Closed Forest Biome comprises 8% of Afghanistan’s land area and is the most threatened biome in the country. This biome consists of pistachio and juniper woodlands depending on elevation. Almost all of the historic closed forest cover in Afghanistan has either been lost or degraded. Reforestation in this biome should be a priority.

5 IRAN

Subalpine Biome spans the mountainous north-east and central parts of the country that mostly sit above 3000m. The Desert and Semi-desert Biomes can be found to the north and south of the mountainous Central Highlands or Hazarajat. Desert and Semi Desert biome cover about 39% of Afghanistan’s land area. Xeric Shrubland biomes can be found between the mountains and desert. The eastern extents of this biome are capable of supporting conifers and oak forests due to increased precipitation in these areas.

14 Hamun-i-Puzak Waterfowl Sanctuary

Eco-regions offer a framework to determine existing biodiversity, identify families of plant species that may be considered for forestation efforts, and recognize historic patterns of vegetation. This understanding is critical to restoring Afghanistan’s forested biomes that have been reduced to dry shrublands or barren lands. The following spreads will link these ecoregions to the five provincial capitals as well as other datasets that suggest conservation priorities. As regional hubs, these cities have the potential to support higher educational institutes and training facilities that create the institutional capacity and human capital needed to embark upon large scale efforts needed to protect and manage Afghanistan’s unique environmental resources.

National Terrestrial Ecoregions Source: Olsen et al. 2001, Evans 1994

0 40

Kandahar Strategic Development Framework

100 km

U Z B E K I S TA N

TA J I K I S TA N

CHINA

12 Darqad Wildlife Reserve

Imam Sahib Wildlife Reserve

Pamir-i-Buzurg Wildlife Reserve

Pamir Puchak Daraye Wakhjir

2 13

Mazar-e-Sharif

Nuristan

Ajar Valley Wildlife Reserve

11 1

Kol-e Hashmat Waterfowl Sanctuary

Band-i-Amir National Park 7

Kabul

Jalalabad

Dashti Nawar 6 Ab-i-Estada Waterfowl Sanctuary

Khost 15

Kandahar

PA K I S TA N

Registan Desert

INDIA

Afghan Mountains Semi-Desert

Northwestern Himalayan Alpine Shrub and Meadows

Badghyz and Karabil Semi-Desert

Pamir Alpine Desert and Tundra

Baluchistan Xeric Woodlands.

Paropamisus Xeric Woodlands

Central Afghan Mountains Xeric Woodlands

Registan-North Pakistan Sandy Desert

Central Persian Desert Basins

Sulaiman Range Alpine Meadows

East Afghan Montane Conifer Forests

Ghorat-Hazarajat Alpine Meadow

Gissaro-Alai Open Woodlands

Hindu Kush Alpine Meadow

Karakoram-West Tibetab Plateau Alpine Steppe

Current, Historic and Proposed Protected Areas Wetlands Target Ecoregions for Protection

Appendix

Geology & Water Basin Context

Ashgabat

Appendix

T U R K M E N I S TA N

Mary

The geological formation of Afghanistan consists of a complex conglomerate of different crustal and oceanic layers. These layers began to emerge at the southern margin of Eurasia with the beginning of the Paleozoic era1, and this process has continued to evolve to the present time2. Ruleman and Shareq classify these layers into four distinct seismotectonic provinces and defined their different geologic histories, structures and ground-water basin types. Schroder describes the classification of these ranges from oldest to youngest as described below3:

Mashhad

“The North Afghan Platform is a pre-Himalayan orogeny, continental margin of the Eurasian plate that occurs north of the Hari Rud fault zone and west of the Central Badakhshan fault systems, and includes the Tajik basin.”

Herat

“The narrow Middle Afghanistan Geo-structure occurs immediately south of the North Afghan Platform and is part of the current right-lateral Hari Rud fault zone.”

IRAN

“South of the geo-structure, the Afghan Block includes numerous exotic folded, faulted, partially metamorphosed, and deformed blocks that of the Farah, Helmand, and Arghandab watersheds.” “The Transpressional Plate Boundary occurs south and east of the Afghan Block and includes the eastern portion of the Hindu Kush and Pamir mountain ranges, and the Sulaiman fold and thrust belt of southern Afghanistan and Northern Pakistan. The northern edge is defined by the left-lateral Chaman to Central fault systems4 and includes the exotic Kabul crustal block.”

HELMAND BASIN

Ultimately, the geologic structure with its different tectonic layers shaped Afghanistan’s snow and rain-fed river systems. These different layers have systematically established a system in which high mountains capture climate patterns as snow and rainfall, release and regulate the flow of surface water and delineate the aquifers within Quaternary and Neocene structure basins or valley sediments. The geologic structure further defines the recharge ratio, as well as the quality and quantity of water percolating through coarse-grained valley sediments along rivers and streams, into the deep alluvial aquifers where it is stored5.

National Geology & Water Basins Source: USGS 2006, Favre and Golam 2004

1 Shroder, 2016 2 Ruleman et al. 2007 3 Shareq, 1981 4 Ruleman et al. 2007 5 Shroder, 2016 42

Kandahar Strategic Development Framework

100 km

U Z B E K I S TA N CHINA

Qarshi TA J I K I S TA N

Dushanbe

NORTHERN BASIN

AMU D A R YA BASIN

Mazar-e-Sharif

HARIRUD BASIN Peshawar Kabul

Islamabad

Jalalabad INDUS BASIN Khost

Kandahar Lahore

Faisalabad

PA K I S TA N Quetta

Multan

INDIA

Major Water Basin Boundary

Age

Cenozoic

Period QUA

Major International Water Basin Boundary

Sedimentary

Fault Lines

Igneous

Urban Area

Metamorphic

TER

Mesozoic CRE

JUR

Paleozoic TRI

CAM CAR

DEV

ORD

Precambrian PER

SIL

ARC

Appendix

PRO

Extractive Resources

Ashgabat

Appendix

T U R K M E N I S TA N

Mary

Commodity Source Breakdown Key for map on right page Source: 1 USGS 2006, 2 MoMP License Inventory 2019 Commodity Source Occurrence / Current or Past Producer

Identified Sources1

Active Sites2

Precious Metals and Gems

182

Industrial Metals

767

Building Minerals

Industrial Minerals

110

Energy Resources

233

Prospective Hydrocarbon Structures

1,369

145

Total

Mashhad

Herat

Faults

IRAN UZB

TKM

TJ K

Mazar-e-Sharif A

Herat

D IRN

E Kandahar G F

Jalalabad Khost PA K IND

Mineral Districts Source: USGS Geologic District

Identified Sources

A Afghan-Tajik Basin

Copper, strontium, mercury, lead

B Karakum Basin

Copper, gold, iron, molybdenum, zinc

C Balkhab

Copper

D Tirpul Basin

Tungsten, copper, lead, tin, zinc, gold

National Geology & Mineral Resources

E Central Mineral District

Mercury, copper, lithium, tantalum, tungsten, tin, copper, lead, zinc, fluorite, gold, iron, mercury, chromium, stones, asbestos, cesium,

Source: USGS Geologic Survey 2006, MoMP 2019

F Helmand Basin

Uranium, rate earths, phosphorus, copper, tin

G Kundar Urgan Basin

Mercury, chromium, lead, zinc 0

Kandahar Strategic Development Framework

100 km

U Z B E K I S TA N

CHINA

Qarshi TA J I K I S TA N

Dushanbe

Mazar-e-Sharif

Peshawar Islamabad Kabul

Jalalabad Rawalpindi Khost

Faisalabad

Lahore

Kandahar Quetta

PA K I S TA N

Multan

INDIA

Areas of Interest

Bakhud fluorite

17 Kunduz celestite

Kundalan copper and gold

18 Dudkash industrial minerals

Herat barium and limestone

Dusar-Shaida copper and tin

10 Daykundi (Uruzgan) tin and tungsten

Tourmaline and tin

Nalbandon lead and zinc

12 Zarkashan copper and gold

21 Panjsher Valley emeralds and silver

Khanneshin carbonite, rare earths and uranium

13 Baghlan clay and gypsum

22 Nuristan pegmatites (gems, lithum and cesium)

Chaigai Hills travertine, copper and gold

Kharmak-Khanjar mercury

Balkhab copper

14 Haji-Gak iron 15 Katawas gold 16 Aynak copper, chromite and cobalt

19 Takhar evaporites 20 Takhar old placer

23 Badakhshan lode gold 24 Ghunday Achin magnesite and talc Appendix

Agricultural Resources

T U R K M E N I S TA N

National Agricultural Typologies Irrigated Agriculture Irrigated agriculture generally refers to intense cultivation of agricultural crop with the application of controlled water through irrigation systems of some sort. This control allows for the cultivation of fertile but otherwise dry landscapes. Based on the land cover statistics this category includes intensively cultivated land with 1 or two crops per year, active Karez systems, and marginal agricultural land. The livelihoods connected to irrigated fields in Afghanistan are based along major rivers and streams. These zones are prone to meteorological, agricultural, hydrological and political drought.

Herat

Irrigated Agriculture – Special (Orchards, Vineyards) Special fields indicate the cultivation of high-value horticulture corps such as fruit trees, incl. pistachios, turmeric, pine nuts, pomegranate, apricots, etc. These fields are connected to active irrigation systems from surface water. According to the land cover statistics, this cultivation category also includes vine yards, which are tied to grapes. The main constraints on the production of high-value horticulture are insufficient irrigated land, inadequate diversity and quality of seeds, aging orchards, poor management, and insufficient value chain to further promote horticultural production.

R. Harirud IRAN

Rain-fed Agriculture This category describes agricultural cultivation of herbaceous crops in flat, sloping and rolling regions, which are based on rainfall for water. Rain-fed agriculture accounts for more than 50% of land cover producing food in Afghanistan. Livelihood zones relying on rain are extremely vulnerable to climate change such as drought and flood.

Rangeland Rangelands are grazing and pastoral lands of mainly native vegetation (predominantly grasses, forbes, and shrubs). Rangelands include natural grasslands, savannas, some deserts, and certain forb and shrub communities. Livelihoods within rangelands are generally connected to pastoralists and agro-pastoralists who raise livestock for meat, eggs, milk, fur, leather and wool production. The key income of pastoralists is generated from animals, especially for the nomadic pastoral Kuchis. An estimated 45% of the country’s total land mass is under permanent pasture. Rainfall-related drought is of big concern for these livelihoods.

Agriculture University Universities with agricultural programs are a central resource and have the potential to further develop into interactiveinstructional networks with the objective of educating and training scientists (agriculture, forest, animal, food and nutrition), technicians (processing, fermentation technology, irrigation technology), agricultural engineers, ecologists and landscape architects, business managers (agricultural economics, agribusiness, international development), health care providers, and other professionals. This educational link is a key foundation for Afghanistan’s agricultural future.

Kandahar Strategic Development Framework

Agricultural Resources Afghanistan

Agriculture University

Source: FAO, 2015

Water

Rivers National Boundaries

Irrigated Agriculture Rain-fed Agriculture Rangeland 0

100 km

Built-up Area

TA J I K I S TA N

U Z B E K I S TA N

CHINA

Mazar-e-Sharif

R. Balkh R. Morghab

Charikar

R. Kabul Kabul Jalalabad

Khost Kandahar

R. Helmand

PA K I S TA N

INDIA

Water Body Built-Up Area

Irrigated

Perm. Snow

Orchards Overall Agricultural Land Cover 58.7%

Barren

Sand Cover Rangeland

Irrigated

Rain-fed

Forest and Shrubs

Rain-fed

Agricultural Surface Area 37,778,754ha

Orchards

Rangeland Appendix

Agriculture & Livelihoods

T U R K M E N I S TA N

National Livelihood zoning map was developed by FEWSNet with the Afghan government as part of the 2011 Livelihood Zoning “Plus” Exercise. Livelihood zones offer an alternate analytical unit that considers labor, livelihood, and market dynamics beyond provinces or districts. Each zone is linked to a detailed livelihood profile. Livelihood zones allow us to better understand how agricultural income varies across regions and the seasonality of agricultural production, trading, and other forms of labor. Given the diversity of livelihood zones that depend on the city as markets, suggest that strategic urban investments could have catalytic impact across much wider geographies and population.

Torghundi

Provincial capital cities play a central role for many agricultural livelihoods as markets for raw products and hubs for increasing agricultural value chains. The five cities serve between five to six different livelihood zones covering a total of 21 zones. The following spreads feature livelihood zones that are directly connected to the five cities’ markets. Livelihood zone profiles include key income sources, types of food grown, nature and time of activities, natural hazards, other shocks, and access or reliance on markets.

Islam Qala 29

29 Herat 27 R. Harirud

Note on Warehouses

IRAN

This points representing ‘Warehouses’ on the map are from a dataset hosted on Afghan Geonode and does not clearly explain what facilities apart from warehousing are available in these locations. Warehouses can be very important socio-economic nodes within the agricultural value chain specially if they are paired with processing facilities and cold storage. Their strategic location within the region along trading routes and at key international border-crossings are critical in improving incomes across all livelihood zones. The current dataset does not seem to be comprehensive. A complete list of existing warehouses, processing facilities, and cold storage is a major data gap preventing us from spatially understanding strategic nodes within agricultural value chains.

National Livelihood Zones Source: FEWS-Net, USAID 2011

Warehouse Rivers International Borders

100 km

Amu River Irrigated Cereals and Oilseed Zone East-Central Mountainous Agro-Pastoral Zone

East-Central Orchard and Agriculture Zone

East-Central Vineyard, Cereal and Horticulture Zone

National Ring Road

Eastern Agro-Pastoral and Forest Zone

Existing Rail Line

Eastern Cross-Border Trade and Labor Zone

Future Rail Line

Eastern Deep-Well Irrigated Agriculture Zone

Eastern Intensive Irrigated Agriculture Zone

Key River Basins 0

1 2

Kandahar Strategic Development Framework

Eastern Mixed Agriculture and Forest Zone

Eastern Semi-Arid Agriculture Zone

U Z B E K I S TA N CHINA TA J I K I S TA N SherkhonBandar

Mazar-e-Sharif Hairatan

Dasht-e-Qala 25

Fayzabad

Kunduz

12 R. Balkh

17 18

Charikar

R. Morghab

R. Kabul 2

Kabul

Ghazni 19

INDUS BASIN

Khost 23

R. Helmand

Jalalabad

Kandahar

4 Bamyan

21 22 PA K I S TA N

29 Spin Buldak

INDIA

Helmand Intensive Irrigated Wheat and Cash Crop Zone

S-E. High-Migration, Forest-Product and Livestock Zone

Kunduz-Baghlan High Cereal Production Zone

Southeastern Zabul Rainfed Cereals and Orchard Zone

Kabul and Logar Irrigated Zone

Southern Intensive Irr. Vegetable and Orchard Zone

Northeastern Highland Agro-Pastoral Zone

Southern Semi-Arid Agro-Pastoral Zone

Northern Intensive Irrigated Agriculture Zone

Takhar-Badakshan Mixed-Agriculture Zone

Northern Kandahar Agriculture and Livestock Zone

West-Central Highland Agro-Pastoral Zone

Northern Rainfed Mixed Farming Zone

Western Intensive Irrigated Agriculture Zone

Northwest Agro-Pastoral Zone

Western Semi-Arid Agro-Pastoral Zone

South-Central Mixed Farming Zone

Western and Southern Cross-Border Trade Zone

S-C. Mountain Wheat, Dried Fruit and Livestock Zone Appendix