Mazar-e-Sharif Strategic Development Framework by Sasaki

Mazar-e-Sharif Strategic Development Framework

June 2020

Mazar-e-Sharif 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

Mazar-e-Sharif 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.

Mazar-e-Sharif Strategic Development Framework

Executive Summary A Strategic Approach Mazar-e-Sharif is characterized by rapid urbanization and strong connections to the agricultural plain of the Balkh region. Old-style master plans have become too rigid and complex to address changing circumstances and the pace of urbanization, particularly as investment around Mazar-e-Sharif grows. 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 Mazar-e-Sharif: »

Investment in regional integration, international trade, and connectivity with cross-border hubs like Hairatan

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

Capacity and coordination for planning, implementation, and municipal revenue generation

Urban sprawl, informality, basic infrastructure, waste collection, 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 Protect Aquifer Recharge Area

Balkh

2 3

Protect Agriculture Land

Protect Hillside Protect Hillside

Direction of Urban Expansion Urban Core Nodes Urban Periphery Nodes Industrial Nodes Development Prevention

Direction of Growth for the Next 20 Years Over the next 20 years, the population of Mazar-e-Sharif is projected to grow by approximately 150%. While estimates of the existing population vary, the city should anticipate between 250,000 and 500,000 new residents by 2040. Accommodating this rapid growth will require a spatial strategy to inform planning and investment decisions: 1. Prevent urban sprawl by promoting development density along key corridors around the city core and integrating peripheral townships 2. Protect wetlands and aquifers to the north as well as agriculture land in the west 3. Guide urban growth towards the east supported by transit investments and develop mix-use nodes to activate socio-economic activities

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 Mazar-e-Sharif continues to see urban expansion outward in semi-structured and informal areas, the flat terrain around the city will continue to support outward sprawl. Planning should reinforce the city center and promote sustainable development along the eastward corridor extending from Martyr Masood Boulevard where industrial and infrastructure investment opportunities are prime. Strengthening and densifying the ring roads and other corridors like Shadian Road will help to reduce sprawl and can support the decentralization of commerce and amenities from the city center. The development of mixed-use nodes should be promoted that can activate socio-economic activities, particularly near the new Balkh University campus and the airport. Agricultural areas in the west, wetlands in the north, adn hillsides in the south should be protected from development expansion while the development of townships in the east should include a mix of uses and densities in coordination with transit investments such as a bus-rapid-transit (BRT) network and other mobility options. 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 The city should focus on implementing flood mitigation strategies in the high-slope hills to the south and marshy areas to the northwest of the city where urban expansion is conflicting with ecological functions of the landscape. Use the Daraya-ye-Band-e-Amir Canal as an armature to build urban resilience through landscape strategies and address flood risk from the Marmols floodways in the south. Additionally, improving the overall social and economic well-being of vulnerable populations, such as IDPs and women, is an imperative for a healthy society. While Mazar-e-Sharif has taken great strides to reduce gender disparities, more work can be done to improve women’s economic well-being, representation, and educational opportunities by improving women’s markets and investing in women’s educational programs. Affordable housing should also be emphasized to support an influx of IDPs and other populations. Likewise, improvements to basic infrastructure such as drinking water, wastewater, and solid waste management should be promoted to build overall resilience. 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 Mazar-e-Sharif should leverage it’s history embedded in the Shrine of Hazrat Ali by establishing a heritage zone and promoting it as a civic and tourism hub. The city can boost it’s appeal by supporting and expanding the local network of handicrafts, silk, carpet-weaving, textiles, and other cultural production. While the historic urban fabric of Mazar-e-Sharif has largely disappeared, many important archaeological sites and monuments survive around Balkh, Khulm, and Tangi Shadian. To mitigate the threat that urban expansion poses to these sites, development regulations and historic preservation efforts should be invested in. Leverage the vision of the 1973 Master Plan to establish a city-wide network of green spaces and recreational facilities. This, as well as the tourism should leverage the landscape of the large deltaic plain at the confluence of the Band-e-Amir River and the Hindukush mountain range. 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 Mazar-e-Sharif is a key trade hub at the center of a larger regional network that connects Afghanistan to northern border countries of Uzbekistan, Turkmenistan, Tajikistan and others. Economic development should leverage the significant investment in trade infrastructure across the region, reinforce connections to Hairatan in the north, and concentrate industrial investment around the airport. Improvements to the value chain should focus on higher education to train specialists in support of the hydrocarbon and energy sectors as well as agriculture. More investment is also needed in agricultural processing facilities, cold storage, and marketing for regional agricultural specialties such as melons, oilseeds, pistachios, cashmere, and wool. 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

Mazar-e-Sharif Strategic Development Framework

Overview of Thematic Framework

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5.5

Goa l 2.3 Sup p socia ort inclu sive l dev elo for u nde pmen pop rserved t ulatio ns

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, Mazar-e-Sharif 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. 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: »

Mazar-e-Sharif Municipality and Balkh Provincial Government

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: »

Irrigation Canal Revitalization and Recreation Center focuses on improving a segment of the citywide greenbelt through recreational and resilience benefits that will spur private investment along the canal and adjacent neighborhoods.

Pilot Neighborhood Upgrading Projects includes green infrastructure, basic services, and other upgrades to catalyze development of mixed use areas and private investment nearby.

Blue Mosque Heritage District includes public space upgrades, traffic alleviation strategies, and amenities for local business development that will enhance the historic district as a cultural hub.

Investment in Primary Urban Corridors includes streetscape, infrastructure, and public space investments that will encourage private investment and commercial development.

Vocational Training Campus and Public Library will act as an anchor for transit-oriented development, strengthen key economic sectors, and facilitate employment opportunities.

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.

Mazar-e-Sharif Strategic Development Framework

Executive Summary

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

Mazar-e-Sharif 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

Mazar-e-Sharif Strategic Development Framework

Collaborative and Evidence-based 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.

(Top) City consultative workshop. Source: Utopians Planners. (Bottom) Critical themes working group at the city consultative workshop. Source: Utopians Planners.

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

Mazar-e-Sharif 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

Mazar-e-Sharif Strategic Development Framework

Introduction and Key Drivers

Strategic Planning in the City Region Mazar-e-Sharif City Profile Mazar-e-Sharif is a key regional hub connecting the interior of Afghanistan to key international trade routes through Uzbekistan and beyond. Developing as a twin city to Balkh, Mazar-e-Sharif has quickly outpaced it in terms of population growth. It is situated within the region as a key point between cities like Balkh, Kholm, and Sheberghan to Hairatan at the border of Uzbekistan. Mazar-e-Sharif is surrounded by a significant agricultural area occupying the alluvial fan of the Band-e-Amir and plays a key role as a central market for the region while providing 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 Mazar-e-Sharif and the region to accommodate a rapidly growing population and significant informal, unplanned growth at the periphery resulting in conversion of agricultural land to residential uses. Addressing the city and region’s challenges will be key for continued prosperity and balanced development throughout the region.

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City Region Context Source: UN Habitat 2015, FAO 2015

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Mazar-e-Sharif Strategic Development Framework

8 km

Hairatan

Balkh

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Kholm

Mazar-e-Sharif

National Boundary District Boundary

UZB TJ K

TKM

Municipal Boundary Nahia Boundary Roads

Mazar-e-Sharif

City Region Area Agricultural Areas Urban Areas Water (Floodplain)

PA K

(Right) Bakh province political geography Introduction and Key Drivers

City Planning History Mazar-e-Sharif City Profile Strategic Planning vs. the Master Plan Mazar-e-Sharif’s rapid growth has far outpaced its historic master plans as evidenced in the massive expansion of planned areas in the most recent master plan proposed by MUDL in 2019. Older plans date back to the 1949 master plan that established a degree of regularity to its development. This was followed up by the 1973 master plan that established a greenbelt and ring road armature. The SDF builds on some of these earlier conceptions, but responds to recent historic development trends. The eastward extension present in the 2019 master plan should be reinforced to facilitate development opportunities, but combined with compact development strategies to limit the sprawl that this armature might bring.

(Left) 1949 Master Plan of Mazar-eSharif.. Source: Mazar-e-Sharif Planning Report 2018

A western ‘green buffer’ strategy can reinforce compact development and eastward expansion

(Left) 1973 Mazare-Sharif Master Plan. Source: Mazar-e-Sharif Planning Report 2018

MUDL Proposed Master Plan Source: MUDL 2019

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Mazar-e-Sharif Strategic Development Framework

2 km

The eastward expansion should be reinforced with infrastructure provision and balanced by compact development strategies

Southern development should be managed and balanced with growth in other directions

Introduction and Key Drivers

Urban Growth Trends Mazar-e-Sharif City Profile Recent Urban Growth Trends

Balkh

Since the 1980s, Mazar-e-Sharif has grown significantly to be one of the region’s largest cities. Population growth has far outpaced older master plans. This has led to significant unplanned urban development outward and has recently extended along the eastern corridor where legal and illegal townships (shahrak) have facilitated growth. Continued expansion is expected to continue outward into ecologically vulnerable areas as well as causing conversion of agricultural lands in the west. The map on the right illustrates recent urban expansion between 2014 and 2018.

Expected Population Growth within Current Boundaries

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2M 1.6 M

1,300,000

1.2 M 710,000

0.8 M 0.4 M 0

830,000 454,000

2015

2020

2030

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

2040

2050

AACR annual growth rate: 2.90% CSO annual growth rate: 3.06%

Balkh

Historic Urban Expansion

River

Dehdadi 1984

1994

2004

2014

Pre-1984 Prior to 1970s, Mazar-e-Sharif’s development was centered around the Blue Mosque (Shrine of Hazrat Ali). The first major expansion was guided by the 1973 Mazar-e-Sharif Master Plan. This phase of growth largely adhered to the master plan, and Mazar-e-Sharif has a relatively high proportion of planned development. Expansion in the 1980s was predominately focused to the north. The city served as a stronghold for the Soviet military, and a major air force base was established to the east of the city. 1994

Further expansion towards the North carried on from the 1980s through the 1990s.

2004

Significant planned and unplanned developments emerged in all directions, notably in the east along the Kabul highway. The early 2000s saw the establishment of Balkh University’s new campus and residential townships east of the city.

2014

The city grew considerably from the early 2000s to 2014. Major expansions occurred in the south and the east through new residential township developments, notably the Khalid Ibn al-Walid in the south.

2018

Eastward expansion continued with establishment of new residential developments, IDP camps and industrial clusters along the Kabul highway.

C h i m ta l

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

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Mazar-e-Sharif Strategic Development Framework

2 km

A76 D8

D9 D2

D3 Nahr-e-Shahi

D4 D1

D10

Marmul

District Boundary

Agricultural Areas

Municipal Boundary

Forested Areas

Nahia Boundary

Built-up Areas 2014

Gozar Boundary

Built-up Area Increase by 2018

Roads

TKM

UZB

TJ K

Plotted Areas (2018) Water (Floodplain)

Mazar-e-Sharif

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

Regional Infrastructure and Trade Network Regional Dynamics and Planning Context Regional Trade and Commerce There is an important border crossing nearby at Hairatan (to Uzbekistan) to the North that is connected to Mazar-e-Sharif by rail. The Termez FEZ is just across the border from Hairatan. The nearby cities of Sheberghan, Maymana connect to a border crossing at Aghina (to Turkmenistan) to the West, while Kunduz, Pul-e-Khumri are located near a border crossing at Shir Khan Bandar (to Tajikistan) to the East. There are also cross-border hubs of Qarshi, Uzbekistan and Dushanbe, Tajikistan.

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

Transportation

Relevant National Sectoral Plans

There are several key transportation infrastructure corridors within ADB’s CAREC program that will bring road projects and other investments through CAREC corridors connecting Mazar-e-Sharif to the greater region. There is an Existing rail connection to the border crossing Hairatan (to Uzbekistan) to the North and Mazar-e-Sharif Airport and industrial zone.

» Transport Sector Master Plan 20172036 (MoPW, MoTCA, MRRD)

» National Infrastructure Plan 2017-2021 (MoPW, MoCI)

» National Railway Plan (ARA)

There is a proposal to establish a multimodal hub in Mazar-e-Sharif connecting the proposed rail network with a regional bus system. Local stations will connect Mazar-e-Sharif to settlements along the proposed rail corridor. There are also proposed improvements to be made to border crossing points and dry ports/logistics centers through a potential PPP framework. The future Five-Nation Rail Corridor (FNRC) and TurkmenistanAfghanistan-Tajikistan (TAT) links are under progress connecting Mazare-Sharif to Sheberghan, Maymana and border crossings at Aghina (to Turkmenistan) to the West, and border crossing Shir Khan Bandar (to Tajikistan) to the East.

Energy The majority of Mazar-e-Sharif’s power needs are supplied from Uzbekistan and the Northeast Power System to domestic power plants. Existing power sources include a fertilizer and power factory. A proposed CASA-1000 transmission line will cut across Pakistan, Afghanistan, and Tajikistan to the East of Mazar-e-Sharif, bringing additional power supply capacities to the region. 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

A feasibility study is underway for hydropower investments in the Kabul River Basin to the South. 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.

Mazar-e-Sharif Strategic Development Framework

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

Trading figures in 2011 (GoIRA 2015) with Uzbekistan: $732M USD

Trading figures in 2013 (GoIRA 2015) with Tajikistan: $87M USD U Z B E K I S TA N TA J I K I S TA N

Qarshi

Dushanbe T U R K M E N I S TA N

TAT Route

Hairatan

Termez FEZ

Aghina

Shir Khan Bandar Aqcha Carpet IP

Aadkhoy Carpet IP (Inactive)

FNRC Line

Kunduz

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Sheberghan

Fayzabad

Taloqan

Aibak

Sar-e-Pul Mazar-e-Sharif

Balkh IP3

Pul-e-Khumri

Shadian M

Maymana

rif ha -S y -e Hw ar ul az ab K

Amir Ali Sher Navayee

Bamyan

Qala-e-Naw

Bazarak

Charkar Kabul

Fayroz Koh

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 Industrial Zone

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

International Trade Context Source: AIMS/OSM 2019, ADB 2017

Proposed Pipeline Estimated 8-hour Drive

Population*

Type**

Mazar-e-Sharif

710,000

Regional Hub

Kunduz

260,000

Capital City

Sheberghan

170,000

Trading and Transit Hub

Maymana

136,000

Trading and Transit Hub

Pul-e-Khumri

200,000

Trading and Transit Hub

20,000

Port

Major Provincial Hubs

K YG

UZB

Airport/Airfield

Secondary Roads

IND CAREC Routes

Border Towns Hairatan

Cross-border Trade Hubs Qarshi, Uzbekistan

261,000

Regional Hub

Dushanbe, Uzbekistan

750,000

Capital City

*Population estimates for Afghan cities based on dwelling units and average household size. **Afghan city types based on GoIRA State of Afghan Cities 2015, provincial capital city typologies.

Introduction and Key Drivers

Regional Economic Resources and Urban Development Regional Dynamics and Planning Context Agriculture The province of Balkh is an agricultural and industrialbased province. Most of the cultivated land is located in the southern and central districts in close proximity to the fertile soils and water resources of the Balkh River. A 2011/12 survey indicates that 34.3% of Balkh’s population is engaged in agricultural practices, 24.9% in Services and about 17.1% in manufacturing. The agricultural sector consists of a mixed farming system with livestock, field crops and horticulture. Moderate winter temperatures allow for the intensive double cropping. In 2008, Balkh cultivated approximately 222,469 hectares of land, resulting in a total estimated crop production of 596,956 metric tons, which account to over 63 million USD. Most of the land was used to grow vegetables (33%), animal fodder (31%), fruit (20%), grain (16%) and some industrial crops (0.02%). Balkh also experiences large Kuchi Migrations, ranging from 50-10,000 in both the winter and summer seasons.

Relevant National Sectoral Plans » National Comprehensive Agriculture Development Priority Program 20162021 (MAIL) » National Infrastructure Plan 2017-2021 (MAIL) » Provincial Economic Profile (MoEc)

Balkh province grows the following cereal crops: wheat, barley; horticultural crops: melon, grapes, almond, pomegranate, vegetables like potato ; cash crops: cotton, flax, oilseeds; raises the following livestock: sheep, goats, poultry; and exports the following ag-livestock products: oil (soybean, safflower, canola), silk, pistachios. Among these, the most strategic agricultural value chains for Mazar-e-Sharif are oilseeds, melons, pistachios, and cashmere.

Extractive There are major copper prospects located in the Balkhab District. There are also major coal, oil, and gas prospects including existing pipelines connected to Turkmenistan, Uzbekistan, and Tajikistan. There has been a recent expansion of Mazar-e-Sharif fertilizer and power factory’s operational capacity. Other key infrastructure includes existing pipelines from Sheberghan oil and gas fields run to Mazar-e-Sharif and existing railway links regional airport to Hairatan where storage facilities and border crossing is located.

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

Mazar-e-Sharif 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

U Z B E K I S TA N TA J I K I S TA N

T U R K M E N I S TA N

Mazar-e-Sharif

Regional Agricultural Resources

Water Body Irrigated Agriculture

Source: FAO 2015, OSM 2018

Rainfed Agriculture Rangeland

100 km

Urban Areas

N UZB

TKM

TJ K

Mazar-e-Sharif A B

D IRN

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

PA K IND

Mineral Districts Source: USGS 2016 Introduction and Key Drivers

Regional Environment and Natural Resources Regional Dynamics and Planning Context Water There are several proposed projects for water resource management in Balkh province and Balkhab river including the Tangi Shadyan irrigation and hydropower project, Upper Amu irrigation and hydropower project, Gazak dam, and Balkh irrigation schemes.

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

Sub-basins have been identified for strategic basin planning to manage Mazar-e-Sharif’s water resources for urban, agriculture, and mining demands. These include the Balkhab, Khulm, and Sari Pul. 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 Mazar-e-Sharif and its strategic sub-basin group (Balkh-Khulm-Sar Pul) have the following eco-regions: Badghyz and Karabil Semi-Desert (target ecoregion for protection), Afghan Mountains Semi-Desert, Paropamisus Xeric Woodlands, and Ghorat-Hazarajat Alpine Meadow (target ecoregion for protection). Important protected areas of Ajar Valley Wildlife Reserve and the Band-i-Amir National Park are within Mazar-e-Sharif’s sub-basin group. Mazar-e-Sharif is also located within and near places ranked “very high” as conservation priority zones for potential new sites for protection and further scientific research in biodiversity.

Environmental Risk Balkh province faces drought risk (with moderate social impact and moderate GDP impact), earthquake risk (with high social and GDP impact), as well as low flood and landslide risk. Between 500-750,000 people are exposed to drought risk in Khost province and potential agricultural losses from drought are between $0.5M-100M USD. Critical assets exposed to earthquake risk in Balkh province include Roads (90-95%), Energy (80-100%), Healthcare (90-95%), and Education (80-95%).

Mazar-e-Sharif Strategic Development Framework

Relevant National Sectoral Plans » National Biodiversity Strategy and Action Plan 2014-2017 (NEPA) » Identifying Priority Zones for a Protected Area Network in Afghanistan (WCS, 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)

U Z B E K I S TA N

T U R K M E N I S TA N

Mazar-e-Sharif

lkh

r ve

Band-e Amir

Watershed to Mazar-e-Sharif

Harirod-Murghan Basin Hydrology Context

Water Body Agriculture Area

Source: USGS 2006, Favre and Golam 2004

Forest Area Rangeland Area

100 km

Urban Area

TKM

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

Mazar-e-Sharif

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 IND

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

Mazar-e-Sharif Urban Extension Source: Digital Globe Satellite Imagery 2019

Mazar-e-Sharif Strategic Development Framework

Introduction and Key Drivers

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 cross-border larger trade networks that have established the city as a key major hub for Afghanistan throughout history. Strengthening these regional and crossborder 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.

Mazar-e-Sharif 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 Solid Waste Management 2 Protection of Cultural and Historic Monuments 3 Natural Resource Management and Economic Development 4 Environmental Conservation 5 Build Law Enforcement and Democratic Institutions 6 Foster Industrial Development

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 TUTAP 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 crossborder 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

Population and Demographic Trends Key Drivers

Balkh

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.

Balkh

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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. 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.

Balkh

River

Dehdadi

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

C h i m ta l

85+

Male

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%

Mazar-e-Sharif Strategic Development Framework

10%

4 km N

A76 D8

D9 D2

D3 Nahr-e-Shahi

D4 D1

D10

Mazar-e-Sharif

Marmul

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

National Boundary District Boundary

TKM

UZB

TJ K

Municipal Boundary Nahia Boundary

20-29

Roads

10-19

Agricultural Areas

1 -9

Urban Areas Water (Floodplain)

Mazar-e-Sharif

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

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.

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Survey Results on Migration and Residency Source: Household Surveys

“Where are you originally from?”

20%

40%

60%

80%

100%

20%

40%

60%

80%

100%

20%

40%

60%

80%

100%

C h i m ta l

From this city From a district of this province From a neighboring province Other provinces Do not know

“Would you consider yourself from any of these categories?” IDP Returnee Economic Migrant None of the above Do not know

“Are you a permanent resident of this city?” Yes No

IDPs and Returnees in Balkh Province 2012 to 2018 Sources: IOM Displacement Tracking Matrix 2018; UN Habitat SOAC 2015; UN Habitat Atlas of Afghan City Regions 2016 Mazar-e-Sharif

120k

Balkh

100k

Other

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

80k 60k 40k 20k 0

Returnees

IDP Arrivals

Mazar-e-Sharif Strategic Development Framework

Fled IDPs

4 km N

Mawlana Jalaludin

Ba lkh

Balkh 500 (est.)

Nahri Shahi 3,900 (est.) Qaleen Bafan

A76

Nahr -e-Shahi

Mazar-e-Sharif 2,100 (est.)

Chimtal 700 (est.) D ehdadi

M armul

Dihdadi 10,300 (est.)

Net IDP Gain/Loss > 5,000

National Boundary District Boundary

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)

UZB TKM

TJ K

Mazar-e-Sharif

PA K

(Right) IDP Migration to Mazar-eSharif. Source: OCHR August 2019 Introduction and Key Drivers

Regional Connectivity and Economic Development Opportunities Key Drivers Agriculture sector human capital, infrastructure, and value chains Agriculture is the foundation of Afghanistan’s economy. Mazar-e-Sharif attracts agricultural products from many neighboring provinces. Regional agricultural specialties include melons, oilseeds, pistachios, cashmere, and wool. Other niche traditional sectors like handicrafts and silk are being revived. However, there is a lack of cold storage, processing and packaging facilities, and markets for the expanding population.

AH76 to Herat

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Domestic production and consumption There is currently a heavy reliance on imported material from border countries. Afghanistan will need to develop its own capacities to produce and consume its own commodities. Within Mazar-e-Sharif, there is a lack of significant domestic production and a dependency on imported goods.

Regional connectivity and the implementation of the TUTAP corridor Cross-border trade and regional connectivity are major drivers of economic growth. The implementation of the TUTAP project will bring added economic opportunities to the city. High quality regional road connections with Kabul, Herat, and Uzbekistan facilitate trade connections by truck. Proximity to three trading partners Turkmenistan, Uzbekistan, and Tajikistan. Hairatan border crossing has storage facilities and railway links. The TAT rail route connecting to Uzbekistan and the proposed FNRC line connecting to Herat will greatly improve regional connectivity. Mazar’s proximity to the border town of Hairatan with strong logistical facilities reduces the need for extensive logistics and releases land for more productive industrial investments.

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. Mazar-e-Sharif has fertilizer and power plants to the West, pipelines from the Sheberghan oil and gas fields, and proposed international transmission lines that will improve the potential for hydrocarbon and chemical industries. Regional mineral resources also include those that support industrial, mining, and construction sectors.

Access to training and job opportunities

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

Jobs are one of the most important aspects of an economic development that a city must focus on. In Mazar-e-Sharif, there is a clear need and demand for public libraries and vocational training. A shortage of schools, lack of facilities for teaching and research makes it difficult to accommodate the population. 0 II

Mazar-e-Sharif Strategic Development Framework

4 km N

Hairatan A62 to Uzbekistan

Potential Rail Option Balkh

A76

Kholm Civil Airport

Potential Rail Option

Mazar-e-Sharif

AH76 to Kabul

District Boundary Municipal Boundary

TKM

UZB

TJ K

Major Road Primary Road Secondary Road Existing Railway Planned Railway 1-Hour Drive

Mazar-e-Sharif

2-Hour Drive Agricultural Areas Urban Areas Water (Floodplain)

Introduction and Key Drivers

History and Cultural Heritage Key Drivers Mazar-e-Sharif developed around a shrine established in the 15th century. Since then, it has become the major urban center of northern Afghanistan, eclipsing the ancient settlement of Balkh to its west. While the historic urban fabric of Mazar-eSharif has largely disappeared, many important archaeological sites and monuments survive around Balkh. At the heart of Mazar-e-Sharif, the provincial capital of Balkh, stands a shrine associated with Ali ibn Talib, son-in-law of the prophet Muhammed. It is the focus of the popular spring festival of Gul-e-Surkh that marks the Persian New Year (21st March). Some 20 kilometres west of Mazar-e Sharif are traces of the settlement of Bactra (present-day Balkh) that dates from around 2,000 BC and was a center of the Achaemenid empire before occupation by Alexander the Great in around 327 BC. Subsequently controlled by a succession of nomadic groups, Bactra became a key urban center for the Kushans, who ruled the region from the 1st to 3rd centuries AD. Many of the surviving Buddhist sites around Balkh date from this era, as well as from the Muslim dynasties that prevailed after the early 8th century AD, when Balkh was a center of commerce, learning and culture until its destruction in 1220 by the Mongols. The city recovered sufficiently to be an important center for trade under Timurid rule in the 15th century, after which the region was contested between local power brokers until being incorporated into Afghanistan in 1850. Its significance as a trading hub with Russia (and subsequently the USSR) persisted through the 20th century, and between 1978-89 the Soviets maintained a significant military presence in the area. Since 2002, Mazar-e-Sharif has been an important base for NATO forces and has grown significantly.

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. Mazar-e-Sharif historically developed around the iconic Hazrat Ali mosque that attracts tourists and pilgrims from all over Afghanistan. The historic fabric of the city has largely disappeared or is threatened by unplanned development. Some monuments have been partially restored. Balkh City is a great heritage site of interest for tourists. Given the close proximity, both cities share important cultural heritage monuments, some of which are spread across agricultural lands that may be opportunities for the promotion of rural tourism. (Top) Blue Mosque. Source: ATR, Jolyon Leslie (Bottom Left) Khulm. Source: ATR, Jolyon Leslie (Bottom Right) Bala Hissar. Source: ATR, Jolyon Leslie

Mazar-e-Sharif Strategic Development Framework

Introduction and Key Drivers

Municipal Planning and Governance Key Drivers

Balkh

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. In Mazar-e-Sharif, there is urban planning expertise in the municipality. There is also a strong, functioning public works and parks department. However, there has been issues with implementing the most recent master plan. There are also implementation issues related to detailed urban plans. A lack of clarity or roles and responsibilities across government and other organizations may further complicate infrastructure provision and effective planning. There is currently little coordination among public institutions to implement developmental projects. Intervention of powerful and influential figures, corruption, and issues with the enforcement of rule of law complicate this situation further.

A76

Municipal revenue generation 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.

Balkh

River

Representation and empowerment of women 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 Mazar-e-Sharif, there is a general lack of women in decision-making roles.

Dehdadi

Urban sprawl, land management, and land use conflicts

C h i m ta l

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 Mazar-e-Sharif, urban expansion to the West is encroaching on marshy lands and agriculture. Southern urban expansion is also encroaching into run-off channels with slopes that are vulnerable to flash flooding.

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 Mazar-e-Sharif, residents are generally familiar with municipal institutions, especially the wakil-e-gozar and the head of the nahia. The CDCs and the municipal advisory board are still little known and there is a low participation rate in the CDC elections, with women participating significantly less than men.

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

0 II

Mazar-e-Sharif Strategic Development Framework

2 km

A76 D8

D9 D2

D3 Nahr-e-Shahi

D4 D1

D10

Marmul

Total

District Boundary

Area (ha)

Area (% of total)

Residential

2,950

46.9%

Commercial

212

3.4%

Institutional

219

3.5%

Agriculture Rain-fed

Industrial

181

2.9%

Agriculture Special

Utilities and Other

1,579

25.1%

Barren

Parks and Open Space

0.7%

Sand

Agriculture (Irrigated)

501

8.0%

Other

600

9.5%

6,283

100.0%

Land Use

*Areas calculated within the 2019 municipal boundary

UZB

Municipal Boundary

TJ K

TKM

Nahia Boundary Roads

Mazar-e-Sharif

PA K

Forest and Shrub Rangeland Water (Floodplain)

(Right) Bakh province political geography Introduction and Key Drivers

Health, Education, and Livability Key Drivers Safety and security Establishing a safe and secure environment is the foundation for many activities including economic growth. Providing safe spaces for people to socialize and interact is a core benefit of urban life. In Mazar-e-Sharif, women’s sexual harassment and insecurity is a persistent issue. Mazare-Sharif is known as a very liberal city and locals are against the idea of segregation between men and women.

Access to open space Green and open spaces are important to increase the livability of a city by providing recreational amenities for a wide range of demographic groups. In Mazar-e-Sharif, people generally have limited access to places for social interactions. As the city develops outward, care must be taken to improve access to public spaces across the city.

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 Mazar-e-Sharif, as in other cities, waste management is a major problem. Lack of a proper wastewater system. Almost every household uses septic tanks with few using pit latrines. Sludge from septic tanks is dumped in the northern and Eastern part of the city. Concern over agricultural pollution due to sludge dumping. Only 70% of the city benefits from solid waste collection. Currently, there is solid waste management infrastructure in the East, which creates long routes for waste trucks that contaminate the city and create heavy traffic. Around half of residents dispose of their solid waste through an organized system (private or public). Air pollution is also a key environmental threat in Mazar with the major sources being vehicle emission and traffic congestion. Pollution goes high mostly during winter time in the city when residents burn plastic and coal for heating. Wind sometimes moves from the East to the West, carrying foul smells towards the city center. An existing landfill is welllocated with little impact on groundwater contamination and has capacity for next 20 years. A significant majority of residents have their own flushed toilet and septic tank.

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. Mazar-e-Sharif has some women-only schools, and female literacy and enrollment rates are higher than the national average. Balkh University has 42% women enrollment. Many children are also not enrolled in school.

(Top Left) Vendors on the street. Source: ATR, Jolyon Leslie (Top Right) Street-working children. Source: ATR, Jolyon Leslie (Middle Right) Children near Mosque . Source: ATR (Bottom Left) Open space near Blue Mosque. Source: Utopians Planners (Bottom Right) Recent canal development. Source: Utopians Planners

Mazar-e-Sharif Strategic Development Framework

Introduction and Key Drivers

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 Mazare-Sharif, there is a major constraint on availability of land and affordable housing. The influx of migrants, IDPs, and returnees places constraints on housing and amenity provision. Many in the displaced community fear eviction and displacement due to land acquisition, and must deal with a lack of affordable options for housing.

A76

Availability and sustainability of power infrastructure

Balkh

As the city develops and its economy grows increasingly diverse, the availability of sustainable power infrastructure will be essential. The majority of power in Mazar-e-Sharif is imported from Uzbekistan and Turkmenistan with a high electricity connection rate of around 90%, however there is a lack of street lighting across the city.

Mobility and transportation 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 Mazar-e-Sharif, the city’s outer ring road is still unpaved and has led to regional traffic to pass through the city center, causing significant congestion. About 75% of roads are in need of repair creating unsafe driving conditions. A very small number of public transit buses lead most households to rely on shared taxis to get around. The areas of urban expansion Eastern and Northern expansions lack an integrated mobility and infrastructure plan. Public transport is non-existent, while solutions provided by the private sector are too expensive, unreliable, and crowded. People thus prefer walking or cycling (mostly men) and take shared taxis when necessary. Transportation challenges are reflected in the fact that many residents almost never go to parks (even though there are some parks in Mazar or right outside the city). Access to health centers is also challenging. The absence of a proper maintenance system has subsequently greatly affected the reliability of roads, causing road-defects.

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. Mazar-e-Sharif has two drinking water supply networks with one in need of repair. There are wells to pump drinking water outside of the urban area but groundwater pollution is still an issue. Water scarcity is an issue for many residents, with some facing water shortage on a daily basis.

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

0 II

Mazar-e-Sharif Strategic Development Framework

2 km

Current Municipal Boundary (2019)

Balkh University New Campus

A76 D8

D9 D2

D4 D1

D10

Residential Type Breakdown Area (ha)

Area (% of total)

Irregular Houses

1,154

38.6%

IDP Camps

0.4%

Mixed-use Apartments

0.1%

Apartments

1.0%

Regular Houses

1,791

59.9%

2,990

100.0%

Land Use

Total

Source: UN Habitat Land Use Data 2015 *Areas calculated within the 2019 municipal boundary

Agriculture Settlements (Outside Municipal Boundary) Hillside Agriculture Settlements

District Boundary Municipal Boundary Nahia Boundary

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

Introduction and Key Drivers

Landscape Assets and Regional Resilience

Desert

Key Drivers 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. Mazar-e-Sharif has moderate drought risk and is highly vulnerable to earthquake risk. Flood risk is localized to high-slope hills to the South and marshy areas to the West of the city. Expansion to the South is encroaching into run-off channels with slopes that are vulnerable to flash flooding. Mazar-e-Sharif encounters a lot of floods throughout the year due to the limited flood capacity of existing waterways. A lack of executive authorities, adequate budgets, equipment, facilities, and legal enforcement makes devising effective hazard mitigation efforts challenging.

Darya-yeBand-e-Amir

Balkh

River

Environmental and landscape assets Mazar-e-Sharif lies within a large deltaic plain at the confluence of the Band-e-Amir River and has strong connections to its landscape. The river demarcates a boundary between fertile soils covered with rainfed or irrigated agriculture to the North and barren drylands to the South. The cold steppe climate with hot summer (39°C average high in July) and cold winter (-2.1°C average low in January) months provide little rainfall, and reinforces the city’s dependency on surface and subsurface water that are carried in with the river. Mazar-e-Sharif features a number of green open spaces, which provide urban residents with opportunities for passive and active recreation. Anchored by the Blue Mosque at the heart of the city, most major open spaces are connected to the strong north-south and east-west corridor network. Agricultural fields are interspersed with the city fabric, which makes for a fluid transition between urban and rural landscapes. The city is framed by two major regional landscape typologies. To the North, a vast linear desert corridor with sand dunes follows the Amu Darya River. This desert is the source for salt and dust particles in the city that have negative health implications. To the South, the Hindu-Kush mountain range provides the city with water and a retreat to cooler temperatures especially during the summer heat. In addition, several provincially and nationally important cultural landmarks are within a two hour drive from the city and provide opportunities for leisure and recreation. The interplay of these dynamic landscapes are critical for the city’s social and economic assets. Strategies to maintain sufficient water resources, increase the city’s air quality, provide a micro-climate for active and passive recreation, and address issues of pollution may include the development of a green belt program along the desert boundary, the development of an integrated watershed management plan with designated areas for preservation, reforestation and activation of recreational spaces. Strategies could also include the construction of decentralized drinking water infrastructure, reservoirs in areas protected from degradation and pollution.

Mazar-e-Sharif Strategic Development Framework

Agricultural Valley

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

8 km

Amu D

arya

Desert

Ancient Balk Archaeological Site

Qala i Jangi Fort Bagh-i-Johan Noma Garden

Shrine of Hazrat Ali

Mazar Mountains

Tangi Tashqurghan

Sayyad Valley

Image: Rolling Hills of Whakan

Image: Mazar Mountain Valley

Major Roads

Built-up Area

National Boundary

Agriculture Irrigated

Provincial Boundary

Agriculture Rain-fed

District Boundary

Agriculture Special

Municipal Boundary

Barren

Archaeological Sites

Sand

TKM

UZB

TJ K

Forest and Shrub Rangeland Water (Floodplain)

Mazar-e-Sharif

(Right) Herat province land cover Introduction and Key Drivers

STRATEGIC DEVELOPMENT FRAMEWORK

Mazar-e-Sharif, Balkh Province Source: Sentinel 2018

Bala Hissar

BALKH

A76

DEHDADI

Balkh

III.4

Qala-e Jangi

River

Mazar-e-Sharif Strategic Development Framework

A62

Balkh University New Campus

A76

NAHR-E-SHAHI

D3 Martyr

Masoo

Mazar-e-Sharif International Airport

D4 D1

D6 D10

Kantinarha Rd

D5 Shadian Rd

MARMUL

0.5 1 km

Strategic Framework

III.5

III.6

Mazar-e-Sharif 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

Baseline Critical Themes

Household Surveys Focus Group Discussions (FGDs)

Current Reports, Policies, and Laws

1 Urban Growth and Development Strategy for the 21st Century

Planning & Governance Basic Services & Infrastructure

Population & Demographic Trends

Key Informant Interviews (KIIs) Spatial and Statistical Data

3 Synthesis of Critical Themes for the Strategic Framework

3 Heritage, Cultural Landscape, and Tourism

People Cultural Heritage & Institutions

Environment & Resilience Economy & Livelihood Dynamics

2 Resilient Communities

4 Livelihoods and the Agricultural Economy 5 Inclusive Planning and Governance

Constructing the Strategic Framework 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. 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. 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.7

Regional Urbanization Framework Strategic Policy Guidelines Key Regional and Citywide Nodes City Region Urbanization Guidelines provides an illustration of 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

Strategic Objective Alignment

Urban Core Nodes

4.2.2 Strengthen local commerce, industry, and the labor market

Pursue economic development and urban densfication 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.

3.1.1 Invest in the preservation of remnants of Nagahara and the preservation of key heritage sites

A76

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 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.

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 women 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 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.

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 provsion, and work to improve the shared area of urbanization to manage land use conficts 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.

III.8

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

Regional Urbanization Framework Nodes

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

Mazar-e-Sharif Strategic Development Framework

4 km N

Hairatan

Balkh

A76

Kholm Civil Airport Mazar-e-Sharif

District Boundary

Planned Railway Network

Municipal Boundary

Agricultural Areas

Major Roads

Urban Areas

Primary Roads

Water (Floodplain)

National Boundary

TKM

UZB

TJ K

Mazar-e-Sharif

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

III.9

Preliminary Spatial Framework 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 highslopes 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.

Moderate Mitigation Identify existing built-up areas within confirmed aquifer recharge capacities. Establish mitigation standards and implement strategies to mitigate pollution and allow for water infiltration.

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

A76

2.1.1 Leverage the Kunar River to secure sustainable drinking water supply 5.4.1 Establish landscape and natural resource planning standards

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.

5.4.2 Develop integrated regional natural resource management capacities

B Ba

lkh

Riv

5.4.2 Develop integrated regional natural resource management capacities

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

Development Control

1.2.3 Structure and integrate areas for urban expansion

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

1.2.1 Develop integrated corridor networks

Greenbelt Buffer

4.3.2 Improve organizational and knowledge-based inputs for agriculture

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

Protect agricultural land between Mazar and Balkh

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

Spatial Framework Plan See methodology in Appendix

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

Mazar-e-Sharif Strategic Development Framework

2 km

Protect aquifer and wetlands leapfrog C Avoid development along highways

A76 D8

D9 D2

Protect ecological corridor along canals

D10

Mitigate flooding coming from the south

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 Mazar-e-Sharif is projected to grow by approximately 150%. While estimates of the existing population vary, the city should anticipate between 600,000 and 1 million new residents. 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. The existing city is very compact, with little room for infill development within the municipal boundary. A significant amount of expansion is expected in all directions, threatening ecologically sensitive areas in the North and West (A.1 and B.1), while growth to the East faces the risk of sprawl and leapfrog development along the highway (C.1).

Guiding growth with planning controls

Growth Development Strategies

The planned urban expansion scenario illustrates how the addition of potential high density development strategies could guide growth away from ecologically sensitive areas, and focus growth in emerging nodes. With sprawl to the North and West threatening natural ecosystems and agriculture land (A.1 and B.1), the addition of development strategies guides future integrated development and growth towards the East (C.2). The densification of areas around key nodes and corridors means that less urban area is required to accommodate the projected population within the projected time frame. This is depicted in the planned urban expansion scenario by the shrinkage of required urban area in the next 20 years compared to the unplanned urban expansion scenario. Within the next 10 years, high density growth along the Northern corridor delays growth into sensitive wetlands and the aquifer (A.1 vs A.2). Growth to the West is also delayed, encouraging preservation of agricultural land and an ecological corridor (B.1 vs B.2).

2.0 M

Increased Density (max. density multiplier of 0.2) Primary Urban Corridors Secondary Urban Corridors Future BRT Nodes

SDF annual growth rate: 3.06% Projected growth range: 670,000 to 1 million

1.6 M 1,300,000

1.4 M 1.2 M 1.0 M

830,000

0.8 M 0.6 M 0.4 M 0.2 M

III.12

High Density Growth Development Strategies

CSO annual growth rate: 3.06%

1.8 M

Mobility Corridors

2010

2020

2030

2040

Mazar-e-Sharif Strategic Development Framework

2050

A.1 Unplanned sprawl threatening wetlands and aquifer

Leapfrog development along highway

C.1

A76

B.1 Risk of sprawl into agriculture land

Shrinking ecological corridor

1. Unplanned Urban Expansion Scenario

High density growth along corridor preserves wetlands & aquifer

A.2

C.2

A76

B.2

High density growth along corridor towards the East

A76

Reduced and delayed risk of sprawl into agriculture land Integration of townships to the city center

Preserved ecological corridor

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 Strategy Regional Connection

A76

Mazar-e-Sharif is one of the most dense and compact cities in the region, structured by the largely successful implementation of the major thoroughfares and ring roads proposed by the city’s original Master Plan. With investment in infrastructure, greenways and urban amenities, along with guidelines to preserve the fabric around the Blue Mosque, central Mazare-Sharif represents significant potential for infill and higher density redevelopment. Investment in a series of urban nodes at the edges of the urban core, as well as improvements to the second and third ring roads will help to redirect through traffic and decentralize the city’s commercial base, decreasing congestion.

Mazar-e-Sharif Strategic Development Framework

Customary Urbanization

iver lkh R

l Infil ent lopm deve

Civic/ C Co

ome l Pr

a Can

e grat Inte ship n Tow

Hillside Protecti

Urban Expansion Scenario See methodology in Appendix

0 III.14

ry oma Cust ization n Urba

al ogic l o c E elt & rridor B g A Co

To the west, customary urbanization should be carefully managed to preserve an ecological corridor and greenbelt along Mazar’s historic canal. While there is room for some structured expansion south of this canal, strategies to support high-value agriculture and preserve cultural heritage landmarks should be emphasized in the areas between Mazar-e-Sharif and Balkh City. To the north, customary development should also be carefully managed in order to protect wetlands and aquifer recharge zones. New townships west of Mazar-e-Sharif along the A-76 highways represent the greatest opportunity to accommodate the region’s growing population. While many townships have already developed some distance away from the existing built-up area, compact and incremental growth should be promoted with a particular emphasis on creating a new urban node between the new Balkh University campus and airport. The existing highway should be upgraded to function as an urban corridor, designed for transit and providing the public realm and infrastructure needed to support dense urban development.

nd Wetla tion a Agric v r ulture/Heritage Prese

The relocation of Balkh University east of the existing city, along with the completion of a rail line running north towards Uzbekistan, and the potential for new development and industry around the airport will be key drivers of eastward urban expansion. The continued development of new planned townships to the east of the existing city represent the most significant opportunity to accommodate the new population anticipated over the coming decades. The establishment of a north-south corridor to connect recent development north and south of Mazar’s ring road and provide an underlying structure for investment in infrastructure and urban amenities. The land between Mazar-e-Sharif and Balkh City should be promoted for high value agriculture, and customary development should be carefully managed.

o cti e t Pro

2 km

on Structure Expansion

ial Commerc r o id rr o

or t d i r r Co men p o l e edev

R A76

e grat Inte ship n Tow

e ctur n u r t S io ans Exp

l rcia mme o C / Civic Corridor

e e ctur Stru nsion a Exp

e ctur n u r t S io ans Exp

Linear Park

Corridor t Redevelopmen

uif er R ech arg

Historic Core D6

ade

k Par

Corridor Redevelopment

Linear Park

Corridor Redevelopment

D10

Integrate Township

id s l l Hi

ctio e t o Pr

ion

Upgrade Organic

Major Transit Nodes

Connect Township

Primary Mobility Corridor

Structure Expansion

Secondary Corridor

Customary Urbanization

Proposed Corridor

Redevelopment along primary corridor

Redevelopment along Secondary corridor

Strategic Framework

III.15

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 20

Urban growth and development for the 21st century

THEME 2, PAGE 56

Resilient Communities III.16

Mazar-e-Sharif Strategic Development Framework

THEME 3, PAGE 104

Heritage, Cultural, Landscape and Tourism

THEME 4, PAGE 130

Livelihood and agricultural economy

THEME 5, PAGE 162

Inclusive planning and governance Strategic Framework

III.17

SDF THEMES

Brief Summary

THEME 1

Urban growth and development for the 21st century As Mazar-e-Sharif continues to see urban expansion outward in semi-structured and informal areas, the flat terrain around the city will continue to support outward sprawl. Planning should reinforce the city center and promote sustainable development along the eastward corridor extending from Martyr Masood Boulevard where industrial and infrastructure investment opportunities are prime. Strengthening and densifying the ring roads and other corridors like Shadian Road will help to reduce sprawl and can support the decentralization of commerce and amenities from the city center. The development of mixed-use nodes should be promoted that can activate socio-economic activities, particularly near the new Balkh University campus and the airport. Agricultural areas in the west, wetlands in the north, adn hillsides in the south should be protected from development expansion while the development of townships in the east should include a mix of uses and densities in coordination with transit investments such as a bus-rapid-transit (BRT) network and other mobility options. 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 The city should focus on implementing flood mitigation strategies in the high-slope hills to the south and marshy areas to the northwest of the city where urban expansion is conflicting with ecological functions of the landscape. Use the Daraya-ye-Band-e-Amir Canal as an armature to build urban resilience through landscape strategies and address flood risk from the Marmols floodways in the south. Additionally, improving the overall social and economic well-being of vulnerable populations, such as IDPs and women, is an imperative for a healthy society. While Mazar-e-Sharif has taken great strides to reduce gender disparities, more work can be done to improve women’s economic well-being, representation, and educational opportunities by improving women’s markets and investing in women’s educational programs. Affordable housing should also be emphasized to support an influx of IDPs and other populations. Likewise, improvements to basic infrastructure such as drinking water, wastewater, and solid waste management should be promoted to build overall resilience. 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.18

Mazar-e-Sharif Strategic Development Framework

THEME 3,

Heritage, Cultural, Landscape and Tourism Mazar-e-Sharif should leverage it’s history embedded in the Shrine of Hazrat Ali by establishing a heritage zone and promoting it as a civic and tourism hub. The city can boost it’s appeal by supporting and expanding the local network of handicrafts, silk, carpet-weaving, textiles, and other cultural production. While the historic urban fabric of Mazar-e-Sharif has largely disappeared, many important archaeological sites and monuments survive around Balkh, Khulm, and Tangi Shadian. To mitigate the threat that urban expansion poses to these sites, development regulations and historic preservation efforts should be invested in. Leverage the vision of the 1973 Master Plan to establish a city-wide network of green spaces and recreational facilities. This, as well as the tourism should leverage the landscape of the large deltaic plain at the confluence of the Band-e-Amir River and the Hindukush mountain range. 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 Mazar-e-Sharif is a key trade hub at the center of a larger regional network that connects Afghanistan to northern border countries of Uzbekistan, Turkmenistan, Tajikistan and others. Economic development should leverage the significant investment in trade infrastructure across the region, reinforce connections to Hairatan in the north, and concentrate industrial investment around the airport. Improvements to the value chain should focus on higher education to train specialists in support of the hydrocarbon and energy sectors as well as agriculture. More investment is also needed in agricultural processing facilities, cold storage, and marketing for regional agricultural specialties such as melons, oilseeds, pistachios, cashmere, and wool. 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

THEME 5

Inclusive planning and governance To address the critical challenges of economic development and urban management, Mazar-e-Sharif 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. 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.19

III.20

Mazar-e-Sharif Strategic Development Framework

Theme One

A URBAN GROWTH AND DEVELOPMENT STRATEGY FOR THE 21ST CENTURY

Strategic Framework

III.21

VISION STATEMENT

Urban growth and development strategy for the 21st century

III.22

Mazar-e-Sharif Strategic Development Framework

> Strengthening the compact city development to provide a framework for strategic investment > Growing to the east to build on infrastructure , commercial nodes and industrial networks to structure expansion > Protecting the west and reinforce the connection to Balkh to drive synergistic growth

Establishing this vision for Mazar-e-Sharif 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.23

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.24

Mazar-e-Sharif 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.25

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.26

Mazar-e-Sharif 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

tor kS

r we

n Tru

ar nit

er ew

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.27

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 corridors like Martyr Masood, Shadian Road and the Ring Road corridors is one of the most effective methods for Municipalities to manage and encourage the distribution of mixed use development. Strategic Objectives for Goal 1.1

Related Key Drivers · Regional connectivity

1.1.1

1.1.2

1.1.3

1.1.4

Establish the outer ring road as a key connective armature and a high density development corridor Establish Shadian Road as a development corridor in order to integrate urban expansion areas Reinforce Martyr Masood as the main development corridor on the east

Related National Plans and Program · Transport Sector Master Plan 2017-2036 · Information and Communications Technology Sector Plans · National Infrastructure Plan 2017-2021 · National Railway Plan

Establish a new bypass road in order to improve regional connectivity and decongest the city center

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 (Right) View of Mazar-e-Sharif city center main avenue. Source: Consulate General Germany, Robert Klinke

III.28

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

III.29

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.1

Establish the outer ring road as a key connective armature and Kantinarha Road as high density development corridor Mazar-e-Sharif is one of the most dense and compact cities in the region, structured by the largely successful implementation of the major thoroughfares and ring roads proposed by the city’s original Master Plan. With investment in infrastructure, greenways and urban amenities, along with guidelines to preserve the fabric around the Blue Mosque, central Mazar-e-Sharif contains significant potential for infill and higher density redevelopment. Investment in a series of urban nodes at the edges of the urban core, as well as improvements to the second and third ring roads will help to redirect through traffic and decentralize the city’s commercial base, decreasing congestion.

Associated Projects and Programs ·

Establish alignment and roadway for northern and eastern portions of ring road

Kantinarha Road Improvements and Extension

Green boulevard design and implementation

Identify and develop TOD nodes

Related Entities Municipality, MoTCA

STRATEGIC OBJECTIVE 1.1.2

Establish Shadian Road as a Development Corridor in order to integrate urban expansion areas While the emphasis on future growth is to the east, the most significant recent urban expansion has been to the south. In 2010, the area south of Daraya-ye-Band-e-Amir Chanal was simply laid out as a street grid for new development along Shadian Road. In the decade since then, these districts have been almost fully built-out as residential neighborhoods. In order to fully realize and leverage public investment, Mazar-e-Sharif must invest in developing Shadian Road as a transit corridor and encourage mixed use development. The area is highly suitable for creating urban density, with a consistent urban grid and a direct connection to both Central Mazar and the airport. In addition to developing Shadian Road as an urban corridor, it will also be important to invest in resilient infrastructure and urban amenities for the adjacent neighborhoods. Some of these new neighborhoods are well served. Other areas, particularly to the west of Shadian Road are flood prone and are in need of investment in infrastructure and municipal services.

III.30

Mazar-e-Sharif Strategic Development Framework

Associated Projects and Programs ·

Complete Street Road Implementation on Shadian Road

Future Railroad for Passengers Hub

TOD nodes of development policy guidelines

Related Entities Municipality

TA J I K I S TA N

U Z B E K I S TA N TAT Route Afghanistan’s first rail link

Mazar-e-Sharif

Kabul Strategic Framework

III.31

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.3

Reinforce Martyr Masood as the main development corridor on the east The relocation of Balkh University east of the existing city, along with the completion of a rail line running north towards Uzbekistan, and the potential for new development and industry around the airport will be key drivers of eastward urban expansion. The continued development of new planned townships to the east of the existing city represent the most significant opportunity to accommodate the new population anticipated over the coming decades. The establishment of a north-south corridor will connect recent development north and south of Mazar’s ring road and provide an underlying structure for investment in infrastructure and urban amenities. The land between Mazar-e-Sharif and Balkh City should be promoted for high value agriculture, and customary development should be carefully managed. To the west, customary urbanization should be carefully managed to preserve an ecological corridor and greenbelt along Mazar’s historic canal. While there is room for some structured expansion south of this canal, strategies to support high-value agriculture and preserve cultural heritage landmarks should be emphasized in the areas between Mazar-e-Sharif and Balkh City. To the north, customary development should also be carefully managed in order to protect wetlands and aquifer recharge zones.

Related Entities ·

Municipality and MoTCA

III.32

Policy Guidelines ·

High Density Mix-Use Node

on Ferdousi Square

High Density Mix-Use Node on Ferdousi Square

Balkh University R&D High Density Node

Mazar-e-Sharif Strategic Development Framework

Ferdousi Square TOD node

Blak University R&D node

Future TOD node

Kagmar Square TOD node

(Above) Aerial diagram illustrating strategic growth to the east and the proposal for new TOD commercial, mixed-used nodes

Strategic Framework

III.33

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

Balkh University R&D Node Balkh University new campus on the East of the city will catalyze development around it, fronting the A-76 corridor. The SDF proposes the generation of a high density, transit development node with a focus on R&D industries in order to leverage synergies with the campus. This node will be connected to the city center through a BRT Line, together with bike lanes and secondary bus connections.

Balkh University New Campus Agricultural Land

New townships

Co A-76

rrid

Synergistic Toolkit Projects · U-A.1 Land Readjustment · U-A.2 In-situ Rehabilitation/ Compensation · U-A.3 Anchor Institution/ Investors · U-A.4 Corridor Redevelopment Guidelines · U-B.4 Infrastructure and Transit Coordination · U-F.1 Integrated Streetscapes Guidelines

(Top Left) View of A-76 Road , looking East. (Bottom Left) View of Balk University from A-76 Road Source: Utopian Planners III.34

Mazar-e-Sharif Strategic Development Framework

(Top Right) View of A-76, before Kagmar Square (Bottom Right) View form A-76 right before Ferdoussi Square Source: Utopian Planners

Ferdawsi Square TOD Node The SDF proposes the creation of a high density TOD node around Ferdawsi Square, by converting industrial uses into mixed uses developments, with an emphasis on residential, commercial and together educational uses. This nodes benefits from existing educational anchors like Balkh University Old Campus and the Turk school, as well as markets and other commercial existing uses.

Synergistic Toolkit Projects

Balkh Customs

Linear Park Balkh Police HQ

Afghan Turk High School A-76

Market

idor

High-Rise Blds

· U-A.1 Land Readjustment

Oil Tank

· U-A.2 In-situ Rehabilitation/ Compensation · U-A.4 Corridor Redevelopment Guidelines

Market

· U-B.4 Infrastructure and Transit Coordination · U-F.1 Integrated Streetscapes Guidelines

Corr

Balkh Old Campus

Chawk-e-Ferdawsi

Kamgar Square TOD Node The SDF proposes the creation of a TOD node around Kamgar Square, by creating high density residential buildings with commercial uses on the ground floor facing the main corridor. This nodes benefits from the linear park and community facilities, making it ideal for higher density development. The BRT lines with connect this node to the city center and also to new development on the East of the city.

Commercial buildings Community Amenities Linear Park

Synergistic Toolkit Projects · U-A.1 Land Readjustment · U-A.2 In-situ Rehabilitation/ Compensation · U-A.4 Corridor Redevelopment Guidelines

Market

Kamgar Roundabout

· U-B.4 Infrastructure and Transit Coordination · U-F.1 Integrated Streetscapes Guidelines

Strategic Framework

III.35

1.1.1.1 Establish alignment and roadway for northern and eastern portions of ring road

1.1.3.2 Ferdousi Square TOD node High Density Mix-Use Node

A62

1.1.3.3 Kamgar Square TOD node High Density MixUse Node

A76

D9 A76

1.1.3.4 TOD R

y Mart

r Ma

sooo

d D10

Joma-Asek

ji-De

hdai

1.1.1.2 Nasaji-Dehdai & Joma-Asek Improvements and Extension

Shadian Road

Nasa

1.1.2.2 Future Railroad for Passengers Hub

Project Locator Map 0

III.36

2 km

Mazar-e-Sharif Strategic Development Framework

1 b a

1.1.2.1 Complete Street Road Improvements on Shadian Road

A development restriction zone around the railway must be established

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

1.1.3.1 Complete Street Road Implementation on A72 & Martyr Masood Road

A76

4 Balkh University R&D node

1.1.1.3 Green boulevard design and implementation

Futu

a re R

ilwa

Project ID

Project Description

1.1.1

Establish the Outer Ring Road as a High Density Development Corridor

1.1.1.1

Establish alignment and roadway for northern and eastern portions of ring road

1.1.1.2

Kantinarha Improvements and Extension

1.1.1.3

Green boulevard design and implementation

1.1.1.4

TOD nodes of development policy guidelines

1.1.2

Establish Shadian Road as a Development Corridor

1.1.2.1

Complete Street Road Implementation on Shadian Road

1.1.2.2

Future Railroad for Passengers Hub

1.1.2.3

TOD nodes of development policy guidelines

1.1.3

Reinforce Martyr Masood as a Development Corridor

1.1.3.1

Complete Street road implementation on A76 & Martyr Masood

1.1.3.2

Ferdousi Square TOD node (High Density Mix-Use Node)

1.1.3.3

Kamgar Square TOD node (High Density Mix-Use Node)

1.1.3.4

Balkh University TOD node with emphasis on Research and Development

TOD Nodes Railway Future Line

Strategic Framework

III.37

GOAL 1.2

Guide sustainable development 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 for Goal 1.2

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

1.2.1

Develop integrated development corridor networks along main roads

1.2.2

Upgrade and integrate existing neighborhoods

1.2.3

Structure and integrate areas for urban expansion

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 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

· Urban sprawl, land management, and land use conflicts

Related National Plans and Program · Urban National Priority Program

Proposed Key Indicators · Ratio of land consumption rate to population growth rate (SDG 11.3.1) · Proportion of agricultural area to periurban area under productive use (Sasaki modified SDG 2.4.1) · Proportion of affordable housing units in new developments, townships, or neighborhoods (Sasaki)

(Right) Mazar-e-Sharif city center. Source: Strategic Municipal Action Plan, 2017 III.38

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

III.39

A62 1.2.1.2 A62 N

1.2.1.1 A-76 West

A76

D7 1.2.1.3 First Ring Road

D9 A76

Mart

yr M

asoo

od D10

Joma-Asek

Nasa

ji-De

hdai

1.2.1.4 Light Industrial Corrdiror Improvements and Extension

Mazar-e-Sharif network of corridors 0

III.40

2 km

Mazar-e-Sharif Strategic Development Framework

Goal 1.2

Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.1

Develop integrated development corridor networks along main roads A clear and consistent network of corridors is one of the most effective tools available to provide neighborhoods with amenities, institutions and infrastructure. This SDF designates existing and new right-of-ways as major corridors and spines to coordinate investment in infrastructure. Physically, each corridor includes the roadway, public realm elements, and conduits for basic infrastructure and services (e.g. drinking water pipes, electricity lines, and drainage canals.) Within urban centers, corridors designate specific areas for higher density mixed use districts and enable coordination between public and private sector investments around housing, economic centers, and institutions.

A76

The most significant highways in Mazar-e-Sharif are the AH76 highway leading to Kabul to the east, the AH76 highway leading to Herat to the west and A62 which leads to the Uzbekistan border. There are also two ring roads that connect the city internally.

1.2.1.5 Airport Road

In terms of development, certain segments of these highways are designated as urban corridors. This is the case of the AH76 highway when it converts into Martyr Masood Boulevard, constituting the most important east-west development growth corridor of the city. Shadian Road is also an important urban corridor, connecting the neighborhood north and south of the Shire. Lastly, some segments of both the internal and external ring road are commercial corridors of the city. As new townships emerge, additional urban corridors may be identified, such as Kantinarha Rd, as it connects the industrial areas and new townships near the river to the airport, and has many opportunity sites along it.

1.2.1.6 Kantinarha Extension

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 vast area east of Balkh university’s new campus. Segments of major roadways that are located in areas for protection or conservation should not be considered as urban corridors, in particular the proposed greenbelt along the canal to the south east of the city and agricultural areas to the north and east should be avoided. Development along the AH76 to the west outside of the city administrative should be discouraged, as the agricultural land separating Balkh and Mazar acts as a buffer zone, protecting important heritage sites in the Balkh ancient city.

Associated Projects and Programs ·

Compact Urban Design Guidelines

A76 - West towards Balkh

A62 N

First Ring Road

Nasaji-Dehdai & Joma-Asek Road Improvements and Extension

Airport Road

Kantinarha conection to A76

Related Entities Municipality

Period Short to medium term

Railway Future Line

Strategic Framework

III.41

Goal 1.2

Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.2

Upgrade and integrate neighborhoods 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 Mazar-e-Sharif’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 Mazar-e-Sharif’s established urban neighborhoods are located inside the first and second ring roads as well as on the southeastern side of the city. These types of neighborhoods are good candidates to promote densification, as long as adequate infrastructure is provided. Informal development is happening in the South West of the city primarily. These types of centrally located neighborhoods 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 such as all districts south of the Nahri -i-Shahi stream, since they receive large amounts of water runoff from the southern mountain ridge . 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.

Associated Projects and Programs Upgrade District 1 Pilot Project Upgrade District 3 Pilot Project Upgrade District 6 Pilot Project Upgrade District 5 Pilot Project Community Land Trust Program

Related Entities Municipality

Period Short- to Medium-term

A significant amount of new development is occurring in the northeastern and southeastern part of the city These areas should be integrated into the citywide network of nodes through the development of urban corridors and provision of transit.

Housing Typologies

A76

38.6%

Irregular Houses

0.4%

IDP Camps

0.1%

Mixed use Apartments

1.0%

Apartments

59.9%

Regular Houses

D10

D1 D5

(Left) Aerial photo-Souther Mazar-e-Sharif Source: Ali Mansoor Dawari III.42

Mazar-e-Sharif Strategic Development Framework

STRATEGIC OBJECTIVE 1.2.3

Structure and integrate areas for urban expansion The development of new areas will be important to accommodate the population growth predicted for Mazar-e-Sharif over the next 30 years. Development should be primarily promoted to the east to the current limits of the city. The relatively flat terrain, easy access and connection to the city center through future BRT and bus connections, and the provision of basic infrastructure through the development corridor AH76 , position it to absorb the majority of the population growth in the next 20 years. Smaller growth opportunities exist to the southeast, and northern part of the city. In these areas, compact and sustainable development that includes provisions for affordable housing and social amenities should be promoted.

Map of location of townships Source: Municipality Approved Not Approved

Associated Projects and Programs North of A76 and East of Balk New Campus S-E of Shadian Road Internal Corners of the Outer Ring Road

Related Entities Municipality

Period Short- to Medium-term

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-D.1). This is the case of the area north of the city limits, as it’s in near proximity with big wetland areas. In addition, future urban development on the southeast of the city needs to integrate water runoff management through blue green corridors to protect them from flooding. The preservation of agricultural areas to the west of the city should be highly encouraged. In particular the areas east to the outer ring road are developed to high value agriculture that supports the livelihoods of many people in the region. Moreover, the easter agricultural belt acts as a buffer between the ancient city of Balkh and Mazar, which serves to safeguard it’s heritage sites and tourism development. Therefore, customary development in this area should be anticipated and managed. Strategic Framework

III.43

1.2.1.2 A62 N

1.2.1.1 A-76 West

A76

D7 1.2.1.3 First Ring Road

D9 A76

Mart

yr M

asoo

1.2 D10

Joma-Asek

hda

Kantinarha Rd

1.2.1.4 Light Industrial Corrdiror Improvements and Extension

1.2.3.3 South of A76

Mazar-e-Sharif network of corridors 0

III.44

2 km

Mazar-e-Sharif Strategic Development Framework

Shadian Road

De saji-

D6 1.2.2.4 Upgrade & Infill District 10

1.2.2.3 Upgrade & Infill District 6

1.2.2.1 Upgrade & Infill District 4

1.2.2.2 Upgrade & Infill District 1

Goal 1.2

Guide sustainable growth and foster neighborhood integration

PROJECT SUMMARY- GOAL 1.2

Guide sustainable growth and foster neighborhood integration

1.2.3.1 North of A76 and East of Balk New Campus Expansion

A76

1.2.3.3 South of A76

2.1.5 Airport Road

1.2.1.6 Kantinarha Extension

Project ID

Project Description

1.2.1

Develop integrated network of urban corridors and neighborhood spines

1.2.1.1

76 West

1.2.1.2

A62 N

1.2.1.3

First Ring Road

1.2.1.4

Light Indistrial Corrdiror (Nasaji-Dehdai & JomaAsek Road) Improvements and Extension

1.2.1.5

Airport Road

1.2.1.6

Kantinarha conection to A76

1.2.2

Upgrade and promote infill development in existing neighborhoods

1.2.2.1

Upgrade & Infill District 4 Pilot Project

1.2.2.2

Upgrade & Infill District 1 Pilot Project

1.2.2.3

Upgrade & Infill District 6 Pilot Project

1.2.2.4

Upgrade & Infill District 5 Pilot Project

1.2.3

Structure and integrate areas for urban expansion to the east

1.2.3.1

North of A76 and East of Balk New Campus

1.2.3.2

S-E of Shadian Road

1.2.3.3

South of A76

Railway Future Line Areas of Expansion Areas of Integration

Strategic Framework

III.45

GOAL 1.3

Improve connectivity and 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 for Goal 1.3 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

1.3.4

Establish a Bus Rapid Transit (BRT) system to strengthen key corridors

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 2017-2036 · National Railway Plan · National Infrastructure Plan 2017-2021

Alignment with National Goals and Priorities Build inclusive and resilient urban infrastructure, buildings, and transportation mobility

NUP O-4 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

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) Congested streets in Kabul leave little room for cycling and walking. Source: Kiana Hayeri III.46

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

III.47

Goal 1.3

Improve connectivity and mobility choices

STRATEGIC OBJECTIVE 1.3.1

Improve pedestrian infrastructure and promote public safety 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 people. Providing safe and accessible space for pedestrians in Mazar-eSharif should be prioritized in the dense urban areas of the city. The SMAP proposes roundabouts and underground pedestrian paths, which should be reconsidered. Underground space for pedestrians can be unsafe, dark, and unhealthy. Creating open-air, well-lit, functional pedestrian spaces and four-way signaled intersection that regulate conflicts between vehicles and pedestrians should be prioritized. Sidewalks along major traffic corridors 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. Additional measures should also be taken to improve safety in public areas. Implement a security surveillance system and expand the street lighting network to extend to areas outside of the urban core.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 towards safe and effective bicycle infrastructure that can greatly improve the streetscape and overall pedestrian experience.

III.48

Mazar-e-Sharif Strategic Development Framework

Associated Projects and Programs ·

Inclusive and Integrated Streetscape Guidelines

Integrated Public Spaces Guidelines

Security Surveillance System

Street Lighting Network

Related Entities Municipality, MoCIT, MUDL

Period Short- to Medium-term

Existing Traffic Light Source: SMAPS, 2017

(Bottom Left)Mazar-e-Sharif Taxi Overflow Source: Naim Karinia

STRATEGIC OBJECTIVE 1.3.2

Improve traffic circulation and road infrastructure

Taxi Stop Designated Spaces

rtyr

soo

rtyr

soo

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 for all users. Improving traffic conditions in Mazar-e-Sharif should begin with the paving and reconstruction of major corridors surrounding the radial city and the development of an urban transportation management plan. There should be a clear process of reporting conditions of roadways, documenting previous repairs, and prioritizing which roadways are in the greatest need for repairs. Through that process, the inclusion of clear lanes, signaled intersections, and formalized parking can ensure a system that works better for everyone and mitigate conflicts in unmanaged roundabout intersections. Areas of focus should include the urban core of Mazar around the Rawze Sharif Hazrat Ali shrine and the Sayed Abad and Health intersection, where traffic issues are greatest. Road improvements, such as road pavings and traffic lights, have also been identified in the SMAP should be supported within an overarching roadway improvement program that prioritizes these projects. This is especially true for roadway options that allow vehicles to bypass the center of the city. One of the major strategies considered is to provide vendor space on tertiary streets with low traffic levels, 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.

Associated Projects and Programs ·

Urban Transportation Management Plan

Roadway Improvement Program (Complete Street)

Reorganization of right of way and street parking in the city center

Reorganization of taxis and shared cars waiting spaces in the city center

Related Entities Municipality, MoCIT, MUDL

Period Short- to Medium-term

Paved & Unpaved Roads Source: SMAPS, 2017

Strategic Framework

III.49

Goal 1.3

Improve connectivity and 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 can be an option to provide mobility service in an urban area. The hub is intended to expand the modal options and transfer possibilities of travelers. The hub can serve as a bus stop, taxi pick-up and drop-off point, and bicycle parking station. This diverse set of mobility options at a single location allows people the opportunity to use different, affordable modes of transport on their commute.

Associated Projects and Programs ·

Multi-modal Passenger (Bus-Rail) Hub

Regional Bus Station on the West & East

Bypass Road

Related Entities MoTCA, MoCI, MoE, ARA, MoPW, Municipality

Period Short- to Medium-term

Multi-modal hubs can be placed at key intersections around Mazar, along major corridors. 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 strategically placed and designed. Their placement along existing or future bus lines, places where taxi trips are common, and there is sufficient bicycle and pedestrian infrastructure to ensure safety. The low-cost project would consist of minimal pedestrian and bicycle infrastructure that is co-located with a public transportation stop or station and space for taxis and other shared vehicles to pick up and drop off passengers. Additionally, bus routes proposed in the SMAP report represent a good start on public transportation implementation. The blue and red lines, or similar routes, recommended should be implemented as BRT lines (1.3.4). The looped routes may serve some of the Mazar population, but do not approach the busiest parts of the city. Traffic and feasibility studies should be done to determine the best possible routes for BRT feeder lines. Expanding mobility options should include access to regional destinations. An improved regional bus station should be constructed and maintained by the municipality to replace the existing small bus stations in Mazar-e-Sharif. These stations have non-standardized service and infrastructure. A larger bus terminal managed by the Municipality could provide transportation options to regional destinations in a formal way. The station would include ticket purchasing, waiting areas, and other amenities for travelers and workers. Additionally, as the national railway network extends across the region. A plan should be evaluated for the alignment and location of a multi-modal passenger (bus-rail) hub in the south of Mazar to support future passenger travel.

Mazar-e-Sharif city proposed public transport lines Source: SMAPS, 2017

III.50

Mazar-e-Sharif Strategic Development Framework

Bypass Road The main objective of this bypass road would be to connect the A076 highway from east to west in order to let traffic flow without interference from local traffic in order to reduce congestion in the city. (Right) Case Study: The Outer Ring Road or Nehru Outer Ring Road is a 158 kilometre, 8-lane ring road expressway encircling the capital city of Hyderabad, Telangana, India. The concept of First outer ring road in india was idea of N. Chandrababu Naidu, chief minister in 2001 with 158 km long surrounding the hyderabad have been proposed to decongest the traffic problem of the metropolitan region and to provide orbital linkage to arterial roads, access to the international airport and to other important urban node and the first phase completed in 2005

Nehru Outer Ringroad near Narasinghi. Hyderabad, Telangana, India. Source: Wikipedia CC, 2019

Regional Bus Station on the West & East Improving the connection to Balkh City, Khulm City as well as other regional hubs is crucial for the development of Mazar-eSharif. Therefore, the SDF proposes a two regional bus stations, one on the West and one on the East of the city, along A-76, which will be connected to the BRT city lines in order to facilitate access to and from the city center.

Langley Park regional bus station in Maryland, USA. Source: Creative Commons, 2016

Strategic Framework

III.51

Goal 1.3

Improve connectivity and mobility choices

STRATEGIC OBJECTIVE 1.3.4

Establish a Bus Rapid Transit (BRT) system to strengthen key corridors Public transportation is a staple for an equitable, sustainable, and thriving city. Bus Rapid Transit networks provide a cost-effective alternative to the traditional fixed rail trains. The carefully chosen routes of BRT can provide transportation service for all segments of the population. BRT is a more sophisticated bus service type because of its safety and efficiency. Dedicated lanes and pre-board ticketing allow for service much faster than traditional buses. With stops at major commercial nodes and points of interest, a BRT system can serve a large portion of the population. Mazar-e-Sharif is a dense city with the urban fabric that can benefit from a Bus Rapid Transit system. The formal system would be designed in coordination with the many informal transportation methods and modes that exist in the city today. A formalized ticketing system along with dedicated lanes will give the BRT an edge on traditional bus service, providing quick transport from major sites, like the historic core of the city and Balkh University. The people of Mazar can travel across the city quickly and efficiently at an affordable price. Two BRT routes are considered priority in Mazar. A north-south route connecting Shadian Road to the north would navigate around the urban core, bringing passengers just east of Rawze Sharif Hazrat Ali shrine and mosque. An east-west route would transfer passengers to major stops along Highway AH76. It is essential to connect major spots of interest along the BRT route and to provide transfer opportunities between BRT lines to other buses. A third BRT line that surrounds the urban core along the outer ring road should be considered for later phases of BRT implementation. BRT lines should have limited stops in environmentally vulnerable areas and spaces of ecological sensitivity, such as the western section of the outer ring road. Initial steps in creating a Bus Rapid Transit (BRT) Network Plan include establishing a local or regional entity to oversee system management and operations. Currently, this means an entirely new organization would be established and managed under the MTCA. The initial capital investment of a BRT is extremely large and a financial plan will need to be carefully considered. Secondly, the standardization and regulation of service will be a major operational component needing increased organizational capacity. Establishing BRT corridors requires fixed infrastructure to be constructed, therefore feasibility and traffic studies should be carefully considered to determine the best possible routes before construction begins.

III.52

Mazar-e-Sharif Strategic Development Framework

Associated Projects and Programs ·

Bus Rapid Transit (BRT) Network Plan

Bus Rapid Transit (BRT) Lane and Station Network

Related Entities MoTCA, Municipality, Private Sector

Period Short- to Medium-term

CASE STUDY

Transjakarta Bus Rapid Transit

(Above) Bus stations are enclosed to increase boarding speed and ticketing convenience for passengers. Bus lanes are separated by curb from regular traffic. (Image credit: ITDP)

Dates 2004 - present Beneficiaries 8.6 million people live within 500m radius Almost 1,000,000 riders per day References and Resources BRT Planning Guide. ITDP. https:// brtguide.itdp.org/branch/master/guide/ why-brt/costs “Case Study: Transjakarta” C40 Cities. January 17, 2012. https://www.c40. org/case_studies/a-129-km-busrapid-transport-system-built-in-just-9months-at-a-cost-of-2-millionkm “Intermodal Integration: How Transjakarta Improved Urban Mobility” Yoga Adiwinarto, Acting CEO Transjakarta, January 27 2020, ITDP Webinar

(Above) Enclosed stations require turnstiles that allow paid passengers in. Transjakarta uses a card system that works on all BRT and Non-BRT services.

Transjakarta, established in 2004, consists of the bus rapid transit system in Jarkarta, Indonesia in conjunction with other bus lines. Before Transjakarta, improper bus facilities that served minibuses or “kopajas” with no planned stops and overloaded capacities. Bus drivers would “rent” buses from private owners for a flat rate. This system incentivized drivers to overload the buses, over-charge patrons, and did all they could do get as many passengers as possible. Transjakarta was established to formalize the system, create standards for buses and drivers, and provide consistent, efficient, and affordable service. Bus drivers, paid by salaries, are held to Tranksjakarta standards when providing service. The system started out with 12.9 km at a cost of $2 million USD per km. Later additions to the BRT routes cost between $1.5 to $6 million USD per km. Transjakarta has grown to include 244 km of service with 3,581 buses, including nonBRT services that are covered by the same payment system. There are 1,460 BRT buses that comprise the most efficient service in the city. Each ride, including transfers, costs no more than $0.30 USD, and free services are provided for certain vulnerable groups. Through the integration of minibus networks and expanded services, the extended network now serves 83% of Jakarta’s city population (DKI Jakarta) within 500 m. Although 25% of Transjakarta’s fleet is run internally, the rest are run by private operators and companies on a per km contract. Transjakarta gets 60-70% of its operational funding by local government (provincial) subsidies. Total operational costs in 2009 were approximately $41 billion USD.

Key Takeaways » Transjakarta is a large BRT system built for a city with a population of 10.4 M people » The system is run by a public-private partnership with various private bus companies » The enterprise is owned by the city (provincial government) Strategic Framework

III.53

1.3.3.2 Bypass Road

A62

1.3.3.2 Regional Bus Station to the West

1.3.4.2 Multimodal Transportation Hub

Line 2 D8

A76

D7 Line

D9 A76

D2 1.3.2.2 Reorganization of right of way and street parking in the city center

Mazar-e-Sharif Strategic Development Framework

Shadian Rd

Kantinarha Rd

Mazar-e-Sharif network of corridors

III.54

Line 3

Future Railway

2 km

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r Ma

D10

1.3.2.3 Reorganization of taxis and shared cars waiting spaces in the city centercity center

y Mart

D6 D1

1.3.3.1 Multi-modal Passenger (Bus-Rail) Hub

Goal 1.3

Improve connectivity and mobility choices

PROJECT SUMMARY- GOAL 1.3

Improve connectivity and mobility choices

1.3.3.2 Regional Bus Station to the East

A76

Project ID

Project Description

1.3.1

Improve pedestrian infrastructure and promote public safety Security Surveillance System Street Lighting Network

1.3.2

Improve traffic circulation and road infrastructure

1.3.2.1

Roadway Improvement Program (Complete Street)

1.3.2.2

Reorganization of right of way and street parking in the city center

1.3.2.3

Reorganization of taxis and shared cars waiting spaces in the city center

1.3.3

Expand transit access and increase mobility options

1.3.3.1

Regional Bus Station on the West & East

1.3.3.2

Bypass Road

1.3.4

Establish a Bus Rapid Transit (BRT) system to strengthen key corridors

1.3.4.1

Bus Rapid Transit (BRT) Lane and Station Network

1.3.4.2

Multimodal Transportation Hubs

Appropriate buffers should be kept around the railway

Railway Future Line BRT Line Multi-modal Transportation Hubs

Strategic Framework

III.55

III.56

Mazar-e-Sharif Strategic Development Framework

Theme Two

RESILIENT COMMUNITIES

Strategic Framework

III.57

III.58

Mazar-e-Sharif Strategic Development Framework

VISION STATEMENT

Resilient Communities

> Promote resilient communities by providing social and basic infrastructure for segregated residential community settlements > Revitalize drainage ways as blue and green corridors to reduce environmental risk and enhance urban well-being Establishing this vision for Mazar-e-Sharif will require the following goals:

Goal 2.1 Invest in sustainable infrastructure and building urban resilience

Goal 2.2 Provide adequate urban services to all citizens

Goal 2.3 Support inclusive social development for underserved populations

Goal 2.4 Improve access to safe affordable housing and community infrastructure

Strategic Framework

III.59

INTRODUCTION

Protect & Regenerate Ecological Systems From Mazar-e-Sharif 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.

III.60

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

III.61

INTRODUCTION

Infrastructure Systems Thinking From Jalalabad to Mazar-e-Sharif, 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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Mazar-e-Sharif 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.

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Strategic Framework

III.63

MAT REC

GOAL 2.2

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 for Goal 2.1 2.3.1

Secure sustainable drinking water supply

2.3.2

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

2.3.3

Establish a wastewater treatment system

Establish an integrated municipal solid waste management strategy

2.3.4

Increase landfill capacity at existing dumpsite

2.3.5

Alignment with National Goals and Priorities

Related Key Drivers Access to affordable housing and basic urban services Management of waste and pollution Water scarcity and accessibility to drinking water Related National Plans and Programs Urban National Priority Program National Infrastructure Plan 2017-2021 Water Resources Development Investment Program Water Sector Strategy

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

Proportion of population living in households with access to basic services (SDG 1.4.1)

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)

Proportion of urban population living in slums, informal settlements or inadequate housing (SDG 11.1.1)

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

Proposed Projects

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) Canal in Mazar-e-Sharif Source: Utopian Planners III.64

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

III.65

Goal 2.1

Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.1

Secure sustainable drinking water supply 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 reliable transmission system to the city. Groundwater is the main source for drinking water in Mazar-e-Sharif currently. A well field in Nahr-e Top and Marmol southeast of the city and wells within the city provide piped drinking water service to approximately 28% of the city. The remaining population is served by private or community wells that extract water from quickly draining aquifers below the city. Mazar is a dense city where the groundwater below the urbanized area is polluted. The extraction and transport of water from a clean and sustainable source is important to the longevity of healthy drinking water in the city. 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, an aquifer recharge zone should be established and groundwater extraction regulations should be made a priority to proactively manage extraction as Mazar-e-Sharif continues to develop.

Associated Projects and Programs Sustainable Water Resources Management Plan Aquifer Recharge and Groundwater Extraction Wells Aquifer Recharge Wetland Check Dam Surface Water Diversion Channel and Collection Facility Upgrades to and Expansion of Existing Network Related Entities AUWSSC, MoEW, MAIL, MoPW, DABS, Municipality

Period Short- to Medium-term

The Balkh River could provide a clean, sustainable source of drinking water for Mazar-e-Sharif. A diversion and collection channel paired with a treatment facility, groundwater extraction and recharge wells, a storage facility, and a pump station would provide drinking water to flow through a large transmission line into the city. During months when the river runs high, water can be collected directly from the river’s surface for both consumption and for deposit into the aquifer via the groundwater recharge wells; during months when the river runs low, water can be extracted from the aquifers directly below the river. Regardless of the status of the new water supply project, existing well field areas should be protected from urbanization. Currently, USAID is supporting a program called the Afgahn Urban Water and Sanitation (AUWS), aimed at delivering water and wastewater infrastructure and capacity improvement in Mazar-e-Sharif. USAID is currently contracting AECOM to perform the bulk of this work.

(Left) Man examine water near the Alburz Mountains Source: Creative Commons, 2012 III.66

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STRATEGIC OBJECTIVE 2.1.2

(Top Left) Main Street on Mazar-e-Sharif (Top Right) Canal in Mazar-e-Sharif Source: Utopian Planners

Develop drinking water distribution system in coordination with urban corridors and spines With a clean, sustainable source of drinking water, it is vitally important to have an efficient system of distribution. For Afghans to have enough and constant access to drinking water, a robust treatment and pipe system must be constructed. The system must include a large transmission line from the source of water supply to the city constructed along a roadway. Connections to the transmission line within the city will distribute the water across the municipality. New sources of water supply must be tested and will likely require treatment. Treatment plants should be placed at the source of water supply and managed continuously, ensuring the quality of drinking water being supplied to the city. The treatment plant will be coupled with a storage facility and a pump station. These components ensure constant water supply in the network throughout the year. A small portion of urbanized area in Mazar-e-Sharif is covered by a drinking water network and existing infrastructure is in need of repairs. Expansion of the drinking water network is necessary for improved service to the residents of Mazar, and should be coupled with all future roadway improvement projects. When development happens to the east along Highway A76, 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. Once trunk lines and other primary infrastructures have been put in place, communitybased delivery mechanisms should be explored to improve access to drinking water.

Associated Projects and Programs AUWSSC Capacity Building Program Surface Water Diversion Channel and Collection Facility Water Treatment Facility Storage Facility and Pump Station Drinking Water Transmission Line Network Drinking Water Distribution Network Upgrades and Expansion

Related Entities MAIL, AUWSSC, Municipality, MoEW

Period Short- to Medium-term

See 5.4.2 Develop integrated regional natural resource management capacities [See 5.1.1 Establish a community-based infrastructure services program] Strategic Framework

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Goal 2.1

Provide adequate urban services to all citizens

PROJECT SUMMARY- GOAL 2.1

Secure sustainable drinking water supply Project ID

Project Description

2.1.1.1

Aquifer Recharge

2.1.1.2

Check Dam

2.1.1.3

Surface Water Diversion Channel and Collection Facility

2.1.1.4

Upgrades to and Expansion of Existing Network

Saline Water 2.1.1.1 Aquifer Recharge

PROJECT SUMMARY- GOAL 2.2

Develop drinking water distribution system along urban corridors and spines Project ID

Project Description

2.1.2.1

Drinking Water Network Upgrades and Expansion

2.1.2.2

Drinking Water Treatment Facility

2.1.2.3

Storage Facility and Pump Station

2.1.2.4

Water Transmission Line Network

2.1.1.3 Surface Water Diversion Channel and Collection Facility

2.1.2.3 Storage Facility and Pump Station

2.1.2.2 Drinking Water Treatment Facility

2.1.1.2 Check Dam

Project Locator Map 0

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Saline Water 2.1.1.1 Aquifer Recharge

2.1.1.3 Surface Water Diversion Channel and Collection Facility

2.1.2.1 Upgrades to and Expansion of Existing Network 2.1.2.4 Water Transmition Line Network

2.1.2.3 Storage Facility and Pump Station

2.1.2.2 Drinking Water Treatment Facility

2.1.1.2 Check Dam

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Goal 2.1

Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.3

Establish a wastewater treatment system Pit latrines and septic tanks are the main methods of wastewater management in Afghan cities, and in Mazar. 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 Mazar. 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 Mazar. 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. 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, Mazar 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 northeast of the municipal boundary. Effluent from the treatment plant should be either introduced into the groundwater to recharge the aquifer or used to irrigate nearby agricultural lands.

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Associated Projects and Programs Wastewater Trunk Sewers Wastewater Treatment Facility Industrial Wastewater Recycling Facility Decentralized Treatment Campus Pit Latrine Upgrading Program

Related Entities AUWSSC, Municipality

(Below) Canal in Mazar-e-Sharif Source: Utopian Planners

(Top Left) Source: Utopian Planners

(Top Right) Source: Utopian Planners

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 Mazar-e-Sharif 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. 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.

Associated Projects and Programs ·

Comprehensive Solid Waste Plan

Solid Waste Transfer Station

Solid Waste Collection Service Expansion

Solid Waste Truck Route Roadway Improvements

Recycling Support Program

Industrial Waste Treatment and Reuse Program

Related Entities MAIL, AUWSSC, Municipality, MoEW

Period Short- to Medium-term

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. The transfer stations should also contain materials recovery facilities (MRFs). An MRF separates solid waste into different recyclable and non-recyclable streams, allowing for recycling activities to take place. Recyclable materials are cleaned and processed for other uses in manufacturing and production. 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 Mazar-e-Sharif 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 Mazar. Strategic Framework

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Goal 2.1

Provide adequate urban services to all citizens

PROJECT SUMMARY- GOAL 2.1.3

Establish a wastewater treatment system Project ID

Project Description

2.1.3

Establish a 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 2.1.3.3 Wastewater Treatment Facility Treated water from the wetlands can be directed towards non-potable uses, such as irrigation.

Project Locator Map 0

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2.1.3.3 Wastewater Treatment Facility

2.1.3.2 Industrial Wastewater Recycling Facility

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2.1.4.2 Solid Waste Transfer Station

PROJECT SUMMARY- GOAL 2.4-2.5 Project ID

Project Description

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 in the north of the city

2.1.5.1

Engineered Landfill

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Goal 2.1

Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.5

Increase landfill capacity at existing dumpsite Currently, the Cleaning and Greenery Department of Mazar-e-Sharif Municipality transports collected solid waste to a municipal dump site to the east 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. The Cleaning and Greenery department currently transports all municipal solid waste to the existing dumpsite east of the city along Highway A76. Although the site has polluting qualities, it has capacity to collect waste for the next 15-20 years. A properly designed, constructed, and managed landfill site should be established for the city at this site to retain its natural resources and protect areas of expansion. The existing waste piles should be properly capped and closed once the new landfill is operational. The site needs to be accessible by large vehicles and a large enough land area to accommodate the landfill and its complex components. 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 so as not to disproportionately affect lower income communities. Mazar-e-Sharif existing landfill has capacity for the next 20 years. If planning for a long-term location for a future landfill, the SDF proposes the following criteria: 1. Nonenvironmentally sensitive areas 2.Non-wetland areas 3. Flat topography 4. Land not able to be cultivated. Following this criteria, the SDF proposes the future landfill to be located in the Northern part of the city

Associated Projects and Programs Engineered Landfill

Period Short- to Medium-term

Landfill Cap and Closure Related Entities AUWSSC, MoEW, MAIL, MoPW, DABS, Municipality

Project Locator Map 0

2 km

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GOAL 2.2

Invest in sustainable infrastructure that builds 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 for Goal 2.1 2.3.1

Diversify energy sources and invest in sustainable generation solutions

2.3.2

Use landscape-based solutions to preserve water resources and enhance regional ecology

2.3.3

Use the Daraya-ye-Band-e-Amir Canal as an armature to build urban resilience through landscape strategies

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

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

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)

(Below) Canal in Mazar-e-Sharif Source: Utopian Planners III.76

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

STRATEGIC OBJECTIVE 2.2.1

Diversify energy sources and invest in sustainable generation solutions As the residents of Mazar-e-Sharif 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. Currently there are several existing and proposed natural gas fired power plants outside of Mazar-e-Sharif in the Sheberghan gas fields to the west. Additionally, a 58.6 MW green-field gas plant has been proposed about 20 km south of Mazar. Mazar-e-Sharif has a substantial amount of power that’s imported from Uzbekistan, servicing approximately 90% of the city. However, in order to decrease foreign dependence on power and the environmental impact of traditional energy sources, there is good potential for renewable energy sources in the surrounding regions. There are existing, unfunded proposals for a 25 MW Dehdadi District Solar PV Project, plus two wind farm projects in the Khulm area proposed to collectively provide 60 MW of output power. Additionally, areas which are well-suited for locating energy generation projects have been identified during the preparation of this SDF. Approximately 40 km west of the city, off of Highway A76, lies an ideal location for solar energy production. Additionally, about 80 km west of the city, just south of Aqcha, is an ideal location for both solar and wind energy production. Both areas are along existing roadways, near existing or proposed substations, on mild slopes, and rich in resources. Nationally, 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.

Associated Projects and Programs ·

Dehdadi District Solar PV Project (25 MW)

Mazar (Khulm-Uljato Village) Wind PP (50 MW)

Mazar (Khulm-Sari Tange Village) Wind PP (10 MW)

Waste-to-Energy Biomass Project (6 MW)

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Related Entities MoEW, DABS, PPP, Municipality Period Short- to Medium-term

Mazar-e-Sharif Strategic Development Framework

(Left) Existing fertilizer and power plant in Mazar-e-Sharif Source: Wikipedia CC, 2011.

Strategic Framework

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

STRATEGIC OBJECTIVE 2.2.2

Use the canals and waterways as an armature to build urban resilience through landscape strategies 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 connect 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 should 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. Landscape strategies build urban resilience and enhance overall livability. A plurality of green infrastructures distributed across the city will yield multiple benefits such as increasing access to open spaces for leisure, mitigating summer heat and environmental risks, and improving air quality. In Mazar-e-Sharif the application of landscape strategies applies to improve the drinking water coming from the southern hillsides via the Darya-ye-Band-e-Amir and the Allburz-Marmul Mountain via drainage corridors. Landscape strategies aim to protect drinking water from urban pollution as they enter the distribution, the urban drainage corridors and the shallow aquifers. The Nahiri-i Shahi stream should be revitalized and transformed into a blue-green corridor. This will establish a comprehensive system of open spaces through the dense urban fabric to enhance the urban wellbeing by providing new spaces for recreation and protecting water resources. This should be implemented to strategically link existing sites, such as the water treatment plant, to proposed sites, such as an urban nursery, high value orchard at the urban fringe, or biking and walking trails. [See objective 3.2.2. 7 Urban Trails System for more information on proposed recreational spaces] The inclusion of green infrastructures such as integrated bioswales and street trees along primary development corridors, dry wetlands to filter urban runoff, or the drainage corridor linkages from the Allburz-Marmul Mountain can be incorporated into the Nahiri-i Shahi blue-green corridor. The implementation of this strategy will bring multiple benefits, such as improved ecological functionality, flood and drought mitigation, protection of local aquifers for drinking water, and raising awareness of citizens.

Reference [1] S.Muradi, N Phien-Wei, P. Hu Giao, “Depletion of Water Resources, Issues and Challenges of Water Supply Management in Mazar-i-Sharif City, Afghanistan”, Research Journal of Environmental and Earth Science 5(50: 242-251, 2013

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rty

ass

Treated water from the wetlands can be directed towards non-potable uses, such as irrigation.

Allburz-Marmul Mountain

Marmol Waterway

S-N Darya-ye-Bande-Amir canal

Sha

g Rin

dia

ji-D

W-E Nahiri-i Shahi Stream

Associated Projects & Programs ·

Corridor Bioswale

Blue-Green Corridor

Riparian Corridor or Canal Restoration

Water Treatment Plant Improvements

Tree Nurseries along the canal

Canal Restoration

Pedestrian/Bike Pathways

Regional Wetland Park

Water Treatment Plant Renovation Park Related Entities

Related Entities MoEW, DABS, PPP, Municipality

Relevant Toolkits ·

L-B.3 Water-Sensitive Design and Low-Impact Development Standards

L-C.4.3 Identify and Promote Water Recharge Areas

L-D.2 Blue and Green Infrastructure Network

L-D.3 Integrated Landscape Infrastructure Strategies

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

STRATEGIC OBJECTIVE 2.2.3

Use landscape-based solutions to preserve water resources and enhance regional ecology 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 Mazar-e-Sharif is strongly influenced by the rivers and streams emerging from the southern hillsides and the Allburz-Marmul mountains. This natural dynamic has shaped the agricultural delta of Balkh and the salty desert in the north of Mazar-e-Sharif. Investments in enhancing the regional ecology aims to address the city’s serious water stress issues, rapid increase in water demand and pollution. Special attention must be given to the where the Balkh River and Flood River emerge from the hillsides and flow into the Balkh plain and the salty desert to the north of the city. Both rivers supply the city and agricultural field with water and the point of emergence from the hillside canyons. The opportunity for infiltration reservoirs should be evaluated. [1] Infiltration reservoirs absorb excess water during seasons with higher rainfall and store it in the aquifer for municipal water supply. The application of NBS to manage effluent water is connected to the potential to include the existing wastewater treatment with a new city wide water treatment wetland and regional park in the salty desert in the north of Mazar-e-Sharif. The wetland has the potential to act as a biofilter that removes sediments and pollutants, where natural chemical processes and microorganisms living in the wetland’s vegetation break down organic materials over time and improve the water quality. The naturally processed water is clean enough to either infiltrate into the shallow aquifer, or be used for irrigation. As the city is exposed to health risks from fine particles that blow into the city from the desert in the north, a greenbelt zone may be cultivated with the excess water from the wetland and mitigate the air quality in the city. To pursue the study, planning and construction for such low cost, but ambitious projects, the city must pair its resource investments with the education of students and capacity building within the municipality.

(Top) Landscape area between Mazar and Kunduz Source: Wikipedia, CC, 2012

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Associated Projects and Programs ·

Peri-Urban Agriculture Promotion Program

Underground Water Contamination Study

‘Greenbelt’ Zone

Infiltration Reservoir Study

Southern Mountains Water Retention Projects

Southern Mountains Recreation Park

Related Entities Municipality, Provincial Government, MAIL, NEPA

Period Medium to Long Term

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Goal 2.2 Invest in sustainable infrastructure and building urban resilience

PROJECT SUMMARY- GOAL 2.1

Invest in sustainable infrastructure that builds urban resiliences Project ID

Project Description

2.2.2

Use the Daraya-ye-Band-e-Amir Canal as an armature to build urban resilience through landscape strategies

2.2.2.1

Blue-Green Corridor along W-E canal and S-N canal

2.2.2.2

Canal Restoration

2.2.2.3

Pedestrian/Bike Pathways

2.2.2.4

Regional Wetland Park

2.2.2.5

Nurseries along Canal

2.2.2.5

Use landscape-based solutions to preserve water resources and enhance regional ecology

2.2.3.1

Southern Mountains Water Retention Projects

2.2.3.2

Southern Mountains National Park

Project Locator Map 0

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2.2.2.4 Regional Wetland Park

2.2.2.3 Pedestrian/Bike Pathways

2.2.2.1 Blue-Green Corridor along W-E canal and S-N canal

2.2.2.5 Nurseries along Canal

2.2.2.5 Water Treatment Plant Renovation Park 2.2.2.2 Canal Restoration

2.2.3.1 Southern Mountains National Park 2.2.3.2 Southern Mountains Water Retention Projects

Pedestrian/Bike Pathways

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INTRODUCTION

Ensure a city for all 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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GOAL 2.3

Support inclusive social development 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 for Goal 2.1 2.3.1

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

Related Key Drivers Representation and empowerment of women Gender equality and accessibility to amenities Displacement and migration

2.3.2

Use landscape-based solutions to preserve water resources and enhance regional ecology

2.3.3

Diversify energy sources and invest in sustainable generation solutions

Alignment with National Goals and Priorities U-NPP 3.1

Reduce urban poverty and strengthen the resilience of urban households

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

SDG 1

Reduce and eliminate poverty

SDG 4

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

SDG 5

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Achieve gender equality and empower all women and girls

Mazar-e-Sharif Strategic Development Framework

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 programmes 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 only school Source: Kiana Hayeri

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Goal 2.3

Support inclusive social development

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. Mazar-e-Sharif should make efforts to build women-only park rooms and construct women-only 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 Build on the 1973 Master Plan to establish a city-wide network of green spaces and recreational facilities for all] 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.

Associated Projects and Programs Women’s Prayer Spaces Women-only Parks Women-only Park “Rooms” Women’s Health Center

Related Entities Local Chamber of Commerce, MoEd, MoCI, MoLSAMD, Municipality

Beneficiaries 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 (Bottom Left) Women’s health clinic and traininc center. Source: Kiana Hayeri (Bottom Right) Coworking shared spaces for women. Source: Kiana Hayeri

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STRATEGIC OBJECTIVE 2.3.3

Establish a secure mobility network for women 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 Mazar-e-Sharif has its own set of challenges. Taxis are known to be one of the safest options for women, but taxis tend to be unaffordable 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]

Associated Projects and Programs Pink Taxi Mobility Program

Related Entities Municipality

Case Study Pink Taxi Mobility Program

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.

(Top) Women’s minibus. Source: Kiana Hayeri

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Women’s Entrepreneurship Center & Market

Associated Projects and Programs Women’s Entrepreneurship Center

Beneficiaries

Women’s Market

Women and youth

Women’s Dormitories

Related Entities Local Chamber of Commerce, Municipality, MoWA

Schools in Mazar-e-Sharif Source: SMAP. 2017 III.92

Mazar-e-Sharif Strategic Development Framework

Goal 2.3

Support inclusive social development for underserved populations

STRATEGIC OBJECTIVE 2.3.4

Create vocational education and entrepreneurship opportunities for women and youth Women represent a significant untapped potential to contribute to the economy of Mazar-e-Sharif. While Mazar-e-Sharif has made significant progress in gender equality, women are still underrepresented in the economy and 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 within agriculture, livestock, poultry, embroidery, and carpet weaving. 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 for women to more women’s markets across the city. 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 coworking 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: A women’s entrepreneurship center should be developed to provide opportunities for women to learn business skills and share lessons across a variety of sectors building on successes in handicrafts, food services, weaving, and expanding to other 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. Microfinance 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 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 in Balkh 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. [Also see: 5.3.1 Expand training for local government and municipal officials for recommendations on expanding women’s representation in government]

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GOAL 2.4

Improve access to 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 for Goal 2.1 2.4.1

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

2.4.2

Enhance and expand access to community amenities and facilities in existing neighborhoods

Alignment with National Goals and Priorities U-NPP 2.6

U-NPP 2.6: Improve neighborhood-level public spaces and facilities

SDG 3

SDG 3: Ensure healthy lives and promote well-being for all at all ages

SDG 11

SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

U-NPP 2.1

U-NPP 2.1: Promoting new affordable and social housing

U-NPP 2.4

U-NPP 2.4: Establish responsive Islamic national housing finance system (for new housing and upgrading)

NUP

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

U-NPP:

U-NPP: Ensure adequate housing and basic urban services to all

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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 Women’s Economic Empowerment National Priority Program Higher Education Development Project 2016-2020 National Education Strategic Plan 20172020 Proposed Key Indicators Proportion of population with access to places in neighborhood for social interactions and civic engagement (Sasaki Survey) 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) Store in Mazar-e-Sharif Source: Peretz Partensky, Wikipedia, CC, 2011

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Goal 2.4

Strengthen regional logistics capacities and cross-border linkages

STRATEGIC OBJECTIVE 2.4.1

Expand affordable and accessible housing options as the city expands to the east 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 Mazar-e-Sharif, support for objectives outlined in the Housing Policy is needed. 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. [See Toolkit] 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. 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.

Associated Projects and Programs ·

Affordable Housing Incentives

Housing Development Fund Support Program

Housing Survey

Housing Promotion Zone

Related Entities Municipality, MUDL

Beneficiaries City residents, IDPs, universities and other institutions

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]. The process must therefore be carefully managed.

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(Below) Informal Housing in Mazar-e-Sharif Source: Utopian Planners, 2020

STRATEGIC OBJECTIVE 2.2.3

Enhance and expand access to community amenities and facilities in existing neighborhoods 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 Use the Daraya-ye-Band-e-Amir Canal as an armature to build urban resilience through landscape strategies] 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 Mazar-e-Sharif, private health facilities are considered expensive. Health care needs should be evaluated and supportive public clinics should be considered to help 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 and 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.

Associated Projects and Programs Community Hubs Community Parks Social Development Needs Assessment Civic Library and Learning Center Related Entities MoWA, MoLSAMD, MoEd, MoCI, Municipality

Policy Guidelines Identify and address healthcare gaps Support community facilities with educational programming

Mazar-e-Sharif 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). Access to education for youth is a key factor to help communities move out of poverty. (Top) Amusement Park in Mazar-e-Sharif Source: Wikipedia, CC, 2012

Parks in mazar-e-Sharif Source: SMAP, 2017

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CITY SPOTLIGHT

Existing conditions in Southern Mazar-e-Sharif Carpet Weaving Industry

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Manufacturing Plant

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Agricultural Land

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Petroleum Directorate

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Noor Amusement Park Existing School

River

FLOOD bn alwnship I d i l Kha alid To -W

ING FR

OM TH

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Residential Area for Arazi employees

Haji Muqeem Buzkashi field

Existing School Agriculture Directorate Exhibition Center

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Genopress Plant/ Government Land

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CITY SPOTLIGHT

Proposed Strategies and Projects

Community Park

Proposed BRT Line Extension

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lo eve

Industrial Waste Water Treatment Plant

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Food Park

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Vocational Center

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Heavy industrial uses should be replaced by light industrial land uses that don’t contaminate the neighborhood

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Noor Amusement Park

River

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Community Facilities Buzkashi/ Cricket field Mixed Use Development Agriculture Directorate Exhibition Center

Mosque

Mixed Use Development

C ian

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or ed en os opm p l o Pr eve e D on Z

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Convert graveyard areas into green areas

Mosque

Community Facilities Recreational Center

To I

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SOUTHERN MAZAR

Flood Mitigation & Open Space

Community Park

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Water Treatment Facility

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Food Park

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Agricultural Land Vocational Center

Commercial Agricultural Processing

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Wholesale Market

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Community Park

Noor Amusement Park

River Community Park

Community Facilities Buzkashi/ Cricket field Community Park Agriculture Directorate Exhibition Center

Community Park

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Community Facilities Recreational Center

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Theme Three

HERITAGE, CULTURAL LANDSCAPE, AND TOURISM

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VISION STATEMENT

Heritage, Cultural Landscapes, and Tourism

> Create a civic district at the heart of the city > Enhance the open spaces around the Shrine >Build on the city’s legacy of sports and recreation >Strengthen the connections between Mazar-esharif, Balkh, Khulm and Tangi Shadian

Establishing this vision for Mazar-e-Sharif 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.

Durrani

Alexander

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Persians Mughals

AFGHANISTAN

Mongols

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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 for Goal 2.3

Related Key Drivers

· · · · ·

Preservation of heritage assets and regional tourism

3.1.1

Reinforce the city center and areas around Shrine of Hazrat Ali as a civic and tourism hub

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

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) Shrine of Hazrat Ali Source: Wikimedia Commons III.110

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Goal 3.1

Foster local identity through investment in culture and built heritage

STRATEGIC OBJECTIVE 3.1.1

Reinforce the city center and areas around Shrine of Hazrat Ali as a civic and tourism hub Preservation of Afghanistan’s rich cultural heritage sites and the regeneration of the historic quarters is a critical factor in the development of Afghanistan’s provincial capitals. However, the combination of decades of conflict, natural hazards, rapid urbanization, lack of awareness and regulation are threatening the survival of the rich historic fabric in Afghan cities. If preserved and activated, historic assets can contribute to a shared sense of regional and national identity, and can attract local and regional visitors to catalyze a growing tourism economy and generate social and cultural value for the wider population. Mazar-e-Sharif developed around the Holly Shrine (Rawza), established in the 15th century. Since then it has become the major urban centre in northern Afghanistan. associated with Ali ibn Talib, son-in-law of the prophet Muhammed, the shrine’s presence at the heart of the city makes Mazar-e-Sharif one of Afghanistan’s most touristic cities. Building on the significant economic value derived from visitors to the shrine at popular seasonal festivals such as Gul-e-Surkh (Persian new year) and the red flower ceremony, there are more socioeconomic development opportunities. While the historic urban fabric of the city has largely disappeared with the exception of the Shrine, the area around it constitutes the commercial, cultural, and social heart of the city, and is currently overcrowded due to vending activities on the roads and traffic congestion. To remedy this, the urban areas around the Shrine should be included in a heritage zone to protect and leverage its important commercial functions in support of the shrine’s tourism value. The historic quarters of Mazar that once surrounded the shrine have largely disappeared, and the central area has been repeatedly re-planned to meet the perceived commercial needs of the time. Despite this, the central area is highly congested, due in large part to ineffective management of traffic. To address this, the heritage zone around the Rawza merits a re-assessment to ensure the safeguarding of the monument and facilitation of the vital commercial functions that take place in the area. This might include measure to improve the flow of vehicular traffic, additional pedestrianization of key areas and enhancement of the precinct of the shrine through intensified planting to provide share for visitors.

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Associated Projects and Programs Old City Heritage Site Restoration Program Critical Infrastructure Revitalization Program Shrine Museum Renovation and Expansion Project Wayfinding and Communications Strategy Heritage Preservation Zone Tourism Development Plan Tourism, Hospitality, and Historic Preservation Training Programs Historic Core Streetscape Improvements Old City Infill and Redevelopment Strategy Program Activation within Historic Core Old City Heritage Tourism Center Civic Library and Learning Campus

Related Entities Local Chamber of Commerce, MoICT, AUWSSC, DABS, Municipality, MoIC

Period Short- to Medium-term

(Below) Aerial Image of the Shrine and it’s gardens at the center of Mazar-e-Sharif

STRATEGIC OBJECTIVE 3.2.3

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.

Associated Projects and Programs Streetscape Spaces for Vendors Temporary Public Spaces for Vendors Vendor Association Local Handicrafts Support Program Textile and Carpet Research and Development Program Handicrafts Training Center Handicrafts Market Fixed Public Facilities for Vendors Public Arts Program Events and Festivities Planning Program Textile and Carpet Production Facility

Related Entities Local Chamber of Commerce, MoEd, MoCI, MoLSAMD, Municipality, MoLSAMD

Period Short- to Medium-term

(Below) A vocational skill training class room for cultural cloath making. Source: Heber Vega

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EXISTING CONDITIONS

City Center

Ibn E Sina Bikhi Public Hospital

Mazar Mandawi

Kefayat Market Arya Medicines Wholesale Market

n ia

rty

Haji Faizullah Arisari Market

Balkh & Maymana Market

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Existing School

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ne o

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Ali

Haji Bahruddin Market

Almonds Wholesale Market

Sultan Ghiyasuddin High School Balkh Muncipality

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Balkh Medical College Bakhtar High School

Cultural Park under construction

A-7 6

Kart e

Tafh i

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Jawzjan Engine Oil Market Balkh Provincial Council

Haji Ebrahim Gran Market

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Balkh University Old Campus

Public Land

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EXISTING CONDITIONS

Proposed strategies & projects

Ibn E Sina Bikhi Public Hospital

Mazar Mandawi

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ial

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ria

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Informal Market

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Women’s Center

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Women’s Market

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Balkh Muncipality

Women’s Entrepreneurship Center

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Sultan Ghiyasuddin High School

Balkh Medical College Bakhtar High School

St op

Mixed Use Development

Cultural Park

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A-7 6

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Balkh Provincial Council

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Balkh University Old Campus

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Proposed Library

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Active Median

Public Transport

Corridor Trees

Women’s Facility inside Shrine’s Park

Designated Taxi Parking

Planters

Safe Crossings

Bike Lane

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Shrine Gardens Renovation Project Designated Vendor Area

Shrine of Hazrat Ali

Garbage Disposal

Sidewalk Extension for pedestrian activity Strategic Framework

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Goal 3.1

Foster local identity through investment in culture and built heritage

PROJECT SUMMARY- GOAL 3.1

Foster local identity through investment in culture, built heritage and recreational landscape Project ID

Project Description

3.2.1

Strengthen the network of cultural sites and landscape assets in Balkh Province

3.1.1.1

Critical Infrastructure Revitalization Program

3.1.1.2

Historic Core Streetscape Improvements

3.1.1.3

Old City Heritage Site Restoration Program

3.1.1.4

Shrine Museum Renovation and Expansion Project

3.1.1.5

Shrine Gardens Renovation Project

3.1.1.6

Civic Library and Learning Campus

3.1.2

Support and expand the local network of handicrafts and cultural production

3.1.2.1

Fixed Public Facilities for Vendors

3.1.2.2

Handicrafts Market

3.1.2.3

Handicrafts Training Center

3.1.2.4

Streetscape Spaces for Vendors

3.1.2.5

Temporary Market Spaces for Vendors

3.1.2.6

Textile and Carpet Production Facility

Project Locator Map 0

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2 km

3.1.1.3 Old City Heritage Site Restoration Program 3.1.1.4 Shrine Museum Renovation and Expansion Project 3.1.1.5 Shrine Gardens Renovation Project

3.1.2.2 Handicrafts Market

3.1.1.2 Historic Core Streetscape Improvements

3.1.1.6 Civic Library and Learning Center

3.1.2.4 Streetscape Spaces for Vendors

3.1.2.5 Temporary Market Spaces for Vendors

3.1.2.6 Textile and Carpet Production Facility 3.1.2.3 Handicrafts Training Center

3.1.2.5 Temporary Market Spaces for Vendors

3.2.2.1 Buzkashi Flex Field

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GOAL 3.2

Develop cultural and recreational landscapes Cultural landscapes reveal aspects of a region’s origins, its evolving relationship with nature, and define its cultural legacy and identity. Cultural landscapes provide scenic, economic, ecological, social and educational opportunities and recreational benefitsThe protection of existing cultural landscapes and the development of new open spaces is important to strengthen the human relationship to nature, guide sustainable development, safeguard collectively shared heritage sites for future generations, and provide urban areas with valuable natural amenities. Strategic Objectives for Goal 2.3 3.1.1

Strengthen the network of cultural sites and landscape assets in Balkh Province and Khulm

3.1.2

Build on the 1973 Master Plan to establish a citywide network of green spaces and recreational facilities for all

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

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)

(Right) Bala Hissar in Balkh City Source: Jolyon Leslie III.122

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Goal 3.2

Develop cultural and recreational landscapes

STRATEGIC OBJECTIVE 3.1.1

Strengthen the network of cultural sites and landscape assets in Balkh Province and Khulm Cultural sites across Afghanistanhave 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 communities in the region.

10. Nadir Tepe 2. Bala Hissar Balkh

4. Ziarat-e Khwaja Agacha

11. Mazar-e Mir Ruzadar

A76

[quick (10-min) map of key elements noted below] Regarded by scholars as one of the oldest settlements in the world, The Balkh region near Mazar-e-Sharif is of great heritage value. The region dates back to the Bronze Age and later became one of the main centers of islamic culture and trade, as it was a key town along the Silk Road. Even though Balk has undergone significant destruction throughout history, some of its magnificent heritage sites remain. Moreover, both Mazar and Balkh cities are embedded within the large deltaic plain at the confluence of the Band-e-Amir River and the Hindukush mountain range to the south. The region’s natural assets and cultural landmarks provide many opportunities for leisure activities. Recently, unregulated development has been threatening the historical character of the city of Balkh, including its extensive agricultural land. To address this concern, the need for development regulations to increase the collective awareness of the value for cultural and natural assets is growing. As a collective effort, the provincial and municipal administration is tasked to establish a comprehensive regional inventory of cultural heritage sites that link them to the agricultural fields and the hillsides to the south. Further steps in protecting and revitalizing individual heritage sites involve the development of publicly accessible information (descriptions), trails that connect historic zones or natural assets and a guide for identification and wayfinding. Hereby, coordinating ongoing Balkh, in addition to preservation efforts with the city of Mazar-e-Sharif will be crucial in developing a comprehensive preservation approach. Ultimately, the preservation and safeguarding of cultural sites such as Balkh, woleswali of Khulm and Tangi Shadian has the opportunity to link to a tourism strategy which requires investments in transport infrastructure, mobility options, and enhancement of hospitality and related services in Mazar-e-Sharif, in sinergy with Balk and Khulm. Lastly, tourism promotion strategies and marketing should be done by th emunicipality in order to promote regional tourism in other times of the year beside the Persan new year.

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8. Masjid-e Noh Gunbad 9. Ziarat-e Khwaja Abu Nasr Parsa

5. Q

(Above) Aerial photo of urban expansion to the east of Mazar-e-Sharif. Source: Wikipedia CC, 2012.

A62 1. Rawze Sharif Hazrat Ali

A76 D8

D9 D3 D2 D4

D10

D1 D5

Qala-i Jangi

Associated Projects and Programs River or Canal Greenway Historic Irrigation Canal Revitalization Project Balkh Heritage and Landscape Restoration and Conservation Program Allburz Marmul Mountains conservation program Regional Wetland Park

Related Entities MAIL, NEPA, Municipality, MoIC

(Right) The garden in Tashkurgan built by Abdur Rahman Khan and restored by Dutch people, CC. 2010 Strategic Framework

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Goal 3.2

Develop cultural and recreational landscapes

STRATEGIC OBJECTIVE 3.1.1

Build on the 1973 Master Plan to establish a city-wide network of green spaces and recreational facilities for all 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.[See Toolkit L] Mazar-e-Sharif’s existing public open spaces and recreational facilities are located within the first ring road and are centered around the Blue Mosque. The distribution of urban parks are primarily aligned along Martyr Masood Blvd from Barakat Square to Ferdousi Square and the majority of institutional facilities are found on the North-South corridor of Shadian Rd. Mazar-e-Sharif’s future urban expansion is expected to grow towards Balkh University in the east, [Toolkit U-#] towards the south of Nahias 1, 5 and 6. [Toolkit U-#] Additionally, growth towards the northern city boundary in Nahia 8 and 9 are expected. [Toolkit U-#] As neighborhoods continue to grow, they will require new open spaces, cultural and social facilities to sustain the emerging neighborhoods and communities. The 1973 master plan of Mazar-e-Sharif provided a strong urban vision for the city by incorporating urban growth with open space development. The master plan introduced an open space network consisting of linear open spaces which alternated the radial ring road. These green corridors connected larger parks, cultural and administrative sites across the city, and provided communities access to a local open space within walking distance. To balance the Mazar’s future growth trajectory and guide the city’s urban expansion in a sustainable manner, the 1973 master plan’s vision should be incorporated into a balanced open space network that provides Mazar-eSharif with a unique urban identity and attractiveness. The Darya-ye-Band-e-Amir canal, the Nahri Shahi ancient floodway and Marmols waterways should be developed as an active promenade and linear metropolitan parks with recreation facilities is a bold vision to capitalize on the city’s ecological functions. The upgrading and formalizing of the Buzkashi Stadium, which is in close proximity to the canal, highlights the legacy of the Afghan sport. [Toolkit S-#] To promote Mazar’s progressive urban society, the provision of passive recreation facilities, sports fields, urban parks, as well as family and women-only open spaces and

Associated Projects and Programs Family-only Park “Rooms” Parks and Open Spaces Assessment Buzkashi Stadium Football Stadium

Neighborhood Sports Facility New Urban Parks Urban Trail System through the canals Green Boulevard for Second Ring Road

Related Entities Municipality

City-wide Recreation Facility

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Mazar-e-Sharif Strategic Development Framework

(Above) Yuxtaposition of 1973 Master Plan showing the green space network along the ring road and across the city and the satelite image showing existing conditions.

‫ﻣﻌـﻠوﻣﺎﺗـــــﯽ‬ ‫ﻧﻘﺷﮫ ﻣﻌـﻠوﻣﺎﺗـــــﯽ‬ ‫ﻧﻘﺷﮫ‬

‫ﺑﻠﺦ‬ ‫وﻻﯾتﺑﻠﺦ‬ ‫ﺣﻠﻘویوﻻﯾت‬ ‫ﺳرکﺣﻠﻘوی‬ ‫ﺳﺑزﺳرک‬ ‫ﺳﺎﺣﮫﺳﺑز‬ ‫ﺳﺎﺣﮫ‬

67°10'0"E 67°10'0"E

rooms [Toolkit S-# and L-D.4] should be coordinated with the city’s overarching growth strategies. Overlaying these individual nodes and clusters of recreational facilities with trail systems, urban spines, and revitalized canals establish a network of well connected open spaces. A parks and open spaces assessment should be conducted to assess neighborhood access to open space. Identification of opportunities for open space systems should include a diversity of activities and look to establish links to existing parks and trail systems that can improve residents’ access to Mazar-e-Sharif’s natural assets to promote recreation, awareness, and preservation. This strategy should be applied to an anticipated wastewater treatment facility in Nahia 7, where a groundwater infiltration wetland can be activated as a regional park. [See 2.1.3 Establish a wastewater treatment system] This overall development strategy aims to systematically improve important ecosystem services, activate and diversify landscapes and infrastructure typologies, and provide the city with a unique open space network ‫ﺑﻠﺦ‬ ‫وﻻﯾت‬ ‫اراﺿﯽ‬ ‫و‬ ‫ﺳـــــﺎزی‬ ‫ﺷــــــﮭر‬ ‫رﯾﺎﺳت‬ ‫رﯾﺎﺳت ﺷــــــﮭر ﺳـــــﺎزی و اراﺿﯽ وﻻﯾت ﺑﻠﺦ‬ ‫ﻣﺷﺧﺻﮫ‬ ‫ﻋﻼﯾمﻣﺷﺧﺻﮫ‬ ‫ﻋﻼﯾم‬ ‫ﺟرﯾب‬ ‫ﻣﺳﺎﺣتﺑﮫﺑﮫﺟرﯾب‬ ‫ﻣرﺑﻊ ﻣﺳﺎﺣت‬ ‫ﻣﺗرﻣرﺑﻊ‬ ‫ﻣﺳﺎﺣتﺑﮫﺑﮫﻣﺗر‬ ‫ﺳﺎﺣﮫ ﻣﺳﺎﺣت‬ ‫ﺷﻣﺎره ﻧﺎمﻧﺎمﺳﺎﺣﮫ‬ ‫ﺷﻣﺎره‬ and cultural identity that ‫ﺣﻠﻘوی‬ ‫ﺳﺑز‬ ‫ﺳرکﺣﻠﻘوی‬ ‫ﺳرک‬ ‫ﺳﺎﺣﮫﺳﺑز‬ ‫ﺳﺎﺣﮫ‬attracts regional and national visitors. 11centimeter centimeter==350 350meters meters 460 920118.6439 11 460 920118.6439 A‫ﺳﺑز‬ A‫ﺳﺎﺣﮫﺳﺑز‬ ‫ﺳﺎﺣﮫ‬ Minucipality plan to create a green loop 422 843862.0541 B‫ﺳﺑز‬ ‫ﺳﺎﺣﮫ‬ 2 422 843862.0541 B‫ﺳﺑز‬ ‫ﺳﺎﺣﮫ‬ 2 ‫ﻣﺗره‬ 40 ‫ﻣﺗره‬ 40‫ﺳرک‬ ‫ﺳرک‬ 00 340 340680 680 1,360 1,360 2,040 2,040 2,720 2,720 222 443694.7151 33 222 443694.7151 C‫ﺳﺑز‬ C‫ﺳﺎﺣﮫﺳﺑز‬ ‫ﺳﺎﺣﮫ‬ Meters ‫ﻣﺗره‬ ‫ﻣﺗره‬20 20‫ﺳرک‬ ‫ﺳرک‬ around second ring roadMeters ‫ﻣﺳﺎﺣت‬ 1104 2207675.413 ‫ﻣﺟﻣوعﻣﺳﺎﺣت‬ ‫ﻣﺟﻣوع‬ 1104 2207675.413 Source: Municipality Green Greenpark parkA A

Green Greenpark parkCC

Badakhshan Kunduz Badakhshan Kunduz Jawzjan Jawzjan Balkh Balkh Takhar Takhar Faryab Samangan Faryab Samangan Baghlan Panjsher Baghlan Panjsher Sari SariPul Pul Nuristan Nuristan Bamyan Bamyan Kunar Kunar Kabul Kabul Wardak Wardak Ghor Nangarhar Ghor Nangarhar Daykundi Daykundi Paktya Ghazni GhazniPaktya Khost Khost Uruzgan Uruzgan Paktika Paktika Zabul Zabul

Badghis Badghis

Hirat Hirat

Farah Farah

Hilmand Kandahar Hilmand Kandahar Nimroz Nimroz

Green GreenPark ParkB B

(GIS)‫ﺟﻐراﻓﯾﺎﯾﯽ‬ (GIS)‫ﻣﻌﻠوﻣﺎتﺟﻐراﻓﯾﺎﯾﯽ‬ ‫ﻣرﮐزﻣﻌﻠوﻣﺎت‬ ‫ﻣرﮐز‬

Strategic Framework

III.127

Goal 3.2

Develop cultural and recreational landscapes

PROJECT SUMMARY- GOAL 3.1

Develop cultural and recreational landscapes 3.2.1

Strengthen the network of cultural sites and landscape assets in Balkh Province

3.2.1.1

Balkh Heritage and Landscape Restoration and Conservation Program

3.2.1.2

Allburz Marmul Mountains conservation program

3.2.1.3

Regional Wetland Park

3.2.2

Build on the 1973 Master Plan to establish a citywide network of green spaces and recreational facilities for all

3.2.2.1

Buzkashi Flex Field

3.2.2.2

City-wide Recreation Facility

3.2.2.3

Family and Women Park Rooms

3.2.2.4

Football Stadium Renovation

3.2.2.5

Neighborhood Sports Facility

3.2.2.6

New Urban Parks

3.2.2.7

Daraya-ye-Band-e-Amir Chanal Pedestrian & Bike Promenade

3.2.1.1 Balkh Heritage Sites and Landscapes Restoration & Conservation Program

Project Locator Map 0 III.128

Mazar-e-Sharif Strategic Development Framework

2 km

3.2.1.3 Regional Wetland Park

3.2.2.2 City-wide Recreation Facility O1 3.2.2.3 Family Park

3.2.2.3 Family Park

3.2.2.2 City-wide Recreation Facility O2

3.2.2.7 Daraya-ye-Bande-Amir Canal Pedestrian & Bike Promenade

3.2.2.3 Family Park 3.2.2.3 Family Park

3.2.2.4 Football Stadium Renovation

3.2.1.2 Allburz Marmul Mountains conservation program Program

3.2.2.1 Buzkashi Flex Field

Strategic Framework

III.129

130

Mazar-e-Sharif Strategic Development Framework

Theme Four

LIVELIHOODS AND THE AGRICULTURAL ECONOMY

Strategic Framework

131

VISION STATEMENT

An economic growth vision for Mazar-e-Sharif

> Developing critical value chains in the agricultural sector > Creating training and job opportunities in a diversifying economy Establishing this vision for Mazar-e-Sharif will require the following goals:

Goal 4.1 Strengthen regional logistics capacities and cross-border linkages

138

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

144

Goal 4.3 Strengthen the agricultural sector and develop sustainable value chains

152

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

132

Mazar-e-Sharif Strategic Development Framework

158

Strategic Framework

133

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.

134

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

135

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.

136

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

137

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. Strategic Objectives for Goal 4.1 4.1.1

Reinforce the connection to Hairatan and key regional cities

4.1.2

Reinforce the light industry corridor along Yolmarab Road

4.1.3

Leverage TUTAP and CASA-1000 to develop local energy capacities

Alignment with National Goals and Priorities

Related Key Drivers

Regional connectivity and the implementation of the TUTAP corridor

Related National Plans and Programs

· · · · · ·

National Export Strategy Transport Sector Master Plan 2017-2036

Information and Communications Technology Sector Plans National Infrastructure Plan 2017-2021 National Railway Plan

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

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) Photo of Hairatan border crossing. Source: Wikipedia CC, 2016. 138

Mazar-e-Sharif Strategic Development Framework

Strategic Framework

139

Goal 4.1

Strengthen regional logistics capacities and cross-border linkages

STRATEGIC OBJECTIVE 4.1.1

Reinforce the connection to Hairatan and key regional cities

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 provide strong connections to other cities and provinces, as well as cross-border hubs. Key highways should be improved to meet capacity demands and rail links should be supported through planning and coordination so investments may be realized. Mazar-e-Sharif is at the intersection of several key corridors that link the capital Kabul to Tajikistan, Uzbekistan, and Turkmenistan. Several major international agreements and infrastructure investment projects are underway, such as the TUTAP, TAT route, and the FNRC rail line. Other major infrastructures include gas and oil pipelines from Sheberghan and a railway from the border town of Hairatan that connects Uzbekistan and the Termez FEZ to Mazar-e-Sharif. There are two growing cross-border trade hubs: Qarshi, Uzbekistan, and Dushanbe, Uzbekistan. Qarshi is relatively small but is well developed and has taken advantage of the hydrocarbon economy of the region. Dushanbe is the capital of Tajikistan and is home to several major universities while the region is dominated by industrial sectors such as mineral extraction, metals processing, and agriculture. Hairatan is a strategically important border crossing for Mazar-e-Sharif as it is a key industrial hub between domestic and international trade networks. Mazar-e-Sharif has been extending to the east along a rail corridor that connects the airport to Hairatan. This corridor of growth should be reinforced through investments in road and rail infrastructure to bring continued industrial investment into the region. As the railway network is developed, there is an opportunity to plan for a multi-modal freight hub near the airport and align the railway development with passenger travel.

(Top) Photo of rail crossing from Hairaton (Uzbek border) to Mazar-e Sharif Source: Wikipedia CC, 2016. 140

Mazar-e-Sharif Strategic Development Framework

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

UZB

TJ K Hairatan

Sheberghan

Mazar-e-Sharif

Regional Connectivity Planned Multimodal Hub

Custom Station

Planned Major City Station

Active Industrial Zone

Railway Station/ Junction

Planned Industrial Zone

Existing Rail

Major Highways

Planned Rail

Primary Roads

Dry Port

Planned TAP/TAPI Corridor

STRATEGIC OBJECTIVE 4.1.2

Leverage TUTAP and CASA-1000 to develop local energy capacities The TUTAP (Turkmenistan-Uzbekistan-Tajikistan-Afghanistan-Pakistan) power interconnection framework aims to connect Afghanistan’s currently isolated grids and provide linkages to neighboring countries, including establishing connections through the CASA-1000 (Central Asia-South Asia) power project. The CASA-1000 will support the export of over 1,300MW surplus hydroelectricity from Kyrgyzstan and Tajikistan to Afghanistan and Pakistan. It will also support the interconnection of the Northeast Power System (NEPS), provide 300MW of electricity to Afghanistan, facilitate domestic energy generation potential, and generate revenue from transit fees. 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 Mazar-e-Sharif and the region will leverage the investments of the TUTAP and CASA-1000 corridor. A TUTAP/CASA1000 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 is primarily from non-domestic sources. Renewable energy sources in the region have potential, and the government should look to develop an energy generation plan that leverages the TUTAP/CASA-1000 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.

Associated Projects and Programs » TUTAP/CASA-1000 Transmission Line Impact Study Related Entities Municipality, MoEW, MoPW, DABS Beneficiaries Businesses

See 2.2.1 Invest in sustainable energy solutions

UZB TJ K

Mazar-e-Sharif

Existing 220kV Transmission Line

CASA-1000

PA K

CASA-1000 Route Strategic Framework

141

Goal 4.1

Strengthen regional logistics capacities and cross-border linkages

STRATEGIC OBJECTIVE 4.1.3

Reinforce the light industry corridor along Yolmarab Road 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. Pro-active planning can also be an effective attractor for commerce and trade by making it easier for private-sector businesses to realize their own investments. Mazar-e-Sharif’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. 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. Further planning of the railway corridor alignment with strategic industrial investments such as integrated industrial zones and a multi-modal freight hub should be implemented and can potentially create investment opportunities in the future and support strategic growth. Key corridors such as Joma-Asek should be reinforced as a key area for light industry to cluster such industrial and commercial activity. The road should be extended to support a network between industrial areas in the southwest and the southeast near the airport. The SDF recommends moving heavy industrial uses that exist near Shadian Road to the Industrial hubs proposed both at the east and west of the city and to convert this heavy industrial area into non polluted light industrial uses, combined with other mixed uses like residential, commercial and community uses

Associated Projects and Programs Hairatan

» Warehouse Support Program » Yolmarab Road Improvements and Extension » Integrated Industry Zone Policy Guidelines

Planned Industrial Zone

» Light Industry Incentive Zone Related Entities

Industrial Hub

Planned Multimodal Hub

142

Beneficiaries Businesses

Industrial Zone Context Planned Multimodal Hub Planned Major City Station Railway Station/ Junction Existing Rail Planned Rail

MoCI, ARA, MoTCA, MoE, MUDL, UMIS, Municipality

Active Industrial Zone Planned Industrial Zone Airport/Airfield Major Highways Primary Roads

Policy Guidelines Prioritize Light Industry Along Yolmarab Road

See 4.4.1 Reinforce the connection to Hairatan and key regional cities

Mazar-e-Sharif Strategic Development Framework

Industrial H Multi Modal Freight Hub

Hub

Move heavy industrial uses to the industrial clusters and transition to light industrial land uses that don’t contaminate the neighborhood Existing carpet production industries should be moved to this light manufacturing cluster

Appropriate buffers should be kept around the railway

Sha

dia

g Rin

Nas

aji-

tur eF rei g

ilw ay

Are d ev a s u i t a ind elopm ble f o ust ria ent n r l cl ext ust er to the Deh

dai

Industrial Hub Nasaji-Dehdai

eR tur

Existing industrial area

ailw

Conservation of Agricultural Land

To Balkh

Strategic Framework

143

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. Strategic Objectives for Goal 4.2 4.2.1

Establish knowledge sector development programs in Balkh University and increase vocational education opportunities

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

Related Key Drivers

· ·

Availability and accessibility to job opportunities and educational resources 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

Alignment with National Goals and Priorities

· · · · ·

National TVET Strategy 2019-2024

National Export Strategy, Human Capital National Priority Program

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

Higher Education Development Project 2016-2020 National Housing Policy

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)

(Above) Aerial photo of urban expansion to the east of Mazar-e-Sharif. Source: Wikipedia CC, 2012. 144

Mazar-e-Sharif Strategic Development Framework

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145

Goal 4.2

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

STRATEGIC OBJECTIVE 4.2.1

Establish knowledge sector development programs in Balkh 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. 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.

Associated Projects and Programs » University Partnership and Exchange Program » Vocational and Job Training Program » Engineering Training Program » Vocational Training and Education Center Related Entities Balkh University, MoE, MoCI, MoHE, Municipality, MoWA, MoLSAMD Beneficiaries Students, residents, and businesses

Overall, Mazar’s education sector has performed well over the years, with strong support of donors and partnership with universities across the globe. However, according to the SMAP (2018), less than 30% of residents have access to vocational training centers.

(Top) Photo of Balkh University gate. Source: Wikipedia CC, 2012. 146

Mazar-e-Sharif Strategic Development Framework

University Name

Type

Balkh University Rahnaward Higher Education Institution Rahe Saadat Higher Education Institution

Government Private Private

# of Students* Female Male 7,527 10,528 2,212 3,978 2,224 2,514

Total 18,055 6,190 4,738

# of Teachers* Female Male 97 329 32 111 43 219

Total 426 143 262

StudentTeacher Ratio

Mawlana Jalalludin Mohammad Balkh University Aria University Taj Higher Education Institution Sadat Higher Education Institution

Private

1,243

1,993

3,236

35x

Private Private Private

815 615 166

1,752 1,091 373

2,567 1,706 539

17 11 23

107 74 115

124 85 138

21x 20x 4x

42x 43x 18x

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

Government Technical and Vocational Institutions 2017-2018 University Name Balkh Agriculture Institute Balkh Petroleum and Gas Institute Balkh Management and Accounting Institute Balkh Technical Institute Balkh Teacher Training Vocational Institute

# of Students* Female Male 116 512 105 767 461 933 31 265 132 170

Total 628 872 1,394 296 302

# of Teachers* Female Male 7 28 21 39 12 30 0 18 4 10

Total 35 60 42 18 14

Total 1,654 1,051

# of Teachers* Female Male 39 32 8 46

Total 71 54

StudentTeacher Ratio 18x 15x 33x 16x 22x

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

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

# of Students* Female Male 1,279 375 909 395

StudentTeacher Ratio 23x 24x

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

Currently, programs offered at public institutions cover such as agriculture, veterinary science, management and accounting, carpentry, mechanical technology, electrical technology, electronics and construction, and extractive resources (petroleum and gas). Courses at private institutions are focused on computer literacy and English language. Three vocational centers are proposed but more facilities should be added to facilitate job creation, particularly for women. Areas of interest for program development and improvement include such as mining, civil engineering, IT applications, trade, arts, and others. In addition, teacher training programs should be developed to improve the quality of education of secondary and higher education institutions. Existing and Proposed Schools and Vocational Training Centers SMAPS, 2017

Strategic Framework

147

Goal 4.2

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

STRATEGIC OBJECTIVE 4.2.2

Strengthen local commerce, industry, and labor market

Associated Projects and Programs » Local Material and Labor Promotion Study » Commercial Promotion Zone » Existing Market Infrastructure Upgrades » Construction Standards Study » Small-scale Production Spaces » Service Sector Support and Promotion Program » Upgrade Women’s Market 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

Urban economies are characterized by the diversification of industrial sectors and commercial opportunity. To support continued growth, Mazar-e-Sharif should do as much as it can to provide a supportive infrastructure for commercial development and creating job opportunities. Running small businesses, shopkeeping, small-scale production, vending, hospitality, and restauranting are common business activities in Mazar-e-Sharif. Existing commercial markets and bazaars are mainly concentrated around the Holly Shrine and support a large population. Existing market infrastructure upgrades are needed to support current activity, including upgrades to women’s markets. There are also 23 hotels, 109 restaurants, 75 commercial markets, 10,315 shops, 8 underground commercial corridors, 18 wedding halls, and 5 core commercial markets in Mazar. However, as the city expands, much of this activity is concentrated in the core of the city. Commercial promotion zones should be established to incentivize business activity across the city along key corridors. These zones should be linked to infrastructure and transit planning around major residential neighborhoods with low access to commercial space. 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.

(Left) Retail on first floor of buildings on the city center Source: Utopians Planners (Right) Street vendors in Mazar-e-Sharif. Source: Naim Karimi 148

Mazar-e-Sharif Strategic Development Framework

STRATEGIC OBJECTIVE 4.2.3

Provide basic services to industrial parks There are 83 small manufacturing units active in Mazar. Carpets, rugs, Non-alcoholic beverages, handicraft, dried fruit and producing felt and wool are the most common forms of production. The Kod-e Barq factory which produces fertilizer, cottonseed oil factory and textile factory are the big factories of Mazar. The Kod-e Barq and cottonseed oil are semi active and the textile factory is inactive. The Gorimar Industrial Park, built with the support of USAID, is located 22km east of downtown Mazar-e-Sharif. According to the USAID, as of May 2014 the Gorimar Industrial Park has been equipped with key infrastructure components, such as the power plant and electrical distribution system, roads, sidewalks, water supply system, and flood channels. However, the reality is a largely vacant industrial park with some businesses and a small number of employees. Utilization of the park is constrained due to the lack of electricity and water.1 These challenges, together with insecurity and corruption, need to be addressed with the ownership of the government and commitment of the Afghanistan Investment Support Agency (AISA) for operation. As industrial activity begins to expand, MoCI in coordination with the MoEc should look at conducting a Industrial Attractiveness and Investment Incentive Study for the region around Mazar-e-Sharif 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.

1 SIGAR, “Gorimar Industrial Park Inspection Report,” January 2015

Associated Projects and Programs » Industrial Roadway Infrastructure Construction Program » Industrial Power Infrastructure Construction Program » Industrial Attractiveness and Investment Incentive Study Related Entities WRA, MoCI, MoCI, Municipality Beneficiaries Businesses

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

(Bellow) Satellite image showing the industrial uses on the western area of the city. Source: Esri, 2017

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Goal 4.2

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

Related Entities

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

» Microfinance Program » Housing Finance Program

Local Chamber of Commerce, AMA, AKAM, Municipality Beneficiaries Residents and businesses

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

Nation

Balkh %

# of active clients

47,987

272,763

5.0%

# of active borrowers

22,462

130,353

4.5%

» and basic health and hygiene care and access to finance.

# of loans dispersed

244,043

1,405,112

5.4%

Upon graduation, TUP members are linked with financial institutions to further expand their businesses and enterprises. As of 2019, people in Mazar have a relatively high level of access to the Microfinance Program including the TUP program. According to the report disclosed by MISFA, the amount of loan provided to people in Balkh province is the second largest in Afghanistan after Kabul province.

Amount of loans dispersed (AFG)

17.5 B

97.8 B

5.4%

Amount of loans outstanding (AFG)

1.5 B

8.4 B

5.5%

» productive livestock (i.e. cattle, goats, etc.) » animal husbandry training » subsistence support

The provision of financial services 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. Housing finance systems also have to be developed in an early manner as the loans are mostly short term and intended primarily for home repairs. As the level of household income increases through microfinance programs and such, it is expected that there will be much more demands for housing finance as well. The establishment of a housing development fund through the National Housing Policy will also help to support local financial institutions in Mazar-e-Sharif to provide shortterm 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

1 MISFA, Annual Report, March 2019 150

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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.) (Bellow Left) Industrial Park in Africa. Food Business Africa, 2019. (Bellow Right)

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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. Strategic Objectives for Goal 4.3

Strategic Objectives 4.3.1

Promote agro-Industrial development to strengthen existing industry and local distribution networks

4.3.2

Improve organizational and knowledge-based inputs for agriculture

4.3.3

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

Related Key Drivers » Agriculture sector human capital, infrastructure, and value chains Related National Plans and Programs » National Agricultural Development Framework » National Comprehensive Agriculture Development Priority Program 20162021 » Rural Enterprise Development Program Proposed Key Indicators

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

» Volume of production per labour 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. microfinance) 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)

(Left) Market on the city center. Source: Utopians Planners, 2020

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

STRATEGIC OBJECTIVE 4.3.1

Promote agro-Industrial development to strengthen existing industry and local distribution networks Agriculture is a significant economic sector for Mazar-e-Sharif with around 34.3 percent of the workforce in Balkh province employed in agriculture work.1 The implementation of an agro-industrial hub (E-A.1) can help to strengthen rural-urban 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 (Link to appropriate social inclusion toolkit here). A successful agro-industrial hub in Mazar-e-Sharif 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 (E-A.2), urban food parks (E-A.3), local universities and training centers, as well as wholesale markets (E-A.4) and aggregation service programs (E-A.5) Mazar-e-Sharif provides a number of support services and supplies in connection to NGO’s like JDA or FAO, including a silk research center. Based on the RRERS, cereals and potatoes are the most common crops. Farmers raise livestock such as sheep (51 percent), goats (17 percent), poultry (17 percent) and cattle (4 percent) in all districts, due to its proximity to Mazar-e-Sharif, the major trade center in northern Afghanistan. [2]

Associated Projects and Programs » Agro-industrial Hub » Link to Rural Development Facilities and Programs » Urban Food Park » Wholesale Market Related Entities MAIL, Municipality, MRRD, Local Chamber of Commerce, MoCI Beneficiaries Farmers and businesses

Production Summary Balkh Province Source: MRRD Balkh, UNFPA Balkh 2005, USAID Balkh 2018. Grain 186,100 T

Balkh is also famous for the cultivation of melons, grains, pistachios, cashmere and wool. Their horticulture, field crops, livestock, and niche sectors like silk production are traditional sectors that are being revived. New ventures include oil seed production in cooperation with Balkh University. Agro-industrial hubs and urban food parks should be planned and implemented within the existing industrial network and can benefit from direct connection to the airport and railway. The short-term provision of much-needed cold storage facilities can host an array of services for businesses in Mazar-e-Sharif such as silk production, processing and marketing (with support from the Silk Research Center); soybean, safflower and canola oilseed production; pistachio (and other nuts) processing and export; as well as skin and intestine processing and export. The small scale production facilities of urban food parks can support production and small ruminants, which include the nomadic Kuchis.

Fruits and Nuts 193,875 T

31%

32%

Crop Production 596,972MT

Sheep

Poultry

16%

17% Cattle

Livestock No Data Goats

16%

2. USAID, 2018

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12%

25%

1 OPM, Baseline Report, 2019

Vegetable 69,620 T

Fodder/Cash Crops 147,377 T

STRATEGIC OBJECTIVE 4.3.2

Improve organizational and knowledge-based inputs for agriculture While agricultural livelihoods are dependent on regional value chains, provincial capital cities are critical nodes within these value chains. These cities are not just markets for agricultural products but provide inputs like seeds, fertilizers, pesticides that improve agricultural productivity in rural farms. Provincial agricultural universities should 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 across cities. Universities within regional hubs like Mazar-e-Sharif should build 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.

Associated Projects and Programs » Agricultural Digitization Program » Agricultural Research, Development, and Training Center » Agricultural Specialty Services Support Program » Agricultural Crop Diversification Program Related Entities MAIL, MRRD 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

Balkh University should develop the capacity to engage the following livelihood zones: Northern Intensive Irrigation Agriculture Zone, Helmand Irrigated Wheat and Cash Crop Zone, Kunduz-Baghlan Cereal Production Zone, Northern Rainfed Mixed Farming Zone, Amu River Irrigated Cereals and Oilseed Zone, and Northwest Agro-pastoral Zone. (Refer to Annex for associated agricultural activities and crop calendar of each Livelihood Zone). Balkh University is well-positioned to spread technical knowledge on improving the productivity of grains and oilseed due to Mazar-e-Sharif’s importance for the cereal production livelihood zones.

(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 Strategic Framework

155

STRATEGIC OBJECTIVE 4.3.3

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

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 periurban 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 (Toolkit U-B) and structured customary urbanization (Toolkit U-C). A number of strategic goals for Mazar-e-Sharif would be met by supporting agricultural households in the west 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 melons or high-value crops like pistachios or nurseries supplying the trees for Mazar-e-Sharif’s streetscapes, southern hills and canal restoration projects.

Associated Projects and Programs » Peri-Urban High-Value Crop Incentive Program » Irrigation Management Support Program » Agriculture Land Plot Infrastructure Provision Program Related Entities MAIL, AUWSSC Beneficiaries Farmers and businesses

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), oil processing, dried fruits, or cashmere textiles. Strategic products for processing that can be promoted in the peri-urban zone are oilseeds, melons, and pistachios. (Top) A small greenhouse supporting local farmers and peri-urban households. Source: World Bank. (Bottom) Supporting high-value crops and orchards. Source: Freepresskashmir.com 156

Mazar-e-Sharif Strategic Development Framework

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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. Strategic Objectives for Goal 4.4

Strategic Objectives 4.4.1

Establish educational programs for mining and resource extraction

Alignment with National Goals and Priorities 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

Related Key Drivers » Sustainable development of mining sector Related National Plans and Programs » Mining Sector Roadmap » Extractive Industries National Priority Program 2017-2021 Proposed Key Indicators » Availability of technical and vocational education program to increase the number of engineers, particularly in resource estimation and mining » 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 158

Mazar-e-Sharif Strategic Development Framework

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

STRATEGIC OBJECTIVE 4.4.1

Establish educational programs for mining and resource extraction

The region surrounding Mazar-e-Sharif is rich in mineral and hydrocarbon deposits. Leveraging these assets will help to develop the regional economy, but investment in training and education should support these developments. Further investment should be made to develop capacities of a department of mining at Balkh University. This should include additional programs and training around the mining and hydrocarbon sector. With an existing railway network and regional airport, Mazar-e-Sharif is already set to become a hub for the mining industry. The University of Kentucky College of Engineering’s Department of Mining Engineering has assisted in building the capacity and quality of mining engineering program. Additionally, The Academic Mining Education in Afghanistan (AMEA) project, funded by the German Federal Foreign Office is helping to modernize mining education at Balkh University to meet the international standards. Enhancement of technical programs such as Mining Law and Mining Administration with a focus on supply chain management should supplement the existing efforts. The development of Afghanistan’s hydrocarbon resources has been identified as a critical link for securing long-term energy security, economic growth, diversification, and stability for the country. A 50 MW gas-based plant in Mazar-e-Sharif is being considered for a potential implementation. Balkh Petroleum and Gas Institute, a government-owned entity, currently offers programs for mining and resource extraction at the vocational level. Since 2019, the German Cooperation with Afghanistan has been leading the development and provision of a pilot training program in trades at this institution. Completing the training will earn the participants an official certificate of completion, certified by Technical Vocational Education and Training Authority (TVETA) and the municipality. The holders of such a certificate enjoy advantages such as faster processing of applications for business licenses as well as tax exemptions. Further training programs should be developed to enhance skills in mining as well as trading so that Mazar can be competitive in a market.

Associated Projects and Programs » Mining Research and Development Program » Minerals Supply Chain Management Program Related Entities Balkh University, MoMP Beneficiaries Students and businesses

Turkmenistan

Uzbekistan Hairatan

Tajikistan

Termez Sheberghan

Mazar-e-Sharif

Mazar-e-Sharif Quarrying and Mining Context Source: USGS 2006, MoMP 2019, World Bank 2017 Strategic Framework

159

Goal 4.2

Theme 4

PROJECT SUMMARY

Livelihoods and the Agricultural Economy

4.3.1.1 Link to Rural Development Facilities

Goal 4.1Reinforce the connection to Hairatan and key regional cities Project ID

Project Description

4.1.1.1

Multi-modal Freight Hub

4.1.1.2

Rail and Transit Alignment Plan

4.1.2.2

Integrated Industry Zone

4.1.2.4

Light Industry Incentive Zone

4.1.2.5

Joma-Asek road extension

4.3.2.1 Agricultural Research, Development, and Training Center

Goal 4.2 Reinforce Kantinarha Road as a light industry and logistics corridor Project ID

Project Description

4.2.1.1

Vocational Training and Education Center

4.2.1.2

Industry Incentive Program for Research and Development

4.2.2.1

Existing Market Infrastructure Upgrades

4.2.2.2

Establish new markets outside the city center along neighborhood spines

4.2.2.3

Small-scale Production Spaces

4.2.2.4

Upgrade Women’s Market

4.2.3.1

Industrial Power Infrastructure Construction Program

4.2.3.2

Industrial Roadway Infrastructure Construction Program

4.2.5

Establish exhibition and convention programming to showcase local commerce and products

4.3.1.2 Urban Food Park

4.1.2.5 Kantinarha Road Improvements

Goal 4.3 Strengthen the agricultural sector and develop sustainable value chains Project ID

Project Description

4.3.1.1

Link to Rural Development Facilities and Programs

4.3.1.2

Urban Food Park

4.3.1.3

Wholesale Markets

4.3.2.1

Agricultural Research, Development, and Training Center

4.3.2

Improve organizational and knowledge-based inputs for agriculture

4.1.2.2 Integrated Industry Zone

Project Locator Map 0

160

Mazar-e-Sharif Strategic Development Framework

2 km

A62

4.3.1.2 Urban Food Park

A76

4.3.1.3 Wholesale Market Hub

4.2.2.3 Small-scale Production Spaces

4.2.2.4 Women’s Market & Entrepernership

4.1.2.5 Joma Asek Road Extension

Joma-Asek

aji-D

ehd

4.3.1.3 Wholesale Market Hub

4.3.1.2 Urban Food Park

Shadian Rd

Nas

4.2.1.1 Vocational Training Center

4.1.2.4 Light Industry Incentive Zone 4.2.2.3 Small Scale Production Spaces

eR tur

ailw

4.1.1.1 Multi-modal Freight Hub

4.1.2.2 Integrated Industry Zone

Legend

Strategic Framework

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162

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Theme Five

INCLUSIVE PLANNING AND GOVERNANCE

Strategic Framework

163

VISION STATEMENT

Inclusive Planning and Governance

> Inclusion of satellite residential communities by improving municipal approval process > Protect and maintain the natural resources of the region by enforcing protection status, establish Research & development

Establishing this vision for Mazar-e-Sharif will require the following goals:

Goal 5.1 Strengthen trust in institutions and empower citizens

166

Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

170

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

178

Goal 5.4 Develop a sustainable framework for natural resource management

186

Goal 5.5 Establish SDF implementation process and framework

164

Mazar-e-Sharif Strategic Development Framework

192

Strategic Framework

165

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 for Goal 2.3

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

NUP O-7

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

» Citizen’s Charter National Priority Program

NUP + N-UPP

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

Proposed Key Indicators

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

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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Mazar-e-Sharif Strategic Development Framework

» % voting population in local election » Proportion of population who believe decision-making is inclusive and responsive, by sex, age, disability and population group (SDG 16.7.2) » 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. 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. 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.

Associated Projects and Programs » Local Tazkeras Issuing Program » Last-mile Service Connection Program » Neighborhood Service Delivery and Resilience Assessment » Local Stormwater and Drainage Improvements » Neighborhood Water Trunk and Feeder Lines » Household Improvement Microfinance Program Related Entities Municipality, Local Chamber of Commerce, AMA, AKAM, AUWSSC, DABS Beneficiaries Residents See 2.1 provide adequate urban services to all citizens for key infrastructure projects

(Above) Ongoing protection wall project,Tarnak-waJuldakdistrict,Zabulprovince. Source: CCNPP Strategic Framework

167

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 Municipality, MUDL, MoJ, MAIL, MoWA, MRRD Beneficiaries Residents and Businesses

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) 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. In Mazar-e-Sharif, residents are generally familiar with municipal institutions, especially the wakil-e-gozar and the head of the nahia. The CDCs and the municipal advisory board are still little known and there is a low participation rate in the CDC elections. 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 (Right) 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 communitybased 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. Strategic Framework

169

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 5.2.1

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

5.2.2

Enhance the registration and collection of property tax

5.2.3

Participate in the Municipal Incentive Fund (MIF) program

Alignment with National Goals and Priorities 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

Related Key Drivers

· · ·

Municipal revenue generation Related National Plans and Programs Urban National Priority Program

Related National Plans and Programs

· ·

Effective Governance National Priority Program 2019-2024 Urban National Priority Program

Proposed Key Indicators

· · ·

Revenue per capita

Proportion of fixed revenue vs. total revenue collected 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 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 » 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 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 4.2.2 Decentralize local commerce and strengthen the labor market

See below for an general evaluation of Mazar-e-Sharif. Note that this is based mostly on available data for FY2016 revenue sources breakdown.

» Mazar has about 80% of revenue from fixed sources, of which a half comes from city entry tax. The number of fixed revenue sources is 29, the largest among the 5PCCs. » City entry tax accounts for about 40% of revenue because of its proximity to Tajikistan and Turkmenistan. Currently these are mostly collected in cash, creating an incentive for corruption. Given that Mazar-e-Sharif can benefit from its location, a change in the collection system should be explored. » Mazar-e-Sharif has construction permits and real estate transfer taxes, which are regarded as common sources in good international practice and have potential to be further enhanced. » The collection of the business license tax is relatively high compared to other cities in Afghanistan and needs to be strengthened further. 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 use of other existing sources are highly recommended. These are such as the architecture tax, building permits, and real estate sales tax.1

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

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.

Decrease the city entry tax City Entry Tax, which is collected from commercial cargo trucks, is a great source of tax, but should not be the primary source of revenue due to its regressive nature. For instance, the City Entry Tax accounts for about 40% of revenue in Jalalabad and Mazare-Sharif (FY2016). The impact of this tax tends to be greater on low-income groups and especially the poor.

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.

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(Top) Mazar-e-Sharif street on the city center. Source: Jolyon Leslie

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.

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 Mazar-e-Sharif (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.

Associated Projects and Programs » Incentive Grants Program » PPP Policy and Law Review Related Entities Municipality, MoF Beneficiaries Municipality

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

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

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.

(Top) Commercial buildings in Mazar-Sharif Source: Utopians Planners 174

Mazar-e-Sharif Strategic Development Framework

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 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.

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.

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, Mazar-eHerat, Mazar-eSharif, Jalalabad, Sharif, Jalalabad, Mazar-e-Sharif Mazar-e-Sharif

Khost

Support ($ M)

1.0

1.5

Selected Municipalities

Selected 5PCCs

Total ($ M)

2.5

5.0

4.9

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CASE STUDY

Performance Challenge Fund, Philippines Dates

· ·

2010-

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.

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 » 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.

(Right Investing into a gender equal future and into the next generation of labor force is important across all Afghan cities. Source: Kiana Hayeri 176

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Strategic Framework

177

GOAL 5.3

Strengthen coordinated urban governance, planning, and land management techniques Improving management, clarifying roles, responsibilities, 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.

Strategic Objectives

Related Key Drivers

5.3.1

Expand training for local government and municipal officials

5.3.2

Build capacity for planning, land management, and zoning regulation

· · ·

Establish a public data sharing platform and data management standards for planning

Related National Plans and Programs

5.3.3 5.3.4

Define municipal boundaries to support planning and service delivery

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

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Institutional capacity and coordination for planning and implementation Relocation and expansion of government facilities Development of formal sub-municipal governance systems

· · ·

Effective Governance National Priority

Program 2019-2024 Urban National Priority Program Civil Service Support Program

Proposed Key Indicators

Availability of Urban and Regional Development Plans: Including population projections and resource needs (SDG 11.A.1)

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 Associated Projects and Programs » Local Government and Municipal Training Program » Data Literacy and Education Program Related Entities MUDL, Municipality, IDLG, MoE, MoHE, IARCSC, MoLSAMD Beneficiaries Municipality and other government 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. 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. 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.

(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: SMAP, 2017 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. 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.

Associated Projects and Programs » Water-Sensitive Design and LowImpact Development Standards » Environmental Land Use Planning Standards Related Entities NEPA, MUDL, MAIL, RBA, RBC, Municipality, WUA, IDLG, WRA Beneficiaries Residents and Farmers

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

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 Appedix section: Developing a Zoning and Land Use Plan from the Spatial Framework.

5.3.2-2 City Region Urbanization Guidelines The Mazar-e-Sharif 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 Mazar-e-Sharif 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 Strategic Framework

181

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 » Data Literacy and Education Program Policy Guidelines » Data Management Standards Related Entities Municipality, IDLG, MUDL Beneficiaries

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.

Residents and Farmers

(Below) Students conducting research. One way public data is being used. Source: Kiana Hayeri

See Appendix for Data Inventory. Also see Strategic Development Framework Guidance Manual on data management.

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Strategic Framework

183

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 Mazar-e-Sharif 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. 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.

Associated Projects and Programs » Land Banking Survey Relevant Golicy Guidelines » Municipal Boundary Guidelines Related Entities MUDL, Municipality, IDLG Beneficiaries Residents and Farmers District Boundary

Agricultural Areas

Current Municipal Boundary

Forested Areas

Proposed boundary expansion Apparent boundary proposal

Built-up Areas 2014 Water (Floodplain) Roads

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 Mazar-e-Sharif according to these considerations.

Expand Municipal Boundaries 1

Expansion to the east

(A) Area of service efficiency and reciprocity and (C) urbanization management capacity: manage urban expansion into land to the east. 2

Minor expansion to the north

(A) Area of service efficiency and reciprocity and (C) urbanization management capacity: extend urban services and limit urban expansion to promote a compact city model. 3

Minor expansion to the west and south

(A) Area of service efficiency and reciprocity and (C) urbanization management capacity: extend urban services and limit urban expansion to promote a compact city model.

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See 5.4 for more information on environmental and natural resource management.

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

Strategic Framework

185

GOAL 5.4

Develop a sustainable framework for water resource management in the region Implementing environmental protections and improvements to to enhance water quality, supply, and distribution will require a collaborative effort between traditional local governance and newly established entities to strengthen channels of communication and feedback between local, sub-basin and basin level 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 ecosystems

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 » Water scarcity and accessibility to drinking water » Aquifer and surface water pollution Related National Plans and Programs » Effective Governance National Priority Program 2019-2024 » Water Resources Development Investment Program » National Irrigation Plan/Water Sector Plans » 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 Sanitation-related Investment (SDG 6.A.1)

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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. 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.

(Above) A satellite image showing the Balkh River, agriculture fields and water ways in Mazar-e-Sherif Source: Maxar, 2018 Strategic Framework

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Goal 5.4 Develop a sustainable framework for water resource management in the region

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.

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(Above) Canal in Mazar-e-Sharif. Seasonal streams stay dry for the majority of the season, but these drainage corridors turn swell up during the rain season and threaten adjacent development from flooding and erosion without proper structural and nonstructural mitigation strategies. Source: Utopian Planners, 2020

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 highwater 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.

(Below) Mountains to the south of Mazar-e-Sharif. Effective storm-water mitigation and management strategies should consider how to capture and store water further upstream of the watershed. Low-Impact development strategies can reduce the flow of water during storms, and actively protect urban communities downstream. Source: Wikimedia, CC, 2014

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:

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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Associated Projects and Programs » Water Management Research Center » Regional Council Development Program » Natural Resource Management Municipal Capacity Building Program » Regional Resources Baseline Study » Environmental Law and Planning Capacity Building Program » Urban Forestry Capacity Building Program Related Entities NEPA, Municipality, MAIL Beneficiaries Residents and Farmers

(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 » Multi-Year CIP Plan 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:

See Action Plan and Implementation for more information.

» 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

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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. 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:

Associated Projects and Programs » Multi-Year CIP Plan Related Entities Municipality, MUDL, IDLG Beneficiaries Municipality

» 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 5.5.4

Align Municipal Strategic Corporate Plan with the SDF Related Entities

· ·

Municipality, IDLG

Beneficiaries Municipality

See Appendix: Municipality Responsibilities

194

For Mazar - e-Sharif 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.

Mazar-e-Sharif Strategic Development Framework

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.

(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.

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.

See 5.5.1 Establish a SDF implementation committee and review process

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.

See Action Plan and Implementation for more information.

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ACTION PLAN & IMPLEMENTATION FRAMEWORK

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. A lead entity is the responsible party for implementation of an action. Actions may also include kep partners invovled in certain phases or tasks to implement a project. » » » » »

Afghanistan Urban Water Supply and Sewerage Company (AUWSSC) Da Afghanistan Breshna Sherkat (DABS) Ministry of Agriculture, Irrigation and Livestock (MAIL) Water Regulatory Authority (WRA) Mazar-e-Sharif Municipality and Balkh Provincial Government

Mazar-e-Sharif 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) Balkh University Energy Steering Committee (ESC) Inter-ministerial Commission of Energy (ICE) Independent Directorate of Local Governance (IDLG) 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

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

Term 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

Location

Term

1.1.1 Establish the outer ring road as a high density development corridor

Establish alignment of outer ring road and commission study for design and implementation of a green boulevard

Municipality

MoTCA

Synergies

Ring Road

Short

Implement a Roadway Improvements and Extension

Municipality

MoTCA

NasajiDehdai Road, Joma-Asek Road

Short

1.1.2 Establish Shadian Road as a development corridor

Implement Complete Street Road Improvements

Municipality

MoTCA

Shadian Road

Short

1.1.3 Reinforce Martyr Masood as development corridor

Implement a Complete Street Road Improvements

Municipality

MoTCA

Martyr Masood Boulevard, A72

Short

1.2 Guide sustainable growth and foster neighborhood integration Objective

Action

Lead Entity

Supporting Entities

Synergies

1.2.1 Develop integrated corridor networks

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

Implement a Roadway Extension (U-F)

Municipality

MoTCA

Prepare an Integrated Campus Development Plan

Municipality

MoHE, Balkh 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

Support a Community Land Trust Program (U-E)

Municipality, IDLG, MoF

1.2.2 Upgrade and integrate neighborhoods

Location

Term Short

Overall

Short

Kantinarha Road

Short Medium

5.1.1

Nahia 4

Short

MUDL

5.1.1

Nahia 10, Nahia 6, Nahia 1

Long

MUDL

1.2.3, 2.4.1

Synergies

Long

1.3 Improve connectivity and mobility choices Objective

Action

Lead Entity

Supporting Entities

1.3.1 Improve pedestrian infrastructure and promote public safety along main corridors and neighborhood spines

Develop Inclusive and Integrated Streetscape Guidelines

MUDL

Municipality

Short

Develop Integrated Public Spaces Guidelines (U-F.3)

MUDL

Municipality

Short

Establish a Security Surveillance System (U.F-2)

Municipality

MoCIT

Expand the Street Lighting Network

Municipality

Develop a Urban Transportation Management Plan to study and reorganize traffic, parking, and other features

Municipality, MoTCA

Implement a Roadway Improvement Program

Municipality, MoTCA

Plan and implement a Multi-modal Hub

Municipality, Private Sector

MoTCA

Improve or build a new Regional Bus Station

Municipality, MoTCA

Plan and implement a Multi-modal Passenger (Bus-Rail) Hub to connect rail to other forms of transportation

1.3.2 Improve traffic circulation, road infrastructure, and parking options in the city center

1.3.3 Expand transit access and increase mobility options

1.3.4 Establish a Bus Rapid Transit (BRT) system to strengthen key corridors

Location

Overall

Term

Short

Overall

Medium

Overall, Central City

Short

Overall

Short

Nahia 3

Medium

MUDL

West, East

Medium

MoTCA

ARA, Private Sector

Nahia 1

Long

Develop a Bus Rapid Transit (BRT) Network Plan

Municipality

MoTCA

1.2.1, 1.3.2

Construct a Bus Rapid Transit (BRT) Lane and Station Network

Municipality

MoTCA, Private Sector

1.2.1, 1.3.2

Mazar-e-Sharif Strategic Development Framework

MUDL

1.2.1

4.2.2, 1.2.1

Short Overall

Long

Action Plan and Implementation Framework

2 Resilient Communities 2.1 Provide adequate urban services to all citizens Objective

Action

Lead Entity

Supporting Entities

Synergies

2.1.1 Secure sustainable drinking water supply

Construct Aquifer Recharge and Groundwater Extraction Wells

AUWSSC, NEPA

WRA

2.1.1

Develop an Aquifer Mapping and Monitoring Program

WRA

AUWSSC, NEPA

2.1.2 Develop drinking water distribution system along urban corridors and spines

2.1.3 Establish a wastewater treatment system

2.1.4 Establish an integrated municipal solid waste management strategy

2.1.5 Increase landfill capacity in the north of the city

Location

Term Short Short

Build a Check Dam (L-A.5.1)

WRA

MAIL

Establish a AUWSSC Capacity Building Program

AUWSSC

WRA, Universities

South, West

Build a Drinking Water Treatment Facility

AUWSSC

AUWSSC, Municipality, MUDL

South, West

Short

Build a Storage Facility and Pump Station

AUWSSC

AUWSSC, Municipality, MUDL

South

Short

Develop a Surface Water Diversion Channel and Collection Network

WRA, MAIL

WRA

Northeast

Short

Implement Drinking Water Network Upgrades and Expansion

AUWSSC

Overall

Short

Plan and implement Water Transmission Line Network

AUWSSC

AUWSSC, Municipality

Establish and Pilot a Pit Latrine Upgrading Program

Municipality

AUWSSC

Central City

Quick Win

Build a Wastewater Treatment Facility (U-E.6)

AUWSSC, MUDL, NEPA, MoPH

Municipality

Northwest, North

Short

Build and expand Wastewater Trunk Sewers

AUWSSC

Municipality

Overall

Short

Build a Industrial Wastewater Recycling Facility

Local Chamber of Commerce, NEPA, MoPH, MUDL, ACCA, MoCI

AUWSSC

East

Medium

Plan and implement a Decentralized Wastewater Treatment Campus

AUWSSC, MUDL, NEPA, MoPH

Municipality

TBD

Medium

Prepare a Comprehensive Solid Waste Plan and identify capacity needs

Municipality, NEPA, MoPH

Build Solid Waste Transfer Stations

Municipality, MUDL, MoPH, NEPA

Implement Solid Waste Collection Service Expansion

Municipality, MoPH, NEPA

Implement Solid Waste Truck Route Roadway Improvements

Municipality, MoTCA

Develop a Recycling Support Program

Municipality, NEPA

Short

Plan and implement Industrial Waste Treatment and Reuse Program

ACCA, AUWSSC, NEPA, MoPH, MUDL

Medium

Build a new Engineered Landfill

Municipality, NEPA, WRA, MoPH, MUDL

2.1.3

Short Short

Short

Short Nahia 5, Nahia 9, East, Nahia 1

Short

Short Overall

East

Short

2.2 Invest in sustainable infrastructure and building urban resilience Objective

Action

Lead Entity

Supporting Entities

Location

Term

2.2.1 Diversify energy sources and invest in sustainable generation solutions

Build a Wind Farm (10 MW)

DABS

Municipality

Khulm-Sari Tange Village

Short

Build a Wind Farm (50 MW)

DABS

Municipality

KhulmUljato Village

Short

Implement a Solar Project (25 MW)

DABS

Central PPP Unit, AREU

Dehdadi

Short

Build a Waste to Energy Biomass Project (6 MW)

ERA, Renewable Energy DG, MUDL, Local Chamber of Commerce

Municipality, DABS, WRA

Southeast

Medium

Mazar-e-Sharif Strategic Development Framework

Synergies

Objective

Action

Lead Entity

Supporting Entities

Synergies

2.2.2 Use the Daraya-ye-Band-e-Amir Canal as an armature to build urban resilience through landscape strategies

Implement a Green Corridor and Bioswale program

Municipality, MUDL

WRA

5.1.1

Establish Tree Nurseries (L-C.2.5)

MAIL

MRRD

5.1.1

Nahia 5, West

Short

Develop a Blue-Green Corridor and Spine network

Municipality, MUDL

WRA

5.1.1

Daraya-yeBand-eAmir Canal

Medium

Create Water Retention Sites (L-D.2) to mitigate flood risk downstream

MAIL, WRA, ANDMA

NEPA

South

Medium

Implement a Canal Restoration (L-C.3.3) program

Municipality, NEPA, ANDMA

WRA

5.1.1

Nahia 5, Nahia 4, Nahia 1, Nahia 6, Nahia 10

Long

Conduct a Groundwater Contamination Study (L-A.4.3)

WRA, AREU

AUWSSC, NEPA

2.1.1

Conduct a Infiltration Reservoir Study and evaluate implementation options

NEPA

MAIL

Allburz Marmul Mountain

Short

North

Medium

2.2.3 Use landscape-based solutions to preserve water resources and enhance regional ecology

Create a Regional Wetland Park

NEPA

WRA, Municipality

Establish a National Park Designation and Management Program

NEPA

MUDL, MAIL

Establish a Allburz Marmul Mountains Conservation Program (L-A.1)

NEPA

Provincial Government, MoIC

Location

Term Short

Short

Long Allburz Marmul Mountain

Long

2.3 Support inclusive social development for underserved populations Objective

Action

Lead Entity

Supporting Entities

Synergies

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

Build Women-only Park Rooms

Municipality

MoWA

3.2.2

Quick Win

3.2.2

Short

Medium

2.3.2 Create education and entrepreneurship opportunities for women and youth

2.3.3 Establish a secure mobility network for women

Location

Term

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

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

Construct Women's Dormitories (S-E.2) near education and training institutions

MUDL

Municipality, Universities

Construct Women's Market to support women-owned businesses

Municipality, WCCI, MoCI

MoWA

3.1.2, 4.3.1

Implement a Women's Market Construction and Upgrading Program to support women-owned businesses

Municipality, WCCI, MoCI

MoWA

3.1.2, 4.3.1

Short

Support a Pink Taxi Mobility Program

Private Sector, MoTCA

Municipality

1.3.3

Quick Win

Medium

Central City

Quick Win

TBD

Short

Central City

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 as the city expands to the east

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 Civic Library and Multipurpose Learning Center

Municipality

2.3.2

2.4.2 Enhance and expand access to community amenities and facilities in existing neighborhoods

Location

TBD

Term

Medium

Action Plan and Implementation Framework

3 Heritage, Cultural Landscape, and Tourism 3.1 Foster local identity through investment in culture, built heritage and recreational landscape Objective

Action

Lead Entity

Supporting Entities

3.1.1 Reinforce the city center and the Shrine of Hazrat Ali as a hub for tourism

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

Plan and implement Shrine Museum and Gardens Renovation Project

MoIC

JICA, AKTC, UNESCO

Develop a Wayfinding and Communications Strategy

MoIC

JICA, AKTC, UNESCO

Prepare a Tourism Development Plan

MoIC

JICA, AKTC, UNESCO

Establish Tourism, Hospitality, and Historic Preservation Training Programs

MoIC

Balkh University, Municipality, JICA, UNESCO, AKTC

Implement Historic Core Streetscape Improvements

MUDL, MoCI, Municipality

Promote Program Activation within Historic Core

MoIC

Local Chamber of Commerce, JICA, AKTC, UNESCO

Establish a Old City Heritage Tourism Center

Municipality

MoIC, Local Chamber of Commerce

Identify and construct Temporary Public Spaces for Vendors

Municipality

Local Chamber of Commerce

Central City, Nahia 1

Quick Win

Identify and prepare Streetscape Spaces for Vendors (S-B.2)

Municipality

Local Chamber of Commerce

Central City

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

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

Develop a Public Arts Program

MoCI

MoE, Municipality

3.2.2

Plan and construct a Textile and Carpet Production Facility

Private Sector

Local Chamber of Commerce, MoCI

4.2.1

Nahia 10

Medium

Synergies

Location

Term

3.1.2 Support and expand the local network of handicrafts and cultural production

Synergies

Location

Central City

Term

Short Short

3.2.1

Short Short

3.1.1

Central City

3.1.1

Short Long

Long

5.1.2

4.2.5

Short

Central City

Short

Nahia 4

Short Medium

3.1.1, 4.2.5

Medium Medium

3.2 Develop cultural and recreational landscapes Objective

Action

Lead Entity

Supporting Entities

3.2.1 Strengthen the network of cultural sites and natural assets in the Balkh region

Develop a Heritage Site Restoration Program for key sites across the city

Municipality

MoIC

Establish a Balkh Heritage and Landscape Restoration and Conservation Program

NEPA

Provincial Government, MAIL, MoIC

Implement a Historic Canal Revitalization Project

MAIL

MAIL, MoIC

Mazar-e-Sharif Strategic Development Framework

Short

Balkh

Medium

Objective

Action

Lead Entity

3.2.2 Build on the 1973 Master Plan to establish a city-wide network of green spaces and recreational facilities

Build Family-only Park Rooms to expand and promote family use of public park spaces.

Municipality, MoWA

Supporting Entities

2.3.1

Build a Family Park (S-D.3) to expand and promote family use of public park spaces.

Municipality, MoWA

2.3.1

Conduct a Parks and Open Spaces Assessment (S-D.3)

Municipality

Build a Citywide Recreation Facility

Municipality

Nahia 7

Short

Construct a Buzkashi Flex FIeld

Municipality

Nahia 1

Short

Implement Football Stadium Renovations

Municipality

Nahia 1

Short

Build a Neighborhood Recreation Facility

Municipality, Olympic Committee, Directorate of Sports

Nahia 7

Short

Construct a Canal Pedestrian and Bike Promenade

Municipality

Daraya-yeBand-eAmir

Medium

NEPA, MUDL

WRA

Synergies

Location

Nahia 7, Nahia 9, Nahia 4, Nahia 6

2.3.1, 5.1.1

3.2.2

Term Short

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 Reinforce the connection to Hairatan and key regional cities

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

Location

Term

Establish a Multi-modal Freight Hub

MoTCA

MoCI, ARA, MoTCA, Municipality, ACCA

4.1.1

Implement a Regional Highway Improvements Program

MoTCA

Municipality

4.1.2 Reinforce Kantinarha Road as a light industry and logistics corridor

Implement Road Improvements and Extension

Municipality

Develop a Warehouse Support Program

MoCI, ACCA

MoEc, Municipality

4.2.3, 4.3.1

Short

4.1.3 Leverage TUTAP to develop local energy capacities

Conduct a TUTAP/CASA-1000 Transmission Line Impact Study to evaluate the potential impacts and opportunities for infrastructure and economic investment.

DABS, ERA

Municipality, WRA, MoTCA

4.2.3

Short

Southeast

Medium

Region

Medium

Kantinarha Road, Joma Asek Road

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 in Balkh 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)

Balkh University, Other Universities

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, Balkh 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

Nahia 1

Medium

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 Decentralize local commerce and strengthen the labor market

4.2.3 Provide basic services to industrial parks

4.2.4 Support banking sector and financial services

Mazar-e-Sharif Strategic Development Framework

Short

Medium

4.3 Strengthen the agricultural sector and develop sustainable value chains Objective

Action

Lead Entity

Supporting Entities

Synergies

4.3.1 Promote agro-Industrial development to strengthen existing industry and local distribution networks

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

Balkh 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

Support a Agriculture Land Plot Infrastructure Provision Program

MAIL

MAIL, AUWSSC, MUDL

4.3.2 Improve organizational and knowledge-based inputs for agriculture

4.3.3 Promote high-value crops in the west 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 Short

4.3.3

Medium

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

Balkh University

4.4.1

Local University

Short

Establish a Mining Research and Development Program

MoMP

Balkh 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

Short

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

5.3.4 Define municipal boundaries to support planning and service delivery

Mazar-e-Sharif Strategic Development Framework

Location

Term Short

Objective

Action

Lead Entity

Supporting Entities

Develop Municipal Boundary Guidelines

MUDL

IDLG, MAIL, Municipality, MRRD

Synergies

Location

Term Short

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

121.0

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

47.3

Proportion of population within 10-minute walk to publc transit

Survey

76.9

Current: 2019

Proportion of population answered public transportation as a main option for travel in the city

Survey

1.4

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

66.7

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

12.6

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

99.2

100.0

Current: 2019

Proportion of households with access to improved drinking water sources

Survey

97.6

100.0

Current: 2019

Infant mortality rates (IMR)

SDES

52.0

12.0

2030 Benchmark

Under-five mortality rates (U5MR)

SDES

68.0

25.0

2030 Benchmark

Proportion of households with solid waste collection

Potential survey to be conducted

Mazar-e-Sharif 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

9,900.0

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

22.3

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.

65.0

33.3

Current: 2019

Literacy rate by age group (15+)

SDES

61.7

80.0

Literacy rate of young population group (15-24)

SDES

82.9

100.0

Survey

48.8

100.0

Median household size

Survey

# of people

11.0

Current: 2019

Median number of rooms at the disposal of one household

Survey

# of rooms

3.0

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

26.0

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

19.4

37.0

Availability of microfinance program to people in ultra poor conditions (Targeting the UltraPoor (TUP) Program)

MISFA

Availability

In Progress

Available

Proportion of population completed university education & post-secondary vocational training

4.3.1

Survey

22.8

37.0

Current: 2019 / Benchmark: 37% as a global figure from UNHCR

"Proportion of employment in non-agriculture employment (total) "

8.3.1

Survey

82.3

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)

1,536.6

Current: November 2019 / Provincial level

Proportion of employment in agriculture employment (total)

8.3.1

Survey

5.2

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

Mazar-e-Sharif Strategic Development Framework

Available at Balkh 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

21.4

50.0

Current: 2019

Proportion of population with familiarity/engagement with Wakil-i-Guzar (district representative)

Survey

84.4

90.0

Current: 2019

Proportion of population with familiarity/engagement with CDC members

Survey

22.8

66.6

Current: 2019

Proportion of population with familiarity/engagement with Nahia Representative

Survey

30.7

66.6

Current: 2019

Proportion of population with familiarity/engagement with Local Imam

Survey

77.1

90.0

Current: 2019

Proportion of population who believe the government can respond and provide resources and safety in case of emergency/disaster

Survey

36.5

66.6

Current: 2019

Municipality

Total revenue collection (including per capita)

MFR

AFS

833.1

2,863.7

Current: Average of FY2012-16 / CAGR 9.22% from MFR report

Proportion of fixed revenue vs. total revenue collected

MFR

75.8

90.0

Current: 2016

Revenue collection efficiency ratio (revenue actually collected divided by approved revenue)

MFR

58.6

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 achieve 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 individual 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 implementation 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

Mazar-e-Sharif 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

V.19

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

V.20

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

V.21

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

V.23

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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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

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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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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.

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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

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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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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

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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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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

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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

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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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Toolkit

LANDSCAPE AND ECOLOGY

TOOLKIT

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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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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

Urban Design & Development Toolkits

V.47

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

V.48

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

Urban Design & Development Toolkits

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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.

V.52

Strategic Development Frameworks for Five Provincial Capital Cities

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

V.53

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.

V.54

Strategic Development Frameworks for Five Provincial Capital Cities

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

V.55

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.

V.56

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.

Urban Design & Development Toolkits

V.57

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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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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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

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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

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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

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S-A.1

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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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TOOLKIT S-D

Social Housing Policies and Programs

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

» Ministry of Urban Development and Land V.117

TOOLKIT S-D

Social Housing Policies and Programs

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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TOOLKIT S-D

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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TOOLKIT S-E

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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TOOLKIT S-E

Open Space for All

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

TOOLKIT S-E

Open Space for All

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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TOOLKIT S-E

Open Space for All

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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TOOLKIT S-E

Open Space for All

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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TOOLKIT S-E

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

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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.

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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.

Toolkit

V.163

CIP ANNEX

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

Table of Contents

Introduction and Background

CIP Implementation Process

Prioritization Framework

Prioritization Results

Cities Improvement Program

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 Mazar-e-Sharif 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

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

Selection & Prioritization Process 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

Mazar-e-Sharif Strategic Development Framework

Implement

Mazar-e-Sharif

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.

Mazar-e-Sharif 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.

Mazar-e-Sharif Municipal Organogram

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.

Executive and Council Mayor

Municipal Advisory Council (Defunct)

Key Personnel and Directorates

Deputy Mayor Technical and Professinoal Advisor in Municipal Affairs

M&E Department

Urban Governance Directorate

Technical and Sectoral Services Directorate

Administration and Finance Directorate

Planning and Development General Manager

Finance and Accounting General Manager

Cleaning and Greenery Department

Districts/Nahia Departments

Management

Cultural and Social Services General Manager Publications General Manager Expert on Gender Equality and Youth Expert on Council Affairs Planning Manager Expert on Legal Affairs and Public Liability

Engineering and Infrastructure General Manager Public Property Management and Asset General Manager

Revenue General Manager Human Resources General Manager General Services and Procurement General Manager IT General Manager IFMS General Manager Contracts General Manager

Mazar-e-Sharif Strategic Development Framework

Administration and Finance Manager Cleaning and Greenery Manager Building and Rehabilitation Engineer Control and Supervision of Buildings Engineer

IMFS Manager

Mazar-e-Sharif

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 Mazar-e-Sharif.

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

Agricultural Research, Development, and Training Center

IMPACT SCORES SOCIAL

ECONOMIC

ENVIRON’L

Strategic

High

Low

Agro-industrial Hub

Strategic

Medium

High

Low

Aquifer Recharge and Groundwater Extraction Wells

Strategic

High

Low

High

Biomass Waste-to-Energy Anaerobic Digester

Strategic

High

Low

Medium

Biomass Waste-to-Energy Biomass Project (6 MW)

Strategic

Medium

High

Medium

Blue-Green Corridor

Municipal

Medium

Low

High

Bus Rapid Transit (BRT) Lane and Station Network

Strategic

Medium

Buzkashi Stadium

Municipal

Medium

High

Low

Bypass Highway

Strategic

Medium

High

Low

Check Dam

Strategic

High

City-wide Recreation Facility

Municipal

Medium

Low

Civic Library and Learning Center

Municipal

Medium

Low

Corridor Bioswale

Municipal

Medium

Low

High

Critical Infrastructure Revitalization Program

Municipal

Medium

Low

Decentralized Treatment Campus

Strategic

Medium

Low

High

Dehdadi District Solar PV Project (25 MW)

Strategic

Medium

High

Medium

Drinking Water Network Upgrades and Expansion

Strategic

High

Low

Medium

Drinking Water Treatment Facility

Strategic

High

Low

High

Engineered Landfill

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

Football Stadium

Municipal

Medium

Low

Garden and Facilities Improvement Shrine

Municipal

High

Low

Medium

Handicrafts Market

Municipal

High

Medium

Low

Handicrafts Training Center

Municipal

High

Medium

Low

Historic Core Streetscape Improvements

Municipal

Medium

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

Landfill Cap and Closure

Municipal

Medium

Low

High

Link to Rural Development Facilities and Programs

Strategic

Low

High

Low

Local Stormwater and Drainage Improvements

Municipal

Medium

Low

High

Mazar (Khulm-Sari Tange Village) Wind PP (10 MW)

Strategic

Medium

High

Medium

Mazar (Khulm-Uljato Village) Wind PP (50 MW)

Strategic

Medium

High

Medium

Multi-modal Freight Hub

Strategic

Low

High

Low

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

PHYSICAL ACTION PLAN PROJECTS

IMPLEMENTATION

IMPACT SCORES SOCIAL

ECONOMIC

ENVIRON’L

Multi-modal Passenger (Bus-Rail) Hub

Strategic

Low

Medium

Low

Neighborhood Sports Facility

Municipal

Medium

Low

Medium

Neighborhood Trunk and Feeder Lines

Municipal

Medium

Low

New Urban Parks

Municipal

Medium

Low

Medium

Old City Heritage Site Restoration Program

Municipal

Medium

Low

Passenger Railway from Airport to Shadian Road

Strategic

High

Low

Public Library & Vocational Campus

Municipal

High

Medium

Low

Rec Center

Municipal

High

Medium

Low

Regional Bus Station

Municipal

Medium

Low

Riparian Corridor or Canal Restoration

Municipal

Medium

Low

High

River or Canal Greenway

Municipal

Medium

Low

High

Roadway Improvement Program

Municipal

Low

High

Medium

Security Surveillance System

Municipal

High

Low

Medium

Shrine Museum Renovation and Expansion Project

Municipal

High

Medium

Low

Small-scale Production Spaces

Municipal

Medium

Low

Solid Waste Collection Service Expansion

Municipal

High

Low

Medium

Solid Waste Materials Recovery Facility

Municipal

High

Low

High

Solid Waste Truck Route Roadway Improvements

Municipal

High

Low

Medium

Storage Facility and Pump Station

Strategic

High

Low

High

Street Lighting Network

Municipal

High

Low

Medium

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

Strategic

High

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

Wetland Park & Restoration

Municipal

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

Women's Market Renovation

Municipal

High

Low 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.

Mazar-e-Sharif 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.

Mazar-e-Sharif

Catalytic Projects Recommended for Mazar-e-Sharif PROJECT

QUALIFYING CRITERIA

Irrigation Canal Revitalization & Rec Center

Catalytic Nature: » Phase 1 of a larger citywide greenbelt » Potential to catalyze private sector investments and upgrading in adjacent neighborhoods » Increases economic, ecological, and social value of Kabul Riverfront Environmental & Social Impact: » ESA procedure should be followed to prevent and mitigate impact on riparian ecosystems, i.e. destruction of habitat, pollution, erosion, etc. Gender Equity: » Public space and amenities must incorporate spaces and design elements for women » Specific support should be given to women-owned businesses and entrepreneurs Climate Change and Resilience: » Potential to protect land from riverine flooding and erosion » The establishment of riverine wetlands and riparian vegetation improves the water quality of the canal, improves the riverine ecosystem and increases the urban resilience of Mazar-e-Sharif » The construction of linear parkways along the canal provides an ecological buffer to mitigate urban runoff into the river, filter pollutants and reduce the eutrophication and contamination of Kabul river

Pilot Neighborhood Upgrading Projects

Catalytic Nature: » Aligned with larger vision to encourage compact redevelopment and urban infill » Potential to catalyze mixed-use urban nodes and encourage investment by developers and property-owners Environmental & Social Impact: » Category B » Infill development may increase burden on urban systems, including drainage, wastewater, solid waste etc » Neighborhood upgrading may involve some right-of-way acquisition Gender Equity: » Women must be equally consulted in community process, whether through CDCs or an alternative mechanism » Public amenities must include spaces and programming for women Climate Change and Resilience: » Public space and street improvements must include green infrastructure and drainage components

Blue Mosque Heritage District

Catalytic Nature: » Infrastructure upgrades and additional traffic support provide employment for local residents and businesses, and generate investment in urban fabric » Investment in public infrastructure often catalyzes investment in buildings by property owners Environmental & Social Impact: » Care must be taken to preserve integrity of the historic Shrine, grounds and any adjacent historic fabric Gender Equity: » Public space and amenities must incorporate spaces and design elements for women » Specific support should be given to women-owned businesses and entrepreneurs Climate Change and Resilience: » Public space improvements must incorporate green infrastructure and drainage component

Investment in Primary Urban Corridors

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: » Category B » If any right of way acquisition is needed, safeguards and process must be put in place to avoid negative impacts » 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: » The project will improve connectivity for the urban community and surrounding rural areas Gender Equity: » Public amenities and transit infrastructure should incorporate spaces for women Climate Change and Resilience: » Design of the public realm must include green infrastructure and drainage components

Vocational Training Campus & Public Library

Catalytic Nature: » Potential anchor institution for a TOD node » Potential to facilitate employment opportunities and strengthen key economic sectors Rural / Urban Connectivity: » Potential to serve as a resource for regional population Gender Equity: » Must include facilities and programming for women Climate Change and Resilience: » Location at TOD node may indirectly reduce VMT and GHG emissions » Public realm and open space amenities must incorporate green infrastructure and drainage elements 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

Irrigation Canal Revitalization & Rec Center

Structural, environmental, and ecological restoration of historic irrigation canal through the city including coordination for necessary repairs and identification of opportunities for public space and a recreation center for sports.

Pilot Neighborhood Upgrading Projects

Blue/green corridors, streetscape improvements, basic infrastructure, and community amenities will be planned and prioritized to create vibrant communities in Districts 1, 5, and 6 in Mazar.

Blue Mosque Heritage District

The gardens, roadways, and park area around the shrine are to be renovated as an accessible public space for residents and visitors of the nationally recognized shrine, providing a vibrant public space and surrounding commercial area.

Investment in Primary Urban Corridors

Masood Martyr and Shadian Road will be a first phase in the development of key urban corridors that spur private development and commercial activity, creating inclusive streets and vibrant public spaces.

Because Balkh University is moving, its old campus facilities present an opportunity Vocational Training Campus & Public for the city to invest in the space as a vocational training campus with a new public Library library that will enhance employment and trade skills in the city.

10-year Municipal CIP - Other High Priority Projects PROJECT

DESCRIPTION

Women's Entrepreneurship Center

The women’s entrepreneurship center will be a safe, creative space for women to learn and develop skills related to handicrafts or other basic skills that would lead to producing artisan products that can be sold at the existing market.

Wholesale Market System

A system of decentralized wholesale markets for producers to sell directly to local retailers and distributors. This direct connection allows for a local competitive edge to small-scale local producers in the market.

Festival/Market Field at Buzkashi Field

The current buzkashi field is dilapidated and underused. Its renovation will include infrastructure for a more formal spectator experience and spaces for festivals, markets, weddings, and other sports events.

Solid Waste Material 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.

Outer Ring Road & Katinarha Road Extension & Improvements

Roadway improvements, road paving, and extension of the Outer Ring Road and Katinarha Road, extending to the airport, will enhance connectivity and transitoriented development in the city.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

LOCATION

LEAD DEPARTMENT

TIME-FRAME

BUDGET ESTIMATE

Along Historic Irrigation Canal

Technical & Sectoral Department

Medium-term

$4.0M USD

Districts 1, 5, and 6

Planning & Development Department

Medium-term

$4.8M USD

Hazrat Ali Rawza Shrine and Surrounding Streets

Technical & Sectoral Department

Short-term

$2.5M USD

Masood Martyr and Shadian Road

Technical & Sectoral Department

Short-term

$3.9M USD

Old Balkh Campus

Planning & Development Department

Short-term

$3.5M USD

Catalytic Projects - Budget for Mazar 2024-2029: $18.6M USD

LOCATION

LEAD DEPARTMENT

TIME-FRAME

BUDGET RANGE

Existing Women’s Market Planning & Development Department on Shadian Road

Short-term

$3 - $4 M USD

Throughout the City

Planning & Development Department

Short-term

$5 - $7 M USD

Existing Buzkashi Field

Planning & Development Department

Short-term

$3 - $5 M USD

Determined by Municipality

Cleaning and Greenery Department

Medium-term

$4 - $6 M USD

Outer Ring Road and Katinarha Road

Technical & Sectoral Department

Medium-term

$30-$40M CIP Annex

Municipal Capital Investment Plan

Irrigation Canal Revitalization & Rec Center Summary Budget Range

$4 - $4.5 M USD

Project Size

2 km + Rec Center

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, including a recreation center, 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 2 km along the canal that runs through the east side of Mazar, accommodating nearby residents with increased public space amenities and a recreation center. Latter phases of the project will include the rest of the canal that lies within the municipal boundary.

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.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif Catalytic Project

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. 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 $500,000 to $750,000. Depending on site selection, a 2 km stretch in Mazar along the historic irrigation canal would cost from $1 to $1.5 million USD. A recreation center is estimated to cost up to $3 million USD added to the project, totaling $4 to $4.5 million USD. This project can be scaled to meet budget requirements if necessary.

Phasing The 3 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 could include a recreational facility or public asset such as the rec center.

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

NOTES

Detailed Design & Planning

1-2

Site selection and 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

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

Pilot Neighborhood Upgrading Projects Summary Budget Range

$4.5 - $5.5 M USD

Project Size

3 Districts

Service Area

190,000 Residents

Lead Department

Municipality

Implementation Partners

CDCs, AUWSSC, DABS

Time-frame

2-3 years

SDF Goal

1.3 & 2.1

Description Pilot district upgrades are infrastructure programs targeting districts 1, 5, and 6. The districts will be upgraded to include basic infrastructure, improved streetscapes, and a community and recreation center. A main component of the upgrades will be blue/green corridors that help prevent streets from flooding. 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 districts 1, 5, and 6 as shown on the map. These districts are in the greatest need of basic services, flood mitigation, and community amenities.

Urban growth in Herat, Afghanistan (ATR).

Rationale Districts 1, 5, and 6 are 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 three districts of 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.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif Catalytic Project

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 three districts. 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 Districts 1, 5, and 6 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 $2 million USD for the three districts. Streetscape improvements will total about $1 million USD and the 3 community centers included with upgrades will each cost about $500,00 USD. The project will total around $5 million 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 determined 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

Blue Mosque Heritage District Summary

Rationale

Budget Range

$2 - 3M USD

Project Size

3 km

Lead Department

Municipality

Implementation Partners

MAIL, WRA

Time-frame

3 - 5 years

SDF Goal

3.1

The Shrine of Hazrat Ali is of high cultural and historic importance for the city of Mazar. It’s 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. A renovation and expansion of the shrine’s public space and gardens is necessary. Additionally, the streets surrounding the monument are unsafe and heavily trafficked, creating an unpleasant pedestrian experience for the local community and tourists.

Description

Positive Impacts

The existing Shrine Grounds will undergo renovation that focuses on highlighting the significance and cultural heritage of the Hazrat Ali Rawza Shrine. The grounds will be evaluated for areas of potential improvement and will provide a vibrant public space for shrine visitors and nearby residents and shoppers. Spaces for pedestrians and vendors will be curated for a unique experience. Additionally, the reorganization and redesign of the ROW of the four streets surrounding the shrine will take place.

By developing the cultural assets of the city, the Municipality encourages tourism, heritage, and recreation. The improved right-ofway on surrounding streets 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 gardens will include facilities for women. An increase in cultural heritage and tourism will boost city pride and the local economy.

Components 1

landscaping

infrastructure upgrades

vendor space

streetscape upgrades

Project Location The museum renovation and expansion will take place at the existing Rawza Shrine and museum rooms in the urban core of Mazar-e-Sharif.

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, low-cost project that enhances the cultural heritage of Mazar-e-Sharif. 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 on the four major roads that outline the shrine site along with the garden renovations should carefully consider all other infrastructure upgrading projects nearby to coordinate basic infrastructure service installation, such as water and power lines.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif Catalytic Project

Implementation Agencies The Municipality will work directly with the owners of the shrine to coordinate efforts and funding of the renovations of the gardens. The Municipality will take the lead in coordinating and implementing the updated public space and streets surrounding the shrine 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. However, the shrine’s current interior and public space management will remain the same.

The Blue Mosque lies in the urban core of Mazar-e-Sharif and is a major local and regional attraction (photo taken by ATR Consultants).

Capital Budget Range

Operations Plan The renovated gardens and public amenities will continue to be maintained and operated by the Municipality. The operations include janitorial duties, maintenance of security, and other programming.

Infrastructure for the shrine gardens and enhanced public space 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. It is estimated that each hectare of revitalization will cost approximately $350,000 USD. The gardens are about 3 hectares including the surrounding sidewalks, and therefore will cost approximately $1 million USD. The upgrading of the surrounding 1 km of streetscape will add about $1.4 million USD, totaling $2.4 million. Depending on level to which the grounds are renovated and upgraded, the project could vary greatly in cost. Special consideration to preserving the historic aspect of the site is of vital importance, as well.

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

Investment in Primary Urban Corridors Summary

Rationale

Budget Range

$2-3M USD

Project Size

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 the primary urban corridors of Mazar 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

The urban corridors in Mazar exist as unmarked, poorly managed, heavily trafficked right-of-ways that increase 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. Masood Martyr and Shadian Road will constitute the first phase 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.

transit infrastructure

Job creation & economic growth

corridor streetscape improvements

Supports women & other at-risk populations

community & recreation center

Project Location Masood Martyr and Shadian Road will be considered primary corridors for this project. The stretch of Masood Martyr from the Shrine to Kamgar Roundabout and Shadian Road from the Shrine to its intersection with the Second Ring Road will be the first phase of primary corridor investments.

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 so that it is performed once along these corridors.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif 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 1.5 km of streetscape improvements will cost approximately $2.1 million USD, while transit infrastructure for 6 km of the project will cost $1.2 M USD. With a $550,000 USD community center, the project will total about $4 million USD.

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

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

Vocational Training Campus & Public Library Summary

Rationale

Budget Range

$2-3M 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 The old Balkh Campus will be upgraded and converted into a vocational training campus with a new public library. The campus and library will be a resource for Mazar residents providing opportunities for vocational skills training.

Components

Mazar-e-Sharif has high standards in its educational sector, with a high graduation rate for the residents of the Municipality compared with other city’s in Afghanistan. It is lacking, however, 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. Public libraries 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

renovation of existing campus buildings

vocational training facilities

new public library construction

Project Location The recommended location for the vocational training facilities is along Shadian Road to the south, integrated within larger initiatives to invest in the primary urban corridor. The facilities will serve neighborhoods to the south and provide opportunities for livelihoods in the adjacent industrial and logistics areas.

Supports women & other at-risk populations 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. Because the land is already publicly owned and the existing campus only needs rehabilitation for new uses, the construction will be minimal. A new public library will require new construction that can be done by local contractors.

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 Masood Martyr Boulevard as a primary urban corridor.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif Catalytic Project

Implementation Agencies The Municipality will lead the work on this project with the help of the World Bank. A new educational facility will require its own operational management which may need to be established for the implementation of this project.

Municipal Capacity 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.

Operations Plan Capital Budget Range The campus will include 2 hectares of building rehabilitation and upgrades for the implementation of the vocational skills training campus and a new public library will cost approximately $2.8 million USD in construction and implementation. Additional facilities and public space upgrades will include a budget of about $700,000 USD. The total budget for this project will be approximately $3.5 million USD for construction and implementation.

Operations and management will be the responsibility of campus staff and maintenance and should be operated separately from Municpality functions as a newly established entity responsible for the management of the campus.

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

Women’s Entrepreneurship Center Summary Budget Range

$3 -$3.5 M USD

Project Size

4,000 sq m

Projected Service Area

200,000 people

Lead Agency

Municipality

Implementation Partners

Ministry of Women’s Affairs

Time-frame

2-3 years

SDF Goal

2.3 & 4.2

Description The existing women’s market near the stadium in Mazar functions as a place where women can market and sell handmade goods. The added entrepreneurship center will be co-located with this market to include learning spaces, training rooms, shared offices, work rooms, and exhibition space. The center will provide a safe, creative space for women to learn and develop skills related to handicrafts or other basic skills that would lead to producing artisan products that can be sold at the renovated market. The training and skill-building facilities will ensure that the project is sustainable by building human capital. The market would operate both as a place for buying and selling, but also as a place for learning and cultural exchange.

Components 1

planning & design

market renovation

grading, foundations, and utility extensions

vertical construction and interiors of entrepreneurship center

Project Location

Women’s Market in Imphal, India (Oxlaey).

Rationale Female participation in the labor market can add substantial capacity and value to developing economies as well as an improving female economic empowerment. Given Afghanistan’s low employment rates for women, a women’s market will give female members of the community a chance to generate income in a safe space that has the support of other women whilst learning a technical skill and the business acumen needed to then sell products. This has regional precedent, as it would be similar to the model already active in Bangladesh, with women working in textile factories to generate income and lift the country out of poverty.

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

The existing women’s market is located just north of the Sina Stadium along Shadian Road. The market will be renovated and the entrepreneurship center will be located on site as well. 24

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

Feasibility

Capital Budget Range

The initial development of the project will be relatively straightforward. However, the choice of goods and services provided at the market would need to be carefully thought through as they would need to have a low barrier to entry in terms of capital required and skills but also something that has demand. This could be challenging potentially, as an activity that has low barriers to entry would, logically, already be provided elsewhere. However, this could lead to displacement in the local economy which in aggregate terms would not be ideal but would at least have the benefit of increasing female empowerment specifically. Upscaling this project may also be difficult as the largest marginal benefit will be seen with the initial implementation i.e. training women to create textiles or fabrics using sewing machines is relatively simple to implement but then very difficult to scale upwards. The overall cost of implementation, however, is likely to be relatively low in comparison to the economic and social benefits achievable.

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 economic return for women entrepreneurs.

Supporting Projects & Prerequisites 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.

Sequencing ACTIVITIES

Implementation Agencies 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.

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

Wholesale Market System Summary Budget Range

$3-$4M USD

Project Size

4,000 sq m

Projected Service Area

200,000 people

Lead Agency

Municipality

Implementation Partners

MAIL, MoE

Time-frame

2-3 years

SDF Goal

4.2

Description This project would institute a system of decentralized wholesale markets throughout the city. Each wholesale market will connect producers with local retailers and distributors. Each market should be focused on a specific sector, such as produce, dry goods, spices & high value foods, handicrafts, construction materials, manufactured goods, or fabrics. 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 hubs.

Components 1

detailed design & planning

land acquisition & permitting

construction

Project Location The wholesale markets should be strategically placed throughout the city. Locations should be decided after careful consideration of the local product demand and with local expertise. One of the ideal locations for the project could be close to the agro-industrial hub as this would already have the adequate hard infrastructure and transport links required as well as benefiting from network effects of being close to a concentration of agricultural and agro-processing businesses. Markets should be distributed throughout the city to create a decentralized system.

Rationale With plans to increase agricultural productivity in the country with a research center and also develop an agro-industrial hub to lengthen the value chain of agricultural related products, there will be greater supply of agricultural products and also potential buyers (domestic and international). Strategically placing the wholesale markets with ease of access to international markets, such as roads into neighboring countries, should also lead to greater demand. Large storage facilities, especially cold-storage, could also be added onto the market to reduce demand on surrounding transport infrastructure by goods not having to come and go each day.

Mazar-e-Sharif Strategic Development Framework

Wholesale fruit, vegetable and flower market in Yangon, Myanmar (Zaw Gyi, Global New Light of Myanmar)

Feasibility Wholesale markets already exist across many cities and regions so the feasibility of the project is high. The actual site of the new facilities will be difficult as they will need access to infrastructure, export potential to reach international markets and other sector related institutions such as the agro-business hub to benefit from synergies.

Positive Impacts While there are many existing wholesale markets in Afghan cities, the economic value of wholesale markets makes them prime locations to provide co-benefits to residents. If designed properly, this project has the potential to add significant value to the agro-industrial hub by reducing transport costs to getting agricultural produce to market quickly, as well as acting as an agricultural 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

Mazar-e-Sharif

Supporting Projects & Prerequisites

Municipal Capacity

Energy and clean water to store agricultural produce before being sold and to ensure it is hygienic are essential. Good transport infrastructure able to cope with haulage between the agro-industrial hub and buyers elsewhere in the country is also essential.

The municipality would also help with marketing, either through events and conferences or some other modality, to help drive demand up for Afghan products domestically and internationally. The municipality would also be involved in zoning the area of the city and ensuring all the basic infrastructure is provided.

Capital Budget Range Each wholesale market will be built with new construction or adapted from and existing market in the city. Each urban wholesale market will cost approximately $1.5 million USD, totaling somewhere around $3 to $4 million USD, depending on how many markets are considered for this 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.

Operations Plan Development and implementation of the wholesale market would be taken forward initially by the municipal authority. Following this, possibilities for private operation should be investigated either as an entirely private operation under license to the municipal authority or as a special purpose vehicle underwritten by the public sector. This project could be funded initially via public funds with a view to becoming financially self-sufficient through charging for rents and 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

Festival/Market at Buzkashi Field Summary

Rationale

Budget Range

$1-3M USD

Project Size

12-15 ha

Projected Service Area

Entire City

Lead Department

Municipality

Implementation Partners

Buzkashi League

Time-frame

2-3 years

SDF Goal

3.2

Description Converting the informal, buzkashi field to a multipurpose recreational area will provide a cultural amenity to the people of Mazar-e-Sharif. The grounds will consist of a large field that can be used for buzkashi, cricket, weddings, cultural festivities, playgrounds, and other rec/ sports temporal activities for the community or temporary markets. Bleachers will provide spectator seating, and restrooms, changing rooms, and storage will be provided. Construction may also include parking facilities, entrance and exit roadways, and basic infrastructure services.

Components 1

landscaping

spectator structure

public amenities

lighting, fencing, and benches

operations facility

The current buzkashi field in Mazar-e-Sharif is a large dirt field with a single small building on the lot. Spectators watch from the building’s roof with limited visibility. As a major cultural aspect in Afghanistan, it is important to maintain the availability of the field for buzkashi. However, creating a flexible space can serve many needs.

Positive Impacts A multipurpose grounds can serve many diverse recreational, cultural, and economic needs of the city. The amenity can be used for buzkashi matches and tournaments, cricket matches, weekend markets and fairs, and other entertainment purposes. Bleacher or step-style seating will serve many purposes for the various events taking place at the venue. The grounds will encourage celebration of culture, commerce, and diverse recreational activities. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility Considering minimal improvement to the existing grounds, this project is highly feasible. Coordination with locals and current users of the space may be necessary for permitting and construction approval.

Project Location The current field is an open space that is used for buzkashi, but lacks amenities for the athletes and spectators. It is located south of the urban core at the intersection of Shadian Road and Kantinarha Road.

The current site consists of an informal field and small building for spectating from the rooftop.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

Capital Budget Range The existing buzkashi field is approximately 12-15 ha in the southern part of the city. The existing field will be entirely landscaped properly to serve multiple uses, including buzkashi. Supporting infrastructure, such as stadium seating, restrooms, drinking fountains, adequate lighting, and a operations facility will be built in the vicinity as part of the field’s services. Lighting, fencing, public restrooms, and other park infrastructure will be minimal in costs as long as they can be domestically sourced. Public space upgrades per hectare generally cost about $350,000 USD. The site restoration and amenity construction for the buzkashi field will cost somewhere between $3 and $4 million USD. This project can be scaled up or down to accommodate budget constraints as necessary.

Implementation Agencies The project will be implemented by the Municipality in coordination with the official buzkashi league in Mazar-e-Sharif. The Municipality will oversee the construction and maintenance of the stadium as a recreational amenity.

Ratchada weekend food market in Bangkok, Thailand

Supporting Projects & Prerequisites Preserving the culture of the city should be most closely tied with coordination with the local community and other cultural projects. Possible supporting projects could include youth sports programs or city-wide sporting and festival event put on by the municipality. Safety regulations and field use standards, such as a reservation process, should be established prior to field opening.

The Municipality will support the construction and development of the official stadium to support city pride and the local economy. Financial support for the facility will boost local businesses and provide a tourism and recreational facility for local and regional visitors.

Operations Plan Operations of the facility will include a staff with grounds-keeping and maintenance duties. Operations and maintenance of the grounds should be managed by its owners, whether that is a private entity or the Municipality.

Sequencing ACTIVITIES

Municipal Capacity

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

20%

Site selection and detailed design take place.

Construction

2-3

30%

Site construction takes place. This component should not take very long, as site preparation and landscaping are the major components.

Signage & Lighting

2-3

50%

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

Solid Waste Material Recovery Facility Summary Budget Range

$4.5 - 5M USD

Project Size

500 tonnes/day

Projected Service Area

Appx. 100,000 residents

Lead Department

Cleaning & Greenery

Implementation Partners

NEPA, Private Company

Time-frame

4 - 5 years

SDF Goal

2.1

Description 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.

Components 1

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. Four potential locations for the MRF have been identified in the SDF and should be further studied.

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 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.

Positive Impacts 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 Mazar 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 Mazar should be determined by a feasibility study. There needs to be a viable market for recovered materials and the establishment of safety standards.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

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.

Mazar-e-Sharif 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 Mazar-e-Sharif has a projected waste production of almost 2,200 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 Mazar is estimated at $4.5 to $5 million USD.

Municipal Capacity 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.

Sequencing ACTIVITIES

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

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.

CIP Annex

Municipal Capital Investment Plan

Outer Ring Rd & Katinarha Rd Improvements Summary Budget Range

$100-120 M USD

Project Size

40 km

Projected Service Area

Entire city

Lead Department

Municipality

Implementation Partners

MTCA

Time-frame

3-5 years

SDF Goal

1.1

Description Improving and extending the Outer Ring Road and Katinarha Road will greatly improve traffic conditions in Mazar. These roads are vital in circulating traffic in the city. Improvements include paving the roadway, adding sidewalks and greenery, and installing proper drainage and green infrastructure. The northern portion of the Ring Road should be prioritized. Katinarha Road will be extended to the east to connect with the civil airport in Mazar, as well.

Components 1

planning and design

Outer Ring Rd improvements

extension of Katinarha Rd

Katinarha Rd improvements

Project Location Mazar’s Outer Ring Rd surrounds the urban core along the existing municipal border. It’s current location serves large vehicles avoiding the dense center of the city. Katinarha Rd is slightly north of the southern portion of the Outer Ring Rd. It extends beyond the municipal border, and its proposed extension should extend east to meet the

Silk Road in Gilgit, Pakistan airport.

Rationale The Outer Ring Rd in Mazar is unpaved and has limited traffic management strategies. While large trucks and other vehicles hoping to avoid the dense urban core travel the roadway, they kick up dust and sand to contribute to unsafe driving conditions and local pollution. Additionally, these conditions contribute to slow traffic speeds and cause major delays to travelers. Many negative direct and indirect impacts come from inefficient and unsafe road conditions, especially for major roads such as the Outer Ring Rd and Katinarha Rd.

Positive Impacts Improving the roadways around Mazar’s urban center will greatly improve traffic conditions both in and around the city. Travelers wishing to avoid the city center can do so with ease, reducing traffic in the core and improving conditions along the Outer Ring Rd and Katinarha Rd. Reduced pollution and increased roadway and pedestrian safety will contribute to the overall health and well-being of Mazar residents and visitors. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility Roadway projects are common in Afghanistan and can be easily implemented and constructed by the Municpality’s Technical & Sectoral Department. Completing construction of all 40 km of roadway will be the biggest challenge in this project. Because the Ring Rd is circular, it’s construction process should be thoughtfully planned.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

Supporting Projects & Prerequisites

Municipal Capacity

The project should be heavily coordinated with all drinking water, wastewater, solid waste, and energy projects in the city to coincide installation of basic infrastructure. Additionally, public spaces and community amenities should ensure coordination so that these adjacent facilities are easily accessible from the roadway.

The Municipality’s Technical & Sectoral Department is well-developed and is capable of all the necessary management and implementation components of installing and repairing major roadways. As part of the Municipality’s existing functions, the development of the outer ring road and Katinarha Rd should be fairly feasible within the Municipal capacity. Support may be needed from MTCA when dealing with national guidelines and regulations. Additionally, any drinking water or power upgrades on these roads should be coordinated with AUWSSC and DABS to ensure roads are only constructed on once.

Capital Budget Range The project includes improvements and extension of approximately 40 km of roadway. This may include increased right-of-way, increased pedestrian and public space, installation of lighting, signage, and other fixtures, as well as drainage infrastructure. Each km of roadway improvements will cost the Municipality approximately $3 million USD. The whole project is predicted to cost about $100 million USD in total. The high cost is likely to require outside funding sources and/or project phasing to create a more affordable scheme for project completion.

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.

Implementation Agencies 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.

Sequencing ACTIVITIES

YEAR

BUDGET

Comprehensive Planning

1-2

10%

Plan comprehensive construction and phasing plan for both the Outer Ring Rd and Katinarha Rd.

Land Acquisition & Permitting

1-2

10%

20%

Detailed design takes place by the Technical & Sectoral Department.

3-5

60%

Construction and installation take place.

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

Irrigation Canal Revitalization & Rec Center

$4,000,000

3 years

Pilot Neighborhood Upgrades

$4,800,000

3 years

Blue Mosque Heritage District

$2,450,000

2 years

Investment in Primary Urban Corridors

$5,100,000

2 years

Vocational Training Campus & Public Library

$3,500,000

3 years

Women's Entrepreneurship Center

$3,300,000

3 years

Wholesale Market System

$6,000,000

3 years

Festival/Market Field at Buzkashi Field

$4,200,000

3 years

Solid Waste Materials Recovery Facility

$5,000,000

5 years

Outer Ring Road & Katinarha Road Extension

$37,000,000

5 years

Total Cost

$75,350,000

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

Irrigation Canal Revitalization & Rec Center

Private Rec Center Operator

Pilot Neighborhood Upgrades

Dept of Cleaning and Greenery

Yes

Blue Mosque Heritage District

Heritage Improvement District

Yes

Investment in Primary Urban Corridors

Dept of Cleaning and Greenery

Yes

Vocational Training Campus & Public Library

Non-Profit & Library

Yes

Women's Entrepreneurship Center

Private Sector Center Operator

Wholesale Market System

Private Sector Market Operator

Festival/Market Field at Buzkashi Field

Private Sector Field Operator

Solid Waste Materials Recovery Facility

Dept of Cleaning and Greenery

Yes

Outer Ring Road & Kantinarha Road Extension

Dept of Cleaning and Greenery

Yes

Mazar-e-Sharif Strategic Development Framework

REQUIRES MUNICIPAL OPEX

Mazar-e-Sharif $15M $12M

Cities Improvement Program Budget Contribution

$9M $6M $3M

2021

2022

2023

2024

2025

2026

$800,000

$1,200,000

$2,000,000

$1,530,000

$495,000

$1,320,000

$250,000

$495,000

2027

2028

2029

2030

$960,000

$1,440,000

$2,400,000

$857,500

$1,592,500

$700,000

$1,050,000

$900,000

$2,400,000

$2,700,000

$840,000

$1,260,000

$2,100,000

$3,570,000 $1,750,000

$1,485,000

$250,000

$1,570,000

$1,735,000

IMPACT ON OPEX

NOTES

$1,500,000

$3,830,000

$2,500,000

$500,000

$3,700,000

$5,550,000

$9,250,000

$10,970,000

$10,567,500

$14,172,500

$15,560,000

$13,750,000

None

Operator will provide opex funding

Low

Street cleaning, maintenance, and repair

Low

Street cleaning, maintenance, events

Medium

Street cleaning, maintenance, and repair

Medium

Training programs, events, library operations, library staff

None

Operator will provide opex funding

None

Operator will charge sellers to cover costs

None

Operator will have revenue through vendor sales and ticket sales

High

Staff to operate facility, maintenance of facility, energy use, etc.

Medium

$2,700,000

Roadway cleaning, maintenance, and repair 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

Wetland Park North

A wetland park will increase sustainable water management by collecting the city’s stormwater and treating it for non-potable uses through natural biological processes.

Water Supply Expansion Project

A river diversion channel, well field, treatment plant, pump station, and water transmission line that provides the city with increased access to potable water.

Khulm-Uljato Village Wind PP (50 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

Small-scale areas 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.

Bus Rapid Transit Network (including TOD Stops)

A rapid bus line with a dedicated travel lane, pre-board ticketing, and few stops that connect passengers with destinations of interest and transit-oriented development.

Agricultural Research, Development, and Center dedicated to advancing innovative agricultural practices by creating impact beyond investment into a singular agricultural plot. Training Center Passenger Railway from Airport to Shadian Road + Shadian Road Stop

A passenger railway connected to the Afghanistan regional rail network that connects the urban fabric of the city to the civil airport southeast of the city.

Northern Bypass 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.

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.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

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

MAIL

North of Mazar-e-Sharif

Medium-term

$ 10 - 12 M USD

AUWSSC, MoEW

Southwest of Mazar-e-Sharif

Short-term

$18 - 25 M USD

DABS

Khulum-Uljato Village

Medium-term

$70 - 80 M USD

MAIL

Multiple locations

Short-term

$0.5 - 1 M USD

AUWSSC

Northeast of Mazar-e-Sharif

Long-term

$90 - 100 M USD

MTCA

Throughout Urban Mazar-e-Sharif

Short-term

$300 - 450 M USD

MAIL

Along Martyr Masood Blvd, east of Medium-term the Mazar-e-Sharif

$ 1.5 - 3.5 M USD

MTCA

Alignment TBD

Medium-term

$30 - $40 M USD

MTCA

North of Mazar-e-Sharif

Medium-term

$40 - 60 M USD

MoCI, MAIL

West of Mazar, near agriculture and industry

Short-term

$0.5 - 1 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

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

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

Mazar-e-Sharif Strategic Development Framework

CBOs & NGOs

NEPA

NEPA Municipality Cleaning and Greenery Department

Irrigation Assoc’s + Mirabs

Univ. Extensions

AGRICULTURAL INFRASTRUCTURE

Mazar-e-Sharif

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

Wetland Park North Summary Budget Range

$10 - 12 M USD

Project Size

850 ha

Implementation Agency

AUWSSC

Implementation Partners

MoEW, Municipality, MUDL, MAIL

Time-frame

6 years

SDF Objective

2.2

Description A wetland park in the northern part of Mazar will function as a natural and social asset to the city. The park will be filled with stormwater runoff from the city during the wet season. The wetland will act as a biofilter that removes sediments and pollutants. Natural chemical processes and microorganisms living in the wetland’s vegetation break down organic materials over time and improve the water quality. The naturally processed water is clean enough to either infiltrate into the shallow aquifer, or be used for irrigation down stream. The park will also provide recreational access for the residents and visitors of Mazar.

Project Location The proposed wetland is located downstream to the north of the city, where it can be co-located with a proposed wastewater treatment plant. It’s clean effluent would be directed towards agricultural lands to the northeast of the wetland or infiltrated into the aquifer below.

Wetland in Korea

Rationale Like many Afghan cities, Mazar is prone to waves of seasonal drought and flooding. These natural events can be disruptive to the landscapes and agricultural industry surrounding Mazar. By directing the water to a wetland park, the project mitigates flooding and pollution due to runoff.

Feasibility A wetland park is a natural, low-cost project that serves many important functions. With the coordination of AUWSSC, MAIL, and the Municipality, it is a highly feasible project with great indirect returns in agricultural production and a natural, recreational urban asset.

Implementation Agencies The wetland should be planned and constructed by AUWSSC in conjunction with MAIL and the Municipality. Although it is most important to coincide with the proposed wastewater treatment plant and its activities, it should also consider agricultural needs and the preferences of Mazar’s Municipal government.

Municipal Role The Municipality should be heavily involved in the planning and coordination of the wetland park in order to accommodate the unique needs of the city. Coordination with other municipal capital investments and water projects is vitally important. Finally, because the park will be a natural and recreational asset for the city, the Municipality should be involved in its operations planning and determining the park access for residents and visitors of the city.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

Water Supply Expansion Project Summary Budget Range

$18 - 25 M USD

Project Size

20 km water main; 10 ha treatment facility

Projected Service Area

Entire City

Implementation Agency

AUWSSC

Implementation Partners

MoEW, Municipality

Time-frame

6 years

Navin Well Fields, Herat

SDF Objective

2.1

Feasibility

Description This project will provide a supply of potable drinking water to the Mazar-e-Sharif public drinking water network under construction in 2020. When the Balkh River does not have significant flow, wells will extract groundwater from aquifers upstream of the city and provide the city with drinking water. While the Balkh River has significant flow during the spring months, water will be pulled directly from the river, passed through a treatment process, stored, and pumped to the public drinking water network. During these plentiful months, excess water will be deposited into the aquifer via recharge wells.

Project Location Water is proposed to be sourced from the Balkh River and its subsurface aquifers, away from the city, outside of the influence of any pollution sourced from urbanized areas.

This proposed water supply system is a series of complex small projects. Each component will require its own feasibility study. However, wells have been used in Afghanistan for years, and if located properly, it is likely that a system of this nature would function well. 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.

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. It is important that development is limited in the areas of the recharge and extraction wells, so as to prevent contamination of the resource aquifer. MUDL therefore may be enlisted to help ensure certain areas of land are properly protected.

Municipal Role The Municipality will issue permits for all water lines built within road right-of-way. 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.

Rationale Safe, clean drinking water is a necessity. In Mazar-e-Sharif, drinking water is often 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 2050, it is estimated that almost 70 MCM of water will be demanded from within the municipal boundary annually. The demand from the entire cityregion is estimated to be about 150 MCM by that year. It is clear that a centralized, well-engineered water supply system is needed.

Aquifer Storage and Recovery system, San Antonio, Texas

CIP Annex

Strategic Investments

Khulm-Uljato Village Wind PP (50 MW) Summary Budget Range

$70-80 M USD

Project Size

50 MW

Projected Service Area

275,000 - 450,000 people

Lead Agency

Private Company

Implementation Partners

DABS, MoEW

Time-frame

3 years

SDF Objective

2.2

Description This 50 MW wind farm in Khulm-Uljato Village would provide clean, reliable, renewable energy. About 150 hectares of land outside of the municipal boundary would house the wind farm which would then be connected to the existing grid. If it served domestic customers, a 50 MW wind farm is likely to generate enough power for about 275,000 to 450,000 people. This would add capacity to the current power grid, generating energy and increasing service reliability for the people living in the city. Fortunately, wind technology has become much more costeffective and efficient in recent years.

Project Location A productive and efficient wind farm should be located in an area that gets sufficient wind. Ideally, new generation plants are located near existing substations, on shallow grades, and near an existing roadway (for access). The Khulm-Uljato Village area seems to meet most of these requirements.

Wind farm in India

Rationale In order to advance the social and economic growth in Mazar-e-Sharif, 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 50 MW wind farm would increase the capacity of the grid, without creating the environmental and public health detriments associated with the burning of fossil fuels. Financially, wind power is also attractive. The capital investment necessary, relative to alternative generation typologies, is affordable. Finally, a wind farm would also decrease the country’s dependence on imported electricity, thereby reducing reliance on foreign partners.

Feasibility Given the successful implementation of solar power generation plants in Kandahar and Kabul, a wind farm using a similar deal structure 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.

Implementation Agencies DABS has traditionally managed power purchasing, power generation, and power distribution in Afghanistan. Completed solar projects in Kandahar and proposed solar projects in other parts of 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. This project has been proposed for the PPP model, and is currently open for a private partner.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

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

Description 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.

Project Location The urban food park should be located in an industrial zone southwest of the city.

Citrus processing, Pakistan (ACIAR)

Feasibility 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.

Positive Impacts 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.

Rationale

Municipal Role

Afghanistan’s agricultural sector can sometimes be challenging for smaller businesses and farmers with few resources. While the agroindustrial hubs are meant to strengthen the processing sector on a large scale, the urban food park will provide similar support for small, local farmers.

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.

CIP Annex

Strategic Investments

Wastewater Trunk and Treatment Summary 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

6 years

SDF Objective

2.1

Wastewater treatment plant in Antwerpen, South Africa

Description

Feasibility

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 Mazar-e-Sharif, draining north, to a wastewater treatment plant. Connections to the sanitary sewer main can be made at the time of initial construction and subsequently as needed.

All four 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.

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 new road to the east, so that future development planned for this area is serviced by the wastewater system. These sewers could join and transfer wastewater by gravity to the wetland area to the south of the city. Here, the wastewater treatment and aquifer recharge wells could be located.

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 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.

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 city-scale wastewater system exists in Afghanistan, but Mazar-e-Sharif has the density and topography that present a good opportunity 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. 46

Mazar-e-Sharif Strategic Development Framework

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.

Mazar-e-Sharif

Bus Rapid Transit (BRT) Network Summary Budget Range

$300-450M USD

Project Size

45 km, 20 stations

Projected Service Area

Entire City

Lead Agency

Private Company

Implementation Partners

MTCA, Municipality

Time-frame

10 - 15 years

SDF Objective

1.3

Description A bus rapid transit (BRT) network in Mazar will consist of two lines through the city, connecting passengers from the north, south, east and west. The north-south route will be approximately 13 km with 9 stops. The east-west route will be about 32 km with 8 stops. The lines will share one stop to accommodate transfers. BRT systems provide quick and efficient service by utilizing dedicated lanes with barriers that prevent other traffic from causing delays in bus service. Stations and ticketing machines are set up in a way that decreases boarding time and limits delays.

Project Locator Further feasibility and traffic studies should be performed to determine the routes best suited for Mazar’s BRT system. The figure shows a 10 minute walking radius for each stop.

The Transmilenio BRT in Bogota, Columbia operates along 84 km of routes with over 1,000 articulated buses. (Smart Cities Dive)

Feasibility The implementation of a BRT system in Mazar would involve construction of the system, management of drivers and buses, and a system to collect and manage fares. There may be legal barriers on a local or national level that limit the creation of a complex fare collection, management, and operating system. Bus service that currently exists in the city is informal and privatelyowned. A feasibility study would have to ensure that the demand for a regulated, consistent system such as the BRT has the ridership demand necessary for operation. Additionally, expanded right-of-way could pose a challenge with land acquisition, which in some cases could delay the project.

Implementation Agencies Public transportation in Afghanistan has a short but complicated history. Most bus operations throughout the country are operated by private companies. Previously operated public millibuses in Mazar now serve regional destinations and have greatly reduced service. The Municipality will likely deal with enforcement of the policies surrounding the system, vital to the success of BRT. However, a private agency will implement and operate the system, with elements of a public-private partnership to ensure efficient, fair, and safe service. The Ministry of Transport and Civil Aviation (MTCA) will oversee operations, as well.

Municipal Role Rationale Mazar-e-Sharif has a high residential density and a lack of connectivity between major points of interest, such as the historic core, major industrial areas, and commercial centers. Increasing traffic congestion and limited passenger safety make travel within the city extremely difficult, expensive, and time consuming. BRT systems present a comprehensive solution to many mobility challenges. Dedicated lanes and off-board ticketing allow quick and efficient transportation service. Additionally, their high capacity lessens the amount of cars on the road.

Managing and operating a BRT system requires a management authority with a lot of capacity. In a project of this size, the Municipality’s role is best suited as supporting the development, operations, and management of the system. The municipality should focus efforts on creating regulations, enforcement procedures, safety requirements, and accessibility mandates. This process can be largely supported by the national MTCA and its Public Transportation Department. During construction, the Municipality should work to coordinate all roadway and construction projects. By creating a collaborative relationship with the implementing entity, the city can benefit from roadway upgrades related to BRT construction, benefiting accessibility and traffic in the city.

CIP Annex

Strategic Investments

Agricultural R&D and Training Center Summary Budget Range

$300-450M USD

Project Size

45 km, 20 stations

Projected Service Area

Entire City

Lead Agency

Private Company

Implementation Partners

MTCA, Municipality

Time-frame

10 - 15 years

SDF Objective

4.3

Description 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).

Project Locator This project should be accessible to the agricultural regions in Dehdadi, to the west of Mazar-e-Sharif. A specific site should be selected in coordination with the agricultural hub and other educational uses.

An agricultural research campus

Feasibility 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.

Positive Impacts Aside from improving crop yields, supporting a more diverse range of agro-processing activities, and creating new highly-skilled 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

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.

Mazar-e-Sharif Strategic Development Framework

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.

Mazar-e-Sharif

Passenger Railway from Airport Summary Budget Range

$30 - 40 M USD

Project Size

6-8 km

Projected Service Area

15,000 households

Lead Agency

ARA, MTCA

Implementation Partners

Municipality

Time-frame

4-5 years

SDF Objective

1.2

Description The passenger railway will transport people from Shadian Road east to the airport. This transit will help reduce traffic and provide an alternative transportation method for getting to and from the airport.

Project Locator The route will be from a station at Shadian Road that travels straight east to the airport on the southeast side of the city. The exact route will be chosen and implemented by ARA.

Rationale

Passenger train in Mumbai, India.

With few public transportation connections in Afghanistan, there are very few ways for people to travel to the certain destinations. Because, Mazar’s civil airport is outside the urban area, buses and taxis can be long, costly trips that are sometimes unsafe for women and family. A safer, more affordable, and more reliable option is needed for airport transportation.

Positive Impacts

Feasibility Plans for railway lines that span across Afghanistan have been developed and are continuously being expanded. The first stretch of railway was built just outside of Mazar, connecting its airport with the Uzbekistan border. The proposal to extend this line into the city for passenger transportation is presented by XXX. The project would be large in scale and a high cost, but would be beneficial for residents and visitors of the city. Although the line is currently only operational as commercial transportation, incorporating passenger trains is a matter of design and implementation of passenger stations along the desired route.

Providing fast, convenient transport that connects the urban area with the civil airport will greatly benefit the city. Passenger rail, although an expensive capital investment, provides efficient and affordable travel for residents and visitors of Mazar, increasing regional and international economic activity happening in the city. The convenience may attract tourists and boost the local economy, as well.

Municipal Role Although the railway will be owned and operated by the MTCA and the ARA, the Municipality will play a vital role in its planning, design, and management. With service and stations within the city, the Municipality must coordinate with implementing agencies on the services provided by the railway and its stations, necessary roadwork and construction, and the planning of surrounding areas. A station within the city could spur private investment and economic activity in the surrounding area.

CIP Annex

Strategic Investments

Northern Bypass 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

1.2

Description A northern bypass road for Mazar will be a large highway that connects the east and west A76 highway outside of the urbanized area. Currently, cars and trucks traveling along the highway must pass through the urban core of Mazar, whether or not they wish to do so. The northern bypass road will provide an alternative route around the city.

Project Locator The northern bypass road will be located north of the urbanized core of Mazar-e-Sharif, connecting the A76 highway from 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.

Highway in Pakistan

Rationale All highway traffic on A76 is directed through the urban core of Mazar, 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.

Positive Impacts Construction of the bypass road that will connect highway A76 outside the Municipal boundary will greatly benefit Mazar 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.

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.

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

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

Anflo Industrial Estate in the Phillapeans

Time-frame

2 years

SDF Objective

4.3

Rationale

Description 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. Agricultural business communities/concentrations will comprise the agro-industrial hub, and will operate under a semi-joint business plan.

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 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.

Project Locator

Positive Impacts

The location of the agro-industrial hub should be near other industrial facilities and agricultural markets. Although the industrial complex southwest of the city would be a great location, further studies should be done to determine the best possible location.

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.

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.

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. 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. 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. 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.

Mazar-e-Sharif Strategic Development Framework

Multi-lane highway in Afghanistan

Annual Budgets and Sequencing 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. 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.

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

Mazar-e-Sharif

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 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.

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.

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 Mazar-e-Sharif, 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 on 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

Mazar-e-Sharif Strategic Development Framework

Preparation of Relevant Environmental and Social documents: to prepare project specific ESMP’s and or abbreviated RAP (or ESIA if required)

Mazar-e-Sharif

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 Mazare-Sharif based on addressing the city’s greatest needs while striving for minimal risk or adverse environmental impacts.

Preliminary Project Categorization

10 Agro-Industrial Hub 9 Solid Waste Transfer Stations & MRF and Service Expansion 9 Northern Bypass Road 3 Mazar (Khulm-Uljato Village) Wind PP (50 MW) 8 Passenger Railway from Airport to Shadian Rd Stop

Category A (High-Risk) Significant adverse environmental impacts that are large-scale, irreversible, cumulative, or precedent-setting 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

10 Outer Ring Road Extension/ Kantinarka Road Improvements + Extension

CATEGORY B

Category B (Moderate-Risk)

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), power generation infrastructure, and the creation of new major transportation corridors.

CATEGORY A

Categorization Approach

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.

4 6 6 5 2 5

Wholesale Market Masood Martyr & Shadian Road Urban Corridors Bus Rapid Transit Network (including TOD Stops) Shrine Museum Renovation Water Supply Expansion Wastewater Trunk Sewers & Treatment Facility

8 Buzkashi Field Fesitval/Market Grounds 1 Irrigation Canal Revitalization Project + Rec Center 2 Pilot district upgrades in district 1, 5 and 6 3 Women’s Market 7 Old Balkh Campus Vocational Campus & Public Library

Category C (Low-Risk)

1 Wetland Park North

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.

4 Urban Food Park 7 Agricultural Research, Development, and Training Center

CATEGORY C

Likely minimal to no adverse environmental impacts

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

Mazar-e-Sharif 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.

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. 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.

Mazar-e-Sharif

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 for additional information.

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 the irrigation canal renovation and wetland park will cause a temporary disturbance to sensitive areas, 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 While only two of the proposed projects (Shrine Gardens & Facilities Renovation and Designate Masood Martyr and Shadian Road improvements) involve culturally significant sites. Additional projects should consider their proximity to uncategorized heritage sites and religious sites, and all other projects should consider their proximity to both all heritages 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 608-611 & 628-629 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 Mazar-e-Sharif are primarily located away from the proposed project sites primarily in the Central Afghan Highlands to the south. Part of the historic Balkh Oasis, Mazar-e Sharif is at the eastern extent of a vast irrigation system that emerges from the Cheshmehye Shafa (literal translation: ‘spring of healing’) where the Balkh-ab flows through a narrow gorge, expanding to the north in a broad alluvial fan to irrigate over 400,000 hectares today. See pages 484-487 & 628-629 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, Mazar-e-Sharif and Balkh are positioned at the transition between the Aghan-Tajik Basin to the north and the Central Afghan Highlands to the south. National data regarding Conservation Priority Zones place the region in a “very high” conservation priority ranking, noted also as a “target ecoregion for protection.” See page 485 in the Environmental Resources section (pages 452-487) of the Baseline Assessment & Diagnostic Report for additional information. 8

Mazar-e-Sharif 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 Shrine Gardens and Facilities Renovation involves improvements to the site and infrastructure surrounding Rawze Sharif Hazarat Ali mosque/ shrine and gardens. Additional strategic investment projects related to infrastructure and research/training occur near heritage sites which are currently uncategorized. See page 554-563 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), development of wastewater treatment facilities and park designation of wetland areas to the north of the city (which may benefit resident and migratory avifauna).

Question 6

Surface Water/Groundwater Protection Is the subproject located close to groundwater sources, surface water bodies, watercourses or wetlands? Geologically, Mazar-e-Sharif lies on an alluvial fan/colluvial piedmont southern areas of the city overlaid with winddeposited sediment (loess). Therefore, existing undeveloped lands may contribute to groundwater recharge. Existing surface water consists of the vast network of irrigation canals (part of the Balkh Oasis) 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, 338-339, 340-341, & 484-487 of the Baseline Assessment & Diagnostic Report for additional information)

Mazar-e-Sharif

Question 7

Designated Cultural Sites

Question 8

Religious Monuments, Structures, Cemeteries

Is the subproject located in an area with designated cultural properties such as archaeological, historical and/or religious sites?

Is the subproject in an area with religious monuments, structures and/or cemeteries?

Within and around Mazar-e-Sharif, including Balkh, there are 18 categorized heritage sites plus 11 additional uncategorized sites. Of the noted potential projects, the Shrine Gardens and Facilities Renovation involves improvements to the site and infrastructure surrounding Rawze Sharif Hazarat Ali mosque/ shrine and gardens. Several other projects are located near heritage sites which are currently uncategorized. See pages 554-563 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Noted in Item #7 above. See pages 554-563 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.

Mazar-e-Sharif Spatial Framework Mazar-e-Sharif 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 religious, cultural, or natural sites including Rawze Sharif Hazarat Ali mosque/shrine and gardens, significant corridors, and sight lines leading to significant religious, cultural, or natural sites within and surrounding Mazar-e-Sharif. 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. However, measures should be taken to minimize soil erosion on all project sites by following recognized best practices. See page 505 in the Environmental Risk section (pages 488-505) of the Baseline Assessment & Diagnostic Report for additional information.

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 36-37 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 the Balkh Oasis, potential investments are limited to existing corridors to the west of Mazar-e-Sharif, guiding potential future development to the east. See pages 344-365 & 386-391 in the Baseline Assessment & Diagnostic Report for additional information.

Question 15

Tourist Importance Is the subproject located in an area of tourist importance?

Question 12

Seismic Faults

Noted in questions 2 (Unique Natural Features) & 7 (Designated Cultural Sites).

Is the subproject located in an area of seismic faults?

Question 16

Located in the North Afghan Platform tectonic region, Mazar-eSharif is less than 50 km north of a minor, active 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 VII zone. In this zone, unreinforced structures may experience moderate to heavy 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.

Question 13

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

Mazar-e-Sharif Strategic Development Framework

Waste Dump Proximity Is the subproject located near a waste dump? There are no known facilities near the proposed projects. However, solid waste management in Mazar-e-Sharif is noted as being inadequate and informal dumping may be present on or near some sites. Additional assessment will be required to more accurately determine a nearby presence. See pages 256 & 261 in the Baseline Assessment & Diagnostic Report for additional information.

Question 17

Existing Access to Potable Water Does the subproject have access to potable water? The potable water network in Mazar-e-Sharif is currently being developed and approximately 28% of the city is currently serviced. Older networks in the city center are in need of repair and unserviced areas are reliant upon private wells. See pages 192-193 & 199 in the Baseline Assessment & Diagnostic Report for additional information.

Mazar-e-Sharif

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 Mazar-e-Sharif 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 Mazar-e-Sharif.

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 Mazar-e-Sharif.

Mazar-e-Sharif 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 Mazar-e-Sharif.

PROJECT

ESA COMMENTS

LOCATION

Irrigation Canal Revitalization Project + Rec Center

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

Throughout the city

Pilot district upgrades in district 1, 5 and 6 (Pilot)

Upgrades aim to improve drainage in formal neighborhoods by integrating a hybrid of traditional engineering and landscape-based solutions - reducing flood-risk and improving climate resilience

District 1, 5, and 6 TBD

Women's Entrepreneurship Center

Project may be incorporated into an existing facility/ structure (low-risk) or may involve construction of a new market/facility (moderate-risk)

Urban core TBD

Wholesale Market Decentralization

Siting will need to consider impacts of increased TBD - Throughout the traffic and activity when siting, however, decentralized City markets may alleviate potential congestion and impacts

Blue Mosque Heritage District Shrine Museum Renovation

Working to improve the experience around the Rawze Sharif Hazarat Ali mosque/shrine and gardens, religious, Historic city center cultural, and heritage factors must take priority when working through planning, design, and construction

Investment in Primary Urban Corridors

Improvement of major urban corridors integrates a multi-modal approach to alleviate congestion while layering functions to improve safety, comfort, environmental quality, and identity

Vocational Campus & Public Library

Inclusion of vocational training to benefit neighborhoods Along Shadian Road near existing industry and logistics facilities

Festival and Market Facilities at Buzkashi Field

Renovation of existing facilities offers an opportunity to improve an underutilized facility, benefiting the Buzkashi Field surrounding neighborhoods and greater community, but may increase frequency of crowds, traffic, and noise

Solid Waste Transfer Stations, MRF and Service Expansion

Facility will need to be strategically located to minimize hauling distance while minimizing environmental risk and potential conflicts with nearby residents

Industrial districts TBD

Improvement of outer ring roads integrates a multimodal approach to alleviate congestion while layering functions to improve safety and efficiency, however, measures should be taken to minimize noise & pollution

Throughout the city

Outer Ring Road Extension/ 10 Kantinarka Road Improvements + Extension 12

Mazar-e-Sharif Strategic Development Framework

Masood Martyr & Shadian Road

Mazar-e-Sharif

PRELIMINARY ESA CATEGORIZATION

POTENTIAL CHALLENGES FOR FURTHER REVIEW

Category B/C (Moderate-Risk/Low-Risk)

Temporary disruption of neighborhood activity during construction

Category B/C (Moderate-Risk/Low-Risk)

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 (Moderate-Risk)

Temporary disruption of neighborhood activity during construction Increased crowds, traffic, noise and pollution (vehicle exhaust)

Category B (Moderate-Risk)

Religious/cultural heritage site Historic city center Temporary disruption of a popular tourist destination

Category B (Moderate-Risk)

Temporary disruption of a major thoroughfare Increased crowds, traffic, noise and pollution (vehicle exhaust)

Category C (Low-Risk)

Minimal adverse impacts

Category B (Moderate-Risk)

Temporary disruption of a popular location Increased crowds, traffic, noise and pollution (vehicle exhaust)

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

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

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 Mazar-e-Sharif.

PROJECT

ESA COMMENTS

Wetland Park North

Explore conservation potential of the (saline?) wetlands north of the city to as a conservation area for avifauna, Throughout the city water management, and groundwater recharge

2 Water Supply Expansion

Mazar (Khulm-Uljato Village) Wind PP (50 MW)

4 Urban Food Park

LOCATION

River diversion channel, well field, treatment plant, pump station, & water mains - Consider catchmentwide land use & conservation strategies to protect the future water supply and strengthen drought resilience

Southwest of Mazar-eSharif

Consider noise and motion effects on nearby residents Collision potential with avifauna (check to ensure siting does not correspond with major migration corridors)

Khulm-Uljato Village

Small-scale areas dedicated to adding value to urban TBD by MAIL and agricultural products and creating benefits of agglomerMunicipality ation for local farmers and processors.

Wastewater Trunk Sewers & Treatment Facility

Consider siting treatment facility to create co-benefits of using treated water for irrigation, industry, aquifer recharge, and/or ecological restoration

Throughout the city

Bus Rapid Transit Network (including TOD Stops)

A special bus line with a dedicated travel lane, pre-ticketing, and few stops.

Throughout the city

Agricultural Research, Development, and Training Center

Center dedicated to advancing agricultural productivity

Along Martyr Masood Blvd, east of the Mazare-Sharif

Passenger Railway from Airport

A facility where solid waste is transfered from collector

Stop

composting, and compaction can also occur here

8 to Shadian Road + Shadian Road trucks to long-haul trucks material sorting, recycling,

Route TBD

9 Northern Bypass Road

Needs description

Route TBD

10 Agro-Industrial Hub

Processing facility for agricultural products Impacts may vary depending on scope and magnitude of industries represented

West or South, near industry and agriculture

Mazar-e-Sharif Strategic Development Framework

Mazar-e-Sharif

PRELIMINARY ESA CATEGORIZATION

POTENTIAL CHALLENGES FOR FURTHER REVIEW

Category B/C (Moderate-Risk/Low-Risk)

Conservation/potential avifauna migration significance Increased local traffic

Category B (Moderate-Risk)

Secure & protect a sustainable supply from the supporting catchment Temporary disruption of neighborhood activity during construction

Category A/B (High-Risk/Moderate-Risk)

Impacts to nearby residential areas Impacts to avifauna

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 B (Moderate-Risk)

Temporary disruption of neighborhood activity during construction

Category B/C (Moderate-Risk/Low-Risk)

Land expropriation & demolition of existing structures

Category A/B (High-Risk/Moderate-Risk)

Land expropriation and demolition of existing structures Noise from operating trains on surrounding neighborhoods

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 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 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

Mazar-e-Sharif 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)

Mazar-e-Sharif 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

Mazar-e-Sharif 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

Municipality Responsibilities 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

Mazar-e-Sharif 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)

Mazar-e-Sharif Municipal Organogram Executive and Council Mayor

Municipal Advisory Council (Defunct)

Key Personnel and Directorates

Deputy Mayor Technical and Professinoal Advisor in Municipal Affairs

M&E Department

Technical and Sectoral Services Directorate

Administration and Finance Directorate

Cultural and Social Services General Manager

Planning and Development General Manager

Finance and Accounting General Manager

Administration and Finance Manager

Publications General Manager

Engineering and Infrastructure General Manager

Revenue General Manager

Cleaning and Greenery Manager

Urban Governance Directorate

Cleaning and Greenery Department

Districts/Nahia Departments

Management

Expert on Gender Equality and Youth

Public Property Management and Asset General Manager

Human Resources General Manager

Expert on Council Affairs

General Services and Procurement General Manager

Planning Manager

IT General Manager

Expert on Legal Affairs and Public Liability

IFMS General Manager

Building and Rehabilitation Engineer Control and Supervision of Buildings Engineer

IMFS Manager

Contracts General Manager

Appendix

City Consultative Workshop Goals Summary Appendix Workshop Critical Themes

Workshop Goals

SDF Goal Alignment

1 Solid Waste Management

1.1 Promote a clean and healthy city

2.1 Provide adequate urban services to all citizens

1.2 Implement a potable drinking water network

2.1 Provide adequate urban services to all citizens

1.3 Solid waste management and recycling

2.1 Provide adequate urban services to all citizens

1.4 Upgrade sewerage and canalization system

2.2 Invest in sustainable infrastructure and building urban resilience

2.1 Contribute to Afghanistan’s cultural identity

3.1 Foster local identity through investment in culture and built heritage

2.2 Develop tourism industry and attract more tourists

3.1 Foster local identity through investment in culture and built heritage

2.3 Protection and restoration of historic monument

3.1 Foster local identity through investment in culture and built heritage

2.4 Allocate budget for historic areas

3.1 Foster local identity through investment in culture and built heritage

2.5 Develop city connections to Balkh province

3.2 Develop cultural and recreational landscapes

3.1 Strategic management of water resources

5.4 Develop a sustainable framework for natural resource management in the region

3.2 Capacity building of private sector

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

3.3 Processing facilities of raw materials

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

3.4 Develop extraction and distribution of gas

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

3.5 Develop mining sector

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

3.6 Supporting Qaleen (carpet) manufacturing companies

3.1 Foster local identity through investment in culture and built heritage

3.7 Establishing agricultural institutes for rural areas

4.3 Strengthen the agricultural sector and develop sustainable value chains

3.8 Provide higher education facilities for agriculture and natural resource management

4.3 Strengthen the agricultural sector and develop sustainable value chains

3.9 Invest in power generation

2.2 Invest in sustainable infrastructure and building urban resilience

3.10 Creating canals from Amu River

N/A

2 Protection of Cultural and Historic Monuments

3 Natural Resource Management and Economic Development

Mazar-e-Sharif Strategic Development Framework

Workshop Critical Themes

Workshop Goals

SDF Goal Alignment

4 Environmental Conservation

4.1 Support forestry and forestation

5.4 Develop a sustainable framework for natural resource management in the region

4.2 Create green belt and parks system

2.2 Invest in sustainable infrastructure and building urban resilience 3.2 Develop cultural and recreational landscapes

5 Build Law Enforcement and Democratic Institutions

6 Foster Industrial Development

4.3 Recreational areas in mountainous areas

3.2 Develop cultural and recreational landscapes

4.4 Improve health conditions and prevent disease

2.1 Provide adequate urban services to all citizens

4.5 Convey sewerage out of the city

2.2 Invest in sustainable infrastructure and building urban resilience

5.1 Enforce rule of law for all

N/A

5.2 Ensure social justice

5.1 Strengthen trust in institutions and empower citizens

5.3 Implementation of detail plans according to approved master plan

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

5.4 Allocate budget for historic areas

3.1 Foster local identity through investment in culture and built heritage

5.5 Develop city connections to Balkh province

4.1 Strengthen regional logistics capacities and cross-border linkages

6.1 Improve security condition

N/A

6.2 Support imports and exports industry

4.1 Strengthen regional logistics capacities and cross-border linkages

6.3 Prevent human capital from leaving the region

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

6.4 Increase capital investment towards industrial sector

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

6.5 Support Qaleen industry

3.1 Foster local identity through investment in culture and built heritage 4.3 Strengthen the agricultural sector and develop sustainable value chains

6.6 Control fake products

N/A

6.7 Process raw materials from livestock and agriculture

4.3 Strengthen the agricultural sector and develop sustainable value chains

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

MUDL

Report

Text

2015

MUDL

Area

CAD

2018 2019

MUDL UN Habitat, MUDL

Report Report

Text 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

Mazar-e-Sharif City Mazar-e-Sharif Hi Resolution Satellite Imagery Balkh City Strategic Development Plan (Report) Balkh City Strategic Development Plan CAD Balkh Regional Plan Report Mazar-e-Sharif Approved SMAP/ SNAP

Mazar-e-Sharif Strategic Development Framework

District/ Municipality District/ Municipality District/ Municipality Province District/ Municipality

Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Exchanged/Received Data Inventory (continued) Name Mazar-e-Sharif Gozar Boundaries Mazar-e-Sharif Municipal Land Use Existing Mazar-e-Sharif Municipal Land Use Planned Mazar-e-Sharif Municipal Land Use Existing Mazar-e-Sharif Amenity Points Mazar-e-Sharif Approved Master Plans (Drawing) Mazar-e-Sharif District Boundaries [Local] Mazar-e-Sharif Housing Points Mazar-e-Sharif Master Plan CAD (Drawing) Mazar-e-Sharif Master Plan Report (Text) Mazar-e-Sharif Master Plans GIS (Drawing) Mazar-e-Sharif Planned Road Network Mazar-e-Sharif Priority Projects Category B Descriptions Mazar-e-Sharif Priority Projects Category B GIS

Data Date(s) 2019

Received From/Source MUDL

Class

Data Type

Scale/Area

Evaluation

Area

Shapefile

Verified Useful

2019

MUDL

Area

Shapefile

2019

MUDL

Area

Shapefile

2015, 2019

UN Habitat, MUDL MUDL

Area

Shapefile

MUDL

Area

Shapefile Points Raster (jpeg)

UN Habitat, MUDL UN Habitat, MUDL MUDL

Area

Shapefile

Basemap Area

Shapefile Points CAD

MUDL

Report

Text

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 District/ Municipality

Verified Useful Incomplete Verified Useful Missing/NA Other Format Verified Useful Verified Useful Needs Crosscheck Verified Useful Needs Crosscheck Incomplete 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+

Mazar-e-Sharif 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 -

Mazar-e-Sharif 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 Masooda Ahmad Abadi Abdul Jabar Shikhzada Mohammad Sharif Amin Mohammad Bashir Mahmood Eng. M Hasan Ansari Eng. M Asef Shah M Hakimi

Organization Balkh University Balkh University Balkh University CSO Chamber of Commerce Directorate Civil Aviation Information & Culture directorate

Mohammad Taqi Poya M Qasem Mosawi Abdullah Husini Fateh M Saqeb Eng. Fareed Fareed Eng. Folad Sazawar Eng Abdul Shukoor M Jameel M Salem Saiee A wahed Ahadi Eng. Abdul Hadi Safy Mohammad Erfan Eng Hedayatullah Adinkhil Dr. M Abed Anwarzai Muhebullah Abdul Manan Zaher Khan Dr Sami Abdul Rahimzai Janat Gul Sarafat Eng. Shir A Sepahizada Eng Abdul Jabar Eng Rafiullah Amiri Eng M Hashem Mohammad Sadeqi Zabiullah Aryayee M Samim Rameen

MCIT Directorate Transport Directorate Transport Directorate AWUSC AWUSC MRRD Mine Directorate DABS DAIL Balkh District Provincial Authority Provincial Authority Utopian/SASAKI Utopian/SASAKI MUDL Municipality Utopian/SASAKI USDP Economic Directorate of Industries Municipality Municipality Municipality Public Bus Information & Culture directorate NEPA

Zabiullah Zoobin Said Qadeem Karimi Eng. Esmatullah Esmat Aliullah Amiri Eng. Delawer Mazari Shkiba Shkib Eng. Noor Mohammad Tahmina Gawhari Eng Zalmai Rahimi

DAIL Railway NRB Education MUDL Directorate of Industries for Womens MUDL Women Affairs Public Work and Benefit

Position Engineering Director Deputy of Science Professor Head of Statistics Services Director of Chamber of Commerce Engineer Manager of Preservation of Historical and Cultural Heritage Director of Chamber of Commerce Finance and Administration Manager Urbanity Manager Director Technical Head of Zone Program Manager Finance and Administration Manager Finance and Administration deputy Manager Director Mayor Expert of Provincial Authority Employee Provincial Team Leader Director Field Manager Engineer Engineer Director Director Director Building Supervision Manager Construction General Manager Head of Public Bus Head of Art and Culture Manager of Sustainable Evaluation and Development Head of Agriculture Affairs Director Director Director Director Director Architecture Manager Statistics and Services Manager Director of Care Maintenance

Appendix

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

2.1.1 Leverage the Kunar River to secure sustainable drinking water supply 5.4.1 Establish landscape and natural resource planning standards

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

Protect agricultural land between Mazar and Balkh

5.4.2 Develop integrated regional natural resource management capacities

Riv

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

1.2.3 Structure and integrate areas for urban expansion

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

1.2.1 Develop integrated corridor networks

Greenbelt Buffer

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

Spatial Framework Plan See methodology in Appendix

0 20

lkh

5.4.2 Develop integrated regional natural resource management capacities

Development Control

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

A76

Mazar-e-Sharif Strategic Development Framework

2 km

Protect aquifer and wetlands leapfrog C Avoid development along highways

A76 D8

D9 D2

Protect ecological corridor along canals

D10

Mitigate flooding coming from the south

Appendix

Stakeholder Contacts Appendix Key Informant Interviews Stakeholder Type Municipal Officials Municipal Officials Municipal Officials Municipal Officials Municipal Officials Municipal Officials MUDL Provincial Directorate ARAZI Provincial Directorate AWSSCC Provincial Directorate NEPA MoRR Provincial Directorate MoLSAMD Provincial Directorate Representative of Civil Society Representative of Civil Society Representative of Civil Society Representative of Civil Society MAB (Municiaplity) MAB (Municiaplity) MAB (Municiaplity) Wakeel-E-Gozar Wakeel-E-Gozar Wakeel-E-Gozar Clauster CDC Member Clauster CDC Member Clauster CDC Member CDC Member CDC Member CDC Member Ulama Shura Ulama Shura Well-Respected Elder Well-Respected Elder Private Sector (Chamber of Commerce) Private Sector (Union Representative) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Shop Keeper) Private Sector (Shop Keeper) 22

Institution Mayor Head of Urban Planning Deprtment Head of Cleaning & Greening Department (Municipality) Director of Sector and Professional Services Adviser to Mayor (SHAHAR) UN-HABITAT Provinical Director (MUDL) Provinical Director (ARAZI) Provincial Director (AWSSCC) Provincial Director (NEPA) Provinicial Director (MoRR) Provincial Director (MoLSAMD) Head of Civil Society Organization (Male) Member Civil Society Organization (Male) Member of Afghan Public Studies Civil Society Organization (Female) Member ofCivil Society Organization (Female) Member of MAB (Municipality) 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 Deputy Head of CDC (Karta e Seena) / Female Member of Ulama Shura Member of Ulama Shura Respected Elder Respected Elder Excutive Director of Chamber of Commerce Women Senior Member of the Chamber of Commerce and Director of Aviculture Union Owner of Maza Pizza Restorant Owner of Hameed Sadat Manufacture of Soft Drinks Company Owner of Rasa Nazari Zaytoon Oil import Company Owner of Production of dried fruits and natural herbs company / Director Owner of Production of dried fruits company / Director Owner of the Masawat Manufacture of soft drinks company / Director Shop Keeper Shop Keeper

Mazar-e-Sharif Strategic Development Framework

Name Abdul Haq Khurami Mohammad Serwar Naseri Ziaulhaq Atayee Zekrullah Zaki Surosh Nikzad Said Hashim Moqtader Delawar Mazari Shir Sha Hotak Eng. Farid Ghulam Nabi Khurami Eng. Abdul Baset Aini Najmuddin Hasam Said Mohammad Said Abdul Hamid Safdar Friba Ayobi Gul Chehra Baheen Qamaruddin Shahrukhi Momen Shah Abdul Majeed Muhammad Usman Muhammad Sedeeq Abdul Qayoom Dastagir Khan Zekrullah Hajee Mohammadullah Sakhidad Taj Mohammad Nasira Bahram Wafa Mawlawi Amruddin Haji Abdul Qahar Khair Mohammad Hasibullah Alemi Shakiba Shakib Baseer Suwaida Mustafa Sharify Sayed Waheed Waheed Nazari Jawed Haqjo Mustafa Ansari Abdul Satar Ahmad Omid Mujtaba

Key Informant Interviews (continued) Stakeholder Type Private Sector (Shop Keeper) Private Sector (Shop Keeper) Public Health (Provincial Directorate) Public Health Public Health Education (Provincial Directorate) University (Provincial Directorate) Law & Order Authority ( Provincial Chief of Police ) Law & Order Authority ( Head of Police Station ) Law & Order Authority ( Head of Police Station ) Law & Order Authority ( Head of Police Station ) Law & Order Authority ( Head or Deputy of Huquq Department) Law & Order Authority ( High Officer in Attorney General )

Institution Shop Keeper Shop Keeper Provincial Director of Public Health Representative of Most major Health Hospital in the city Representative of Most major Health NGO in the city (Tichnical Deputy of BDN) Provincial Director of Education Dean of University or Director of Urban Planning/Engineering Faculty Provincial Chief of Police

Name Reza Muhammad Taqee Mir Khalid Raby Prof. Mohammad Shafiq Shaeq

Head of Police Station Head of Police Station Head of Police Station Head or Deputy of Huquq Department

Saran Omid Haji Zada Khan Mohammad Mohammadi Zabihullah Abdul Rauf Bahrami

High Officer in Attorney General

Mohammad Hamza

Yama Wardoojee Aliullah Amiri Masoodah Ahmad Abadi Zamarai Akramzada

Appendix

Quantitative Survey Summary Appendix Key Statistics » Number of Respondents: 940 (488 male, 452 female) » 33% of respondents with no formal education, 19% having completed university, with no gender gap among university graduate. » 25% of respondents consider themselves as displaced people, either as IDPs (14%), economic migrants (9%) or returnees (2%). » Over half of displaced people have lived in Mazar-eSharif for over 5 years » Half of Mazar-e-Sharif population originally come from other districts or provinces, with the city attracting residents from all over the country.

Executive Summary of Findings Water, Sanitation, Electricity Overall, residents of Mazar-e-Sharif have a relatively good access to water, sanitation and electricity. However water scarcity and the limited solid waste management services constitute two challenges to address. » One respondent out of five has access to water provided by the Strategic Business Unit of the AUWSC.

» Respondents report being connected with municipal institutions, especially the Wakil-i-Gozar (84%) and the Head of the Nahia (31%). As urban residents they have looser links with local elders (43%). This trend is further confirmed when respondents assess the efficiency of governance actors, with only 17% of male respondents (being the ones interacting most with elders) find their local elders very efficient, while as many as 50% of male respondents find the Wakil-i-Gzar very efficient. » The CDCs, a new institution in Afghan cities, and the municipal advisory board (an interim, informal institution before municipal councils are put in place) are still little known (respectively 23% and 13%). Only 21% of respondents participated in the CDC elections, with a significant gender gap of 12 percentage points (27% for male and 15% for women). » Men and women have limited gap in accessing places for social interactions (33% and 22% respectively), compared to other cities. Access to Education and Sport There is hardly any gender gap in terms of access to education, and poverty is the main obstacle to education, but only affect a small minority of children.

» One respondent out of four has a 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 minutes of their home.

» Around 15% of school aged children do not attend school, but no gender gap could be identified. The main reason relate to economic difficulties. Distance to school appear to be a specific problem for some of the girls not attending school.

» Water scarcity is an issue for 64% of respondents, with as many as 20% facing water shortage on a daily basis.

» 9% of school-aged children work, at least temporarily.

» A significant majority (80%) have their own flushed toilet and sceptic tank.

» Vocational training raises a lot of interest equally for both men and women (72%). The main obstacles identified is the lack of connections and the cost to be enrolled.

» Only 54% of respondents dispose of their solid waste through an organized system (private or public). » Access to reliable electricity is almost universal with 91% using city electricity and 4% using their own solar pane, but 82% of respondents report having no street light in their neighborhood.

» Football, cycling and volleyball are the top three favourite sports for boys and girls alike.

Employment and Economy

Governance

Wth 23% of working women, Mazar-e-Sharif has the second highest employment rate for women (23%) after Kandahar and the second lowest unemployment rate among men (18%) after Nangarhar.

Mazar-e-Sharif relies on a local governance system linked to the municipality (at the gozar level mostly), with a limited role of local elders and CDCs. Imams continue to be trusted stakeholders in the city.

» Employment is precarious, with only 5% of respondents having formal contracts. A greatest share (31%) of the male workforce is self-employed in the wholesale or retail sector.

Mazar-e-Sharif Strategic Development Framework

» Because of the reliable access to electricity almost all respondents own a television (92%) and a phone (91%). » 74% of the respondents live with less than 15,000 Afs per month, an income coming almost exclusively from employment / self-employment (82%).

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.

Transport Public transport is non-existent, while solutions provided by the private sector is too expansive, unreliable and too crowded. People thus 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 (27% use regularly, compared to 17% for men). Transportation challenges are reflected in the fact that 62% of the respondents almost never go to parks (even though there are some parks in Mazar-e-Sharif or right outside the city). Access to health centers is also noted as challenging. Housing Housing is traditional, focusing on affordable materials. Houses are overcrowded, but residents enjoy a relatively high tenure security. » Only a minority (9%) of respondents face tenure insecurity (squatting or residing on an informal settlement or informally renting a place). » The two main reasons respondents fear eviction are because of their financial difficulties to pay the rent (10%) or political instability (11%). » Almost all houses are made of fired bricks or pakhsa, two traditional, affordable construction materials. Similarly, the roof of 73% of houses is made of mud plaster. » On average, 11 people live in 3.6 rooms (average of 3 people per room). Health and Disaster Engagement Mazar-e-Sharif has the lowest reported rate of chronic diseases (29%) along with Kandahar. Risks of natural disasters are minimal, but respondents do not trust the government to support victims of a disaster if one occurred.

Appendix

Qualitative Survey Summary Appendix Basic Infrastructure and Service Delivery The assessment tools have been designed to explore and assess the existing state of the following basic infrastructure and service delivery in Balkh city in terms of extent/coverage, reliability. maintenance and costeffectiveness. » Roads » Drainage » Water Supply » Waste Management » Domestic Sanitation » Electricity Marking the coverage of roads as “very good”, most respondents think that condition of roads has improved in Balkh city now that the government has asphalted roads passing through commercial, agriculture and residential areas. However, they sounded deeply concerned about the sustainability of these roads because of absence of a proper maintenance system which has subsequently greatly affected the reliability of roads, causing road-defects. Key factors that have had serious implications for the life expectancy of roads are ranging from non-existence of robust coordination mechanisms between Ministry of Urban Development and Municipality, lack of drainage system and poor quality of the material use. Some of the respondents suggested that damage to the roads can be reduced if Municipality is consulted to complete underground utility installations before road construction starts because even newly built roads are, at times, destroyed for encasement of communication and water supply piped lines. Drainage infrastructure is almost non-existent and drinking water is supplied to some parts of the city by the government while residents of many other neighborhoods rely on electrical wells. Very few people also use water tankers for drinking water. But majority of respondents voiced their concerns about serious risks associated with all existing water supply systems no matter if they are managed by the government, private sector or households themselves. “There are many areas in Mazar-e-Sharif -close to Rawza Mubarak that have water supply systems. However, the water which is supplied to people in those areas contains sulfur and other chemicals that

Mazar-e-Sharif Strategic Development Framework

harm the kidney, teeth and bones.” (Habibullah, Civil Society Activist) It seems that solid waste management remains an oftneglected aspect of urban management in Balkh province. Population growth, absence of community participation and lack of required service coverage have been named as major factors adding to the problem. Majority of respondents are of the view that Municipality in Mazar does not have enough capacity to pick up all solid waste generated inside and around the city. Therefore, garbage remains outside houses uncollected for weeks and even months. Some residents pay to private contractors to collect and remove the waste, which is, of course, not a common trend in all neighborhoods. Electricity is not a big issue anymore in Mazar. Access to electricity has been described as a big success story by respondents. High electricity bills particularly compared to Kabul is one of the major complaints made by respondents though.

Social Stablity and Political Agency Tenure Stability The people of Mazar enjoy relatively good tenure stability. Most respondents interviewed owned their dwelling and did not fear eviction, having official deeds. But forced evictions and land-grabbing still remain rampant. Most respondents knew of such cases. “Once my uncle’s house was claimed by a powerbroker. We went to visit the governor. Some elders were also with us. Those who claimed my uncle’s house gave USD 400 to the secretary of the governor and we were not allowed to see the governor waiting all day”. (Wakil-e-Gozar) Respondents proposed provision of legal property deeds, fair-land distribution and, most importantly, massive crackdown on all land-grabbers and corrupt state authorities to reform urban land management in their province. In terms of physical security, most respondents sounded safe inside their homes but not outside, notably due to high rate of robbery and night-time assaults on the streets. Family and Community Agency In Mazar, most people know their Wakil-e-Gozar and Imam and meet them more often seeking resolution for problems that emerge in their communities. The role of both has been described as very efficient.

(Left, Above) Photos from survey

But surprisingly, very few people know members of Community Development Councils and participate in their election.

against corruption, prioritize merit-based recruitments and encourage private sector involvement in the economic development of Mazar.

Economic Capability and Livelihoods

Environmental Risk and Health

Most respondents have reiterated that their economic situation has worsened in the past 12 months as insecurity has hampered economic activities and discouraged business people to invest and generate jobs in Mazar.

Air pollution is a key environmental threat in Mazar with the major sources being vehicle emission and traffic congestion. Pollution goes high mostly during winter time in the city when residents burn plastic and coal for heating. Respondents have also noted that their neighborhoods are vulnerable to flooding and earthquakes due to the non-existence of proper canalization system and earthquake-resistant houses respectively.

They were not hopeful about sustainability of their income due to persistent economic challenges including unemployment and insecurity. They were, however, confident that economic situation of traders, government authorities and doctors won’t be fragile but guaranteed in the long-run. As part of coping strategy, they agreed to better education, access to vocational training and development of home-based production systems as potential economic drivers. In the meantime, respondents have also advised the government to fight

It seems that more people in Mazar have access to health care. Poor quality of public health services, however, remains a huge concern. Private health care facilities have been criticized by respondents for expensive services. While many of the respondents confirmed they /or their family suffered illness in the past 12 months.

Appendix

Quantitative Survey Summary Appendix Political and Governance Issues Municipal authorities in Mazar described influx of internally displaced persons from most-restive provinces as a major external political threat challenging effective implementation of their plans for the city. “The presence of internally displaced persons has increased in residential areas close to Raawza Mubarak, producing huge solid waste. Now we send 4-5 trucks to collect the waste. It has interrupted our plans.” (Municipal Authority, Mazar city). They have also tacitly acknowledged that absence of necessary budget, human-resource (Tashkeel), coordination between Municipality and other state provincial-administrative-units and dominance of a centralized decision-making mechanism are serious institutional issues that remain to be addressed. However, partners interviewed reiterated that administrative corruption and influence of local political power brokers have also challenged expected urban planning and implementation in Mazar.

Population Dynamics Municipality officials put the size of population in Mazar city at around 1-million. The current population is predicted to be increasing during the next ten years as a result of rural exodus and low public family-planning awareness. Most civil servants have referred to internally displaced persons (IDPs) as major growth trajectories. Confirming an unprecedented rise in IDPS, other respondentsincluding community elders and civil society groups think they can be easily absorbed and also turned into an economic opportunity if enough services and skyline expansions are taken into consideration as main elements for future urban planning.

Changes in Urban Form and Land Use The city of Mazar has expanded very much in recent years because of public planned developments and also unplanned and irregular private settlements, destroying the balance space for residential areas, public service and administrations. Civil society activists strongly complained that even parks have been turned into business developments, leaving not enough space even for entertainment. Moreover, Municipal authorities acknowledged that existing services cannot be stretched to newly built 28

Mazar-e-Sharif Strategic Development Framework

areas as they are beyond municipal boundaries on one hand and enough budget is not available on the other. Other respondents have also attributed expansion of inappropriate development trends to poorly designed urban plans and guidelines.

Cultural Landmarks, Institutions, and Traditions People interviewed enjoy wonderful political and religious freedom. Their city is identified by iconic cultural landmarks and heritages including Mawlana, Rawza (Known as Blue Mosque) and Bala Hesar Balkh. However, cultural heritages and monuments are not well protected and that they are smuggled and/or destroyed by unidentified armed groups. Respondents agreed that better and promotion of cultural heritages can facilitate tourism as an economic driving sector.

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.

Mazar-e-Sharif Strategic Development Framework

D9 D2 D3 D4

D6 D5

D10

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 Future BRT Nodes

Growth Development Strategies 32

Mazar-e-Sharif Strategic Development Framework

D9 D2 D3 D4

D6 D5

D10

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 34

Mazar-e-Sharif 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

D9 D2 D3 D4

D6 D5

D10

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

Mazar-e-Sharif Strategic Development Framework

D9 D2 D3 D4

D6 D5

D10

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

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 40

Mazar-e-Sharif 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 areXeric 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 42

Mazar-e-Sharif 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 44

Mazar-e-Sharif 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 Major International Water Basin Boundary Fault Lines Urban Area

Age

Cenozoic

Period QUA

TER

Mesozoic CRE

JUR

Paleozoic TRI

CAM CAR

DEV

ORD

Precambrian PER

SIL

ARC

PRO

Sedimentary Igneous Metamorphic

Appendix

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

Mazar-e-Sharif 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, etThese 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. 48

Mazar-e-Sharif 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 National Ring Road Existing Rail Line Future Rail Line

0 50

100 km

Key River Basins

Mazar-e-Sharif Strategic Development Framework

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

Eastern Agro-Pastoral and Forest Zone

Eastern Cross-Border Trade and Labor Zone

Eastern Deep-Well Irrigated Agriculture Zone

Eastern Intensive Irrigated Agriculture Zone

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

Jalalabad 8

Khost 23

R. Helmand

INDUS BASIN

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-Mountain Wheat, Dried Fruit and Livestock Zone Appendix