Khost Strategic Development Framework by Sasaki

Khost Strategic Development Framework

June 2020

Khost 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

Khost 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.

Khost Strategic Development Framework

Executive Summary A Strategic Approach Khost is a provincial center characterized by a low-density urban fabric and various urban and agricultural villages that are scattered across the valley region. Investments and policies should aim to strengthen the urban core and develop outlying villages as compact nodes, preserving agricultura and avoiding urban sprawl that engulfs these villages. Recent master planning has identified key areas for development and is supported by strategic instruments to coordinate investment and address the complexity of urbanization. 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 Khost: »

Investment in regional integration and connectivity as well as trade networks across the region and into Pakistan

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

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

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

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

Overview of the Framework Green Belt

2 4 1

3 Protect Agriculture Land

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

Direction of Growth for the Next 20 Years Over the next 20 years, the population of Khost is projected to grow by approximately 145%. While estimates of the existing population vary, the city should anticipate between 200,000 and 350,000 new residents by 2040. Accommodating this growth will require a spatial strategy to inform planning and investment decisions. See urbanization diagram above. 1. Promote compact urban development around the existing city core 2. Anticipate and create a strategy to develop new nodes around the redevelopment of the old airport and repurposing of military bases 3. Guide development toward the new airport to establish important links between communities and commercial areas 4. Develop a clear strategy to assess and manage development northwest of the city

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 Planning in Khost should reinforce the city center and connect to the new airport in a sustainable manner along the Kabul-Gardez Highway and the Shamal River. Investing in regional roads will be key to the integration of informal development to the south and west and to incorporation of remote settlements. Urban corridors should be designated to support sustainable growth through an integrated approach to service delivery and development management, particularly along the segment of KabulGardez highway that runs through central Khost. Informality and sprawl should be addressed through consolidation strategies and the development of mixed-use nodes to activate socio-economic activities. The development of new townships in the northwest should also follow rigid environmental impact assessments, low-impact development standards, and be released gradually to avoid abandonment. 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 Situated within the confluence of rivers and streams, drainage and flood mitigation will be important considerations to improve resilience of local communities as Khost expands. The agricultural and riparian land south of Khost Road should be preserved to the greatest extent possible. Housing should be emphasized to support IDPs and other populations. Likewise, improvements to basic infrastructure such as drinking water, wastewater, and solid waste management, while integrating segregated communities, should be promoted to build overall resilience. Additionally, improving the overall social and economic well-being of vulnerable populations, such as IDPs and women, is an imperative for a healthy society. More work can be done to improve women’s economic well-being, representation, and educational opportunities by establishing a women’s market and investing more in entrepreneurship programs for women. This critical theme has four goals: 2.1 Provide adequate urban services to all citizens 2.2 Invest in sustainable infrastructure and building urban resilience 2.3 Support inclusive social development for underserved populations 2.4 Improve access to affordable housing and community infrastructure

3 Heritage, Cultural Landscape, and Tourism Khost’s high mountain ranges and ravines with alpine forests and meadows frame the centrally located agricultural plateau and are connected to local indigenous tribes, known for their regional culture. While there are a few islamic heritage sites around the city, the municipality should work with Sheikh Zayed University to identify built heritage sites within the larger region. Tourism and recreational opportunities can be unlocked by linking these heritage sites with their surrounding natural environment. The regional landscape is an attraction in itself. A greenbelt to the north of the city can provide an armature to guide development and create immediate connections between the urban fabric and its regional landscape. 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 Khost is part of a larger trade strategy to link the interior of Afghanistan to Pakistan. New investments such as the civil airport, roadway improvements, and a planned railway will connect to a planned dry port at the Ghulam Khancrossing into Pakistan. Economic development should leverage these key transportation infrastructures. More investment is also needed in agricultural processing facilities, cold storage, and marketing for regional agricultural specialties such as pomegranate, walnut, melons, and especially pine nuts. Investment should be made to support an agro-industrial hub that can boost international trade and improve domestic distribution capacities, while promoting agroforestry across the hilly region. 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

Khost Strategic Development Framework

Overview of Thematic Framework

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HERITAGE, CULTURAL LANDSCAPE, AND TOURISM

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THEME 3

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Goa l 2.4 Impro v affo e acces rdab s to and le housin com g infra munity stru cture

5.4 a lop ble e v De taina k for e r s c su ewo our n m es t i fra ral r men u e t n na nag egio ma he r t al

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, Khost must continue to invest in building expert knowledge and capacities for planning and coordinated implementation. Municipal revenue generation is also critical to building a self-sustaining administration. 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, 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: »

Khost Municipality and 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: »

Women’s Market and Entrepreneurship Center leverages the adjacency to Sheikh Zayed University and civil hospital to focus on women’s empowerment and education and strengthen economic links between markets, handicrafts, and rural products.

Green Infrastructure Pilot includes revitalization and fortification of the banks of the Ghurambi River where development is beginning to encroach and will provide opportunities for recreation and pedestrian connections.

Structured Development around the Old Civil Airport includes upgrading and regularization of road networks from Khost’s urban center to the airport to establish basic infrastructure and community amenities to promote development.

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.

Khost 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

Khost 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

Khost Strategic Development Framework

Collaborative and Evidence-based

(Top) City consultative workshop participants. Source: Utopians Planners.

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

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

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

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

I.7

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

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

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

I.8

Khost 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

Strategic Planning in the City Region Khost City Profile Khost is situated at a strategic position near the Durand Line between important trading centers to the west and east, making it a key hub for strengthening international trade.

Gardez

b Ka

Khost is at the center of an agricultural valley supported by the Shamal and Kaitu Rivers. It is surrounded by hills and mountains covered by relatively abundant forest. There are few nearby municipalities, but is located between Gardez to the west and Bannu Pakistan to the east. Khost plays a key role as a central market for the region and provides services to the population much beyond its borders. The region has seen moderate population growth in recent years, but is expected to continue growing along with strategic investments that will strengthen the economic role of the city and region. This will likely place strains on Khost and the region to accommodate a growing population while maintaining ecological balance. Addressing the city and region’s challenges will be key for continued prosperity and balanced development throughout the region.

ul -G zH

de ar w y

City Region Context Source: UN Habitat 2015, FAO 2015

0 II.2

Khost Strategic Development Framework

8 km

Sadda

Khos

t Rd Thal

Khost

PA K I S TA N

Bannu

National Boundary

Agricultural Areas

District Boundary

Forested Land

Municipal Boundary

Urban Areas

Nahia Boundary

Water (Floodplain)

UZB TJ K

TKM

Roads

Khost

City Region Area

PA K

(Right) Khost province political geography Introduction and Key Drivers

II.3

Urban Growth Trends Khost City Profile Recent Urban Growth Khost has seen moderate growth to the west of the urban core with some growth being distributed throughout the region. The map on the right illustrates recent urban expansion between 2012 and 2018.

Mosakhel

Expected Population Growth within Current Boundaries 300 k 250 k

223,000

200 k

211,000

151,000

150 k

N a d i rs h a h ko t

141,000

100 k 50 k 0

2015

2020

2030

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

2040

2050

AACR annual growth rate: 2.33% CSO annual growth rate: 1.71% Mandozayi

Historic Urban Expansion 1980s

In the 1980s, Khost’s development was compact and contained within the old town. Major areas of the town were built around the Central Mosque.

2012

Khost expanded substantially in all directions from early 2000s to 2012. Predominant expansion trend was westwards, upstream of Shamal river valley.

2018

Khost experienced considerable expansion between 2014 and 2018. Planned and unplanned developments emerged in all directions, most significantly in the form of residential townships to the west.

Kabul-Gardez Hw

Shamal River

Strategic Planning vs. the Master Plan The master plan establishes a long-term land use plan to guide urban growth and investment. The SDF builds off of this to establish strategic directions and objectives in the short and medium term. The SDF should remain flexible to accommodate change as investments are made in the region.

MUDL Proposed Master Plan for Khost 2019

Ta n i

Urban Expansion 2012-2018 Source: FAO Land Cover Database 2015, UN Habitat Land Use Data 2015, Maxar 2018

0 II.4

Khost Strategic Development Framework

2 km

Sabari

Tirezayi

Kho

st R

D5 D3 D6 D2

D4 D1

M a to n

Gurbuz

District Boundary

Agricultural Areas

Municipal Boundary

Forested Areas

Nahia Boundary

Built-up Areas 2012

Gozar Boundary

Built-up Area Increase by 2018

Roads

Plotted Areas (2018) Water (Floodplain)

Khost PA K (Right) Urban land cover in Khost province. Introduction and Key Drivers

II.5

Regional Infrastructure and Trade Network Regional Dynamics and Planning Context Regional Trade and Commerce Nearby hubs of Gardez, Pol-e-Alam, Ghazni, Shahran, and Kabul to the West and North. Bannu, Peshawar, and Dera Ismail Khan in Pakistan are key neighboring trade hubs.

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

Transportation

Relevant National Sectoral Plans

Key transportation infrastructure corridors within ADB’s CAREC program will bring road projects and other investments through CAREC corridors connecting Khost to the greater region. Proposed rail connection between Khost, Gardez, Pol-e-Alam connection to Kabul and national railway ring.

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

Energy Nearby regional Northeast Power System provides power to Khost. Some power is provided by the Khost Thermal Plan (1 MW). DABS has moderate plans to increase the distribution network to Khost, but significant needs and capacity gaps exist. 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.

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

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

There is renewable energy generation potential in solar, 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.

II.6

Khost Strategic Development Framework

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

Rashakai Economic Zone Bazarak Charkar

Tagab

Bamyan

Mehtar Lam

Rashakai EZ and Risalpur EPZ Torkham Hattar SEZ Islamabad Peshawar

Gardez

Ghazni IP2

Mohmand Marble City

Jalalabad

Pol-e-Alam Ghazni

Asadabad

Ka Jalala bulbad H wy Kabul

Maidan Shahr

Dashti-e-Rubat IP (Inactive)

Parun

Rawalpindi

Shahran

-K an

Tarinkot

Khost

Ka b

Bannu

Qalat Kandahar

Dera Ismail Khan

Spin Buldak PA K I S TA N

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

Regional Trade Infrastructure

Multimodal Hub

Dry Port

Major Highways

Major City Station

Primary Roads

Source: AIMS 2019, GoIRA 2015, ARA 2018

Railway Station/ Junction

Inactive Industrial Zone Active Industrial Zone

Existing Pipeline

Existing Rail

100 km

Planned Rail Custom Station

Belt and Road

Lapis Lazuli Route

KZN

City/Town

TKM

PRC

TJ K

TAT Route

IRN CPEC Route

FNRC Line TAP/TAPI Route

PA K

Chabahar Route

Airport/Airfield

Proposed Pipeline Estimated 8-hour Drive

Population*

Type**

Khost

140,000

Provincial Center

Kabul

3,540,000

Capital City

Ghazni

140,000

Trading and Transit Hub

Peshawar, Pakistan

1,970,000

Regional Hub

Islamabad, Pakistan

1,015,000

Capital City

Rawalpindi, Pakistan

2,098,000

Regional Hub

Major Provincial Hubs

K YG

UZB

Planned Industrial Zone

Secondary Roads

IND

Nearby Trade Hubs

CAREC Routes *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.

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

II.7

Regional Economic Resources and Urban Development Regional Dynamics and Planning Context Agriculture Khost, a predominantly mountainous province, is predominantly rural with 97.6 percent of the population living in clustered villages. Khost’s main agricultural production includes wheat, maize, alfalfa, and clover and, unlike in other provinces the province is fairly decentralized with a particular degree of crop specialization in each of the 13 districts. Khost province grows the following cereal crops: wheat, maize, beans, pea; horticultural crops: pine nuts, pomegranates, melon, watermelon, walnuts, and vegetables like onion and tomato; cash crops: cotton, alfalfa, clover, tobacco; raises the following livestock: sheep, goats, poultry; and exports the following products: pine nuts. Among these, the most strategic agricultural value chains for Khost are pine nuts, pomegranates, and walnuts.

Extractive There is currently some mining activity for construction material. Future potential exists in the extensive availability of nonmetal minerals including Asbestos and Quartz, and availability of precious metals including gold and silver.

Urban Development 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.

II.8

Khost Strategic Development Framework

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

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

Torkham Kabul Islamabad

Jalalabad Peshawar

Rawalpindi Khost Bannu

Kandahar

Dera Ismail Khan

Spin Buldak PA K I S TA N

Regional Agricultural Resources

Water Body Irrigated Agriculture

Source: FAO 2015, OSM 2018

Rainfed Agriculture Rangeland

100 km

Urban Areas

N UZB

TKM

TJ K

A B

D IRN

Khost

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

II.9

Regional Environment and Natural Resources Regional Dynamics and Planning Context Water Proposed projects for water resource management in Khost province include Dowamonda storage dam irrigation project, Kamkai Mazghor storage dam project. The location of proposed projects not shown in the National Infrastructure Plan. Strategic basin planning is needed to manage Khost’s water resources for urban, agriculture, and mining demands is contained within the Shamal sub-basin group. The National Irrigation Program (MAIL) will also invest in irrigation improvements across the region, and a new Water Policy will likely change how water resources are managed at a regional scale.

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

Natural Resources

Relevant National Sectoral Plans

Khost and its sub-basin (Shamal) have the following eco-regions: Baluchistan Xeric Woodlands, East Afghan Montane Conifer Forests, and Sulaiman Range Alpine Meadows. Khost is within and near places ranked “medium” as conservation priority zones for potential new sites for protection and further scientific research in biodiversity.

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

Environmental Risk Khost province faces drought risk (with low social impact and moderate GDP impact), earthquake risk (with low social impact and moderate GDP impact), landslide risk (moderate social impact and moderate GDP impact), and low flood risk. Between 500-750,000 people are exposed to drought risk in Khost province and potential agricultural losses from drought are between $0.5100M USD. Settlements near Khost city face some flood risk along the Shamal river. Critical assets exposed to earthquake risk in Khost province include roads, energy, healthcare, and education (60-80%).

II.10

Khost Strategic Development Framework

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

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

Kabul Riv e

Kabul

Jalalabad

Khost PA K I S TA N Watershed to Khost

Harirod-Murghan Basin Hydrology Context

Water Body Agriculture Area

Source: USGS 2006, Favre and Golam 2004

Forest Area Rangeland Area

100 km

TKM

Urban Area

Potential Aquifer Recharge Area Key Watershed Boundary Major Water Basin Boundary

Alluvium Geology

UZB

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

Ecoregions Around Herat

TJ K

Desert and Semidesert Biome

Badghyz and Karabil Semi-Desert

Open Woodlands

Central Afghan Mountains Xeric Woodlands

Central Persian Desert Basins

Paropamisus Xeric Woodlands

IRN Alpine and Subalpine Biome

Khost

Ghorat-Hazarajat Alpine Meadow

PA K IND

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

II.11

Khost Urban Core Source: Digital Globe Satellite Imagery 2019

II.12

Khost Strategic Development Framework

Introduction and Key Drivers

II.13

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

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

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

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

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

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

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

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

II.14

Khost 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 Water Resource Management and Energy Production 2 Expansion of Urban Infrastructure and Transportation System 3 Equitable Social Development 4 Urban Development with Cultural and Natural Heritage 5 Invest in Research and Innovation 6 Empowering Women and Enforcing Rule of Law

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

4.3 Strengthen the agricultural sector and develop sustainable value chains

Sustainable development of mining sector

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

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

3.1 Foster local identity through investment in culture and built heritage

2.3 Support inclusive social development for underserved populations

4.2 Facilitate economic diversification and develop local labor market to support future economies 4.1 Strengthen regional logistics capacities and trade linkages

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

Introduction and Key Drivers

II.15

Population and Demographic Trends Key Drivers Large youth population

Mosakhel

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.

N a d i rs h a h ko t

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.

Mandozayi Kabul-Gardez Hw

Shamal River

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

Male

Female

80-84

Rural

Urban

Rural

75-79

41%

10%

39%

Ta n i

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

Population Density

50-54 45-49

Source: UN Habitat 2015, FAO Landcover Database 2015

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

II.16

Khost Strategic Development Framework

10%

4 km N

Sabari

Tirezayi

Kho

st R

D5 D3 D6 D2

D4 D1

Khost

M a to n

Gurbuz

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

National Boundary District Boundary Municipal Boundary Nahia Boundary

20-29

Roads

10-19

Agricultural Areas

1 -9

Urban Areas Water (Floodplain)

Khost PA K

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

II.17

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.

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%

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 Khost Province 2012 to 2018 Sources: IOM Displacement Tracking Matrix 2018; UN Habitat SOAC 2015; UN Habitat Atlas of Afghan City Regions 2016 Khost

120k

Tani

100k

Gurbuz

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

Other Districts

60k 40k 20k 0

II.18

Returnees

Khost Strategic Development Framework

IDP Arrivals

Fled IDPs

4 km N

M o s a kh el

S abar i T i rezayi N adi rsh a h kot

M a n d oza yi

Khost Maton

Ta n i

G ur buz

Net IDP Gain/Loss

National Boundary District Boundary

> 5,000 2,000

Municipal Boundary

1,000

Nahia Boundary

< 100 persons

Roads

Net IDP Gain

Agricultural Areas

Net IDP Loss

Urban Areas

IDP Camp

Water (Floodplain)

UZB TJ K

TKM

Khost PA K

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

II.19

Regional Connectivity and Economic Development Opportunities Key Drivers Gardez

Agriculture sector human capital, infrastructure, and value chains b Ka

Agriculture is the foundation of Afghanistan’s economy. Khost’s regional agricultural specialties include pomegranate, walnut, pine nuts, and melons. Pine nuts are a significant and growing sector within the local economy. Initial processing and drying of the pine nuts is decentralized, leaving opportunities to improve the value chain. There is a lack of cold storage, processing and packaging facilities, and markets for the expanding population.

ul -G zH

de ar w y

Industrial employment and zone development Industrial zones have been established near the city and dry ports. Supporting these zones will help develop the economy by giving businesses access to power, water, and transportation resources.Khost has a very low percentage employed in manufacturing.

Regional connectivity Trade and regional connectivity are major drivers of economic growth. Khost is fairly isolated in terms of market access. But the close proximity to trade hubs in Pakistan will be supported by proposed dryports and railway infrastructure, making Khost into an extended trade hub for Kabul’s industrial and agricultural products. Khost will serve as the regional hub for the rural centers distributed all across the Shamal river valley. It is a market for various agroforestry, orchard, and agricultural products that would benefit greatly from processing centers and access to markets like Pakistan.

Sustainable development of mining sector Afghanistan has a wealth of natural resources including metals, minerals, and hydrocarbons. Mining will play a major role in the future economy. The Khost region has mineral resources to support the industrial, mining, and construction sector including asbestos, quartz, marble, copper, gold, and silver.

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

0 II.20

Khost Strategic Development Framework

4 km N

Sadda

Khos

t Rd Thal

Civil Airport

Khost

Proposed Dryport PA K I S TA N

Bannu

District Boundary Municipal Boundary Major Road Primary Road Secondary Road Planned Railway 1-Hour Drive 2-Hour Drive Agricultural Areas Urban Areas

Khost PA K

Water (Floodplain)

Introduction and Key Drivers

II.21

History and Cultural Heritage Key Drivers Khost has throughout history been of strategic significance, given its proximity to the restive frontier with Pakistan. Much of the historic urban fabric has been destroyed during conflict or been redeveloped. A number of small Muslim shrines on the outskirts of Khost are officially-registered as monuments, and their surrounds offer space for recreation for residents. Long of commercial significance given its location on an important trading route, Khost was the locus of successive rebellions by tribal groups who dominated the region against the rule of Kabul; in 1856, 1912 and again in 1924. The town suffered significant damage during an 8-year siege by resistance forces opposing the occupying Soviet forces during the 1980s. Occupied by the Taliban in 1995, it has since 2001 been a hub of US operations in the region fighting armed opposition groups, who in 2009 briefly overran the centre. Khost had a sizeable population of Hindus (mainly traders, most of whom have emigrated) who inhabited a walled quarter close to the centre, part of which survives although their places of worship have fallen into disrepair. A number of small Muslim shrines on the outskirts of Khost are officially-registered as monuments, and their surrounds offer space for recreation for residents. Like many regional centres, it remains a fortified garrisontown whose population experience periodic attacks.

Preservation of the historic urban core, heritage assets, and culture Khost has little potential for cultural tourism as much of the historic urban fabric has been destroyed by conflict or development. However, a number of Islamic shrines registered as monuments exist on the outskirts of the city. Khost is also surrounded by tall, forested mountains and other natural features that can offer recreational or ecological tourism opportunities for residents of the region. There is significant interest in protecting and preserving the surrounding natural assets.

(Top) Mosque in Matun. Source: ATR (Bottom Left) Hakim Taniwal Park and Matoon Hill. Source: Utopians Planners (Bottom Right) Karvanserai (Hindu qala). Source: ATR

II.22

Khost Strategic Development Framework

Introduction and Key Drivers

II.23

Municipal Planning and Governance Key Drivers Municipal Planning, Governance, and Revenue Generation

Mosakhel

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.

N a d i rs h a h ko t

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.

Urban sprawl, land management, and land use conflicts Mandozayi

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 Khost, major urban expansions are planned for the West, upstream of Shamal river, for residential township developments. Most of the planned residential developments in the Northwest are situated in rsky flood-prone areas. Land prices are also very high, in comparison to Kabul, and driven by remittances and investment by those living overseas.

Kabul-Gardez Hw

Shamal River

Ta n i

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

0 II.24

Khost Strategic Development Framework

2 km

Sabari

Tirezayi

Kho

st R

D5 D3 D6 D2

D4 D1

M a to n

Gurbuz

Total

District Boundary

Area (ha)

Area (% of total)

Residential

1,043

22.1%

Commercial

126

2.7%

Institutional

245

5.2%

Agriculture Rain-fed

Industrial

1.2%

Agriculture Special

Utilities and Other

109

2.3%

Barren

Parks and Open Space

0.9%

Sand

Agriculture (Irrigated)

2,971

63.0%

Other

123

2.6%

4,716

100.0%

Land Use

*Areas calculated within the 2019 municipal boundary

UZB

Municipal Boundary

TJ K

TKM

Nahia Boundary Roads

Khost PA K

Forest and Shrub Rangeland Water (Floodplain)

(Right) Khost province political geography Introduction and Key Drivers

II.25

Health, Education, and Livability Key Drivers 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 Khost, as in other cities, waste management is a major problem. Less than 20% have piped sewer connections with the vast majority using septic tanks or pit latrine variations. The existing coverage of solid waste management systems is unclear but about 40% of households dump garbage into open areas. The lack of a proper wastewater system also leads to high pollution.

Gender equality and accessibility to educational resources and other amenities Developing a workforce for the future economy will require accessible educational resources. Men have easy access to a wide range of educational resources and amenities while women (who make up nearly 50% of the population) tend to lack access to education and amenities.In Khost, there are major disparities between genders in enrollment in higher education institutions (men significantly outnumber women). There are no public libraries and a shortage of other social amenities. However, Sheikh Zayed University has a relatively large student population.

(Top Left) Mosque with open space in Matun. Source: ATR (Top Right) Small-scale retail areas. Source: ATR (Middle Right) Open, undeveloped land. Source: ATR (Bottom Left) Cultivated land and greenhouse. Source: ATR (Bottom Right) Hindu historical village in need of infrastructure upgrade . Source: ATR

II.26

Khost Strategic Development Framework

Introduction and Key Drivers

II.27

Informality and Access to Affordable Urban Services Key Drivers Availability and sustainability of power infrastructure As the city develops and its economy grows increasingly diverse, the availability of sustainable power infrastructure will be essential.Khost has a very low estimated electricity connection rate of about 5%, but has recently connected to the power grid and is importing power from Uzbekistan. There is a high potential for both solar and wind power. The city will need to develop its power capacities to sustain viable industrial parks. The city’s current lack of connectivity to regional power grids is an obstacle for largescale processing. The majority of residents also currently rely on power generators for electricity.

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 Khost, walking is the primary mode of transportation for more than half of households. The lack of public transit leads people to use shared taxis or rickshaws to get around.

Aliwat

Kabul-Gardez Hw

Nikbal

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

0 II.28

Khost Strategic Development Framework

2 km

Current Municipal Boundary (2019)

Kho

st R

D5 D3 D6 D2

D4 D1

Residential Type Breakdown Area (ha)

Area (% of total)

Irregular Houses

2,338

91.4%

IDP Camps

3.2%

Mixed-use Apartments

0.0%

Apartments

0.0%

Regular Houses

138

5.4%

2,558

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

II.29

Landscape Assets and Regional Resilience 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.Khost province is most vulnerable to landslides and drought with some exposure to earthquake risk. As a mountainous province with extensive forest cover, Khost has enormous potential in agro-forestry and processing forestry products. Khost can develop specialization in the reforestation and conservation of closed forest and sub-alpine biomes. Forested hillsides can help mitigate the impacts of flash flooding and landslides. However, a lack of executive authorities, adequate budgets, equipment, facilities, and legal enforcement makes devising effective hazard mitigation efforts challenging.

River Valley

Environmental and landscape assets The city of Khost is located in the Khost Bowl on a plateau approximately 1,000 m above sea level, surrounded by agricultural fields. The city is surrounded by high mountain ranges, of 1,800 to 3,000 m in elevation. The semi-arid climate (35°C average high in June) is fairly pleasant, due to Khost’s proximity to the surrounding highlands.

River Valley

The core of the city, framed by two major streams to the North and to the South, at the southern foothills is organized along a major corridor where most of its open spaces are located. The new cricket stadium, adjacent hillside parks, and the hillside pathway system near Shaikh Zayed University are particularly notable. Khost’s extended natural environment with its varied topography and favorable climatic conditions are quite unique within Afghanistan and offer a variety of recreational and leisure activities within a two hour drive of the city. Livelihoods are heavily dependent on the health of Khost’s rivers and seasonal streams. Therefore, future economic and urban prosperity must be closely coordinated with environmental and resource management at the watershed level. Strategies to secure sufficient water resources, enhance ecological diversity, strengthen the agricultural and service sectors, may include active preservation of mountain pine forests as provincial or national reservoirs, construction of decentralized water storage infrastructures, installation of ecological buffer zones along rivers and streams, and protection of key agricultural valleys and fields. Khost’s regional landscape assets in combination with development and conservation strategies, have the potential to establish sustainable growth patterns that establish regional and national tourism around its mountainous park systems.

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

0 II.30

Khost Strategic Development Framework

8 km

Agricultural Valley

River Valley

rra

ive

Mountain Forest (Pine)

Forest

al Rive

Kaitu River

Sham

Agricultural Plain Durand Line with Pakistan

Ad Mohammad Mountain

2-hour Drive Accessibility

Major Roads

Built-up Area

National Boundary

Agriculture Irrigated

Provincial Boundary

Agriculture Rain-fed

District Boundary

Agriculture Special

Municipal Boundary

Barren

Archaeological Sites

Sand Forest and Shrub Rangeland Water (Floodplain)

Khost PA K

(Right) Herat province land cover Introduction and Key Drivers

II.31

STRATEGIC DEVELOPMENT FRAMEWORK

III.4

Khost Strategic Development Framework

STRATEGIC FRAMEWORK

Spatial and Strategic Frameworks 1 Consultation and Data Gathering

City Consultative Workshop

2 Baseline Data Assessment and Diagnostic Systems Lens

3 Synthesis of Critical Themes for the Strategic Framework

Baseline Critical Themes

1 Urban Growth and Development Strategy for the 21st Century

Household Surveys Planning & Governance

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

Basic Services & Infrastructure

Population & Demographic Trends

3 Heritage, Cultural Landscape, and Tourism

People Cultural Heritage & Institutions

2 Resilient Communities

Environment & Resilience Economy & Livelihood Dynamics

4 Livelihoods and the Agricultural Economy 5 Inclusive Planning and Governance

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

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

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

III.5

STRATEGIC DEVELOPMENT FRAMEWORK

Khost, Khost Province

D6 D4 Kabul-Gardez Hw Shamal River

III.6

Khost Strategic Development Framework

s Kho

t Rd

Strategic Framework

III.7

STRATEGIC POLICY GUIDELINES

Regional Urbanization Framework 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. Strategic Objective Alignment

de ar

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

-G

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.

Urban Core Nodes

b Ka

Policy Guidelines

Gardez

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.

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

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

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

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

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.

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

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

Regional Urbanization Framework Nodes 0

III.8

Khost Strategic Development Framework

4 km N

Sadda

Khos

t Rd Thal

Khost

Civil Airport

orr

ido

r Proposed New Customs Zone

PA K I S TA N

Bannu

National Boundary District Boundary Municipal Boundary Major Roads Primary Roads

Planned Railway a Network Agricultural Areas Urban Areas Water (Floodplain)

Khost PA K (Right) Urban land cover in Khost province. Strategic Framework

III.9

STRATEGIC POLICY GUIDELINES

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

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

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

III.10

Khost Strategic Development Framework

Shamal River

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

Development Control

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

Kabul-Gardez Hw

Spatial Framework Plan See methodology in Appendix 0

4 km N

Kho

st R

D5 D3 D6 D2

D4 D1

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).

development will also encourage compactness, reducing the need to grow linearly along Khost Road to the East (E.2).

If unplanned, where will the city grow? Over the next 30 years, the population of Khost is expected to grow by over 100,000 people. The unplanned urban expansion scenario illustrates how the urban area might expand spatially, assuming the same density across growth areas, in order to accommodate this new population. Overall, Khost is expected to expand Westward, along the Kabul-Gardez highway (A.1). In the short term, population growth will likely be concentrated within the core of the city, along the Kabul-Gardez highway (A.1), and Southwards across the Shamal River (B.1 and C.1). In the long term, limited expansion is expected to the North and East of the city, encroaching into hillsides and agricultural land (D.1 and E.1).

Guiding growth with planning controls The planned urban expansion scenario illustrates how the addition of potential high density development strategies could focus and densify growth within the city core and Eastward along the Kabul-Gardez highway (A.2 and E.2). The densification of areas in the city core and around key nodes and corridors means that less urban area is required to accommodate the projected population within a certain timeframe. This is depicted in the planned urban expansion scenario by the shrinkage of required urban area in the next 20 years compared to the unplanned urban expansion scenario. In the next 10 years, compact redevelopment and integration will drastically reduce encroachment into the Southern agricultural land (B.2 and C.2) and the Northern hillsides (D.2). Infill

300K 250K

223,261 211,287

200K 150K 100K 50K 0

2010

2020

2030

2040

2050

CSO annual growth rate: 1.71% SDF annual growth rate: 2.23% Projected growth range: 100,000 to 140,000

Growth Development Strategies

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

Khost Strategic Development Framework

Vulnerable neighborhoods enroaching onto hillsides

D.1 A.1 Kabul-G

ardez Hw

Khost Rd

E.1

Isolated development and risk of sprawl

C.1

Shamal River

tern Eas re g n u o l al cult raw g agri p s ed atenin lann re Unp idor th r r co

B.1 Southward urban sprawl

Isolated development encroaching into agriculture land

1. Unplanned Urban Expansion Scenario

Compact redevelopment area reduces sprawl

D.2

Compact integrated development reduces sprawl

A.2 Kabul-G

ardez Hw

Khost Rd

E.2

C.2

Shamal River

B.2 Concentrated growth around node reduces encroachment into agriculture land

n rba ar u ion e n s wth expan gro ted linear c a p es Com reduc e cor

Consolidated development reduces growth into agriculture land

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

GROWTH DIRECTION

Urban Growth and Development Strategy for the 21st Century

Integrate Township

Situated along the northern banks of the Shamal River in a region defined by rolling hills and forests, Khost has a small but rapidly growing urban footprint. As the city grows in population, development should be consolidated into a compact urban core between the existing downtown and an emerging node around Sheikh Zayed University. Opportunities for new development do exist north of the university, but this development must be sensitive to topographical and ecological constraints. A new southern ring road should divert most commercial and through traffic, allowing the Khost-Gardez highway to be reconstructed as an urban boulevard along the segment that runs through central Khost.

Structure Expansion Kabul-Gardez Hw

Shamal River

Urban sprawl and outward expansion should be avoided to the extent possible, and new developments outside of the urban core should be planned as compact urban settlements with low impact on the agriculture and many tributaries of the Shamal River. One strategy to achieve this is to anticipate the repurposing of existing military bases and the old civil airport as mixed-use urban nodes and to preemptively plan for new development around them. The development of a new international airport is perhaps the most significant driver of urban development and investment in infrastructure. A second strategy for urban growth would be to encourage development westward along the northern side of the Khost-Gardez highway, creating synergies with the new international airport and the industrial jobs that will be attracted to that areas.

Urban Expansion Scenario See methodology in Appendix 0

III.14

Khost Strategic Development Framework

4 km N

t ul ri c Ag

ur eP

Old City

or Corrid ent elopm Redev tion baniza r U y r ma Custo

u ric

P re u lt

erv ati Upgrade on

Customary Urbanization

Structure Expansion

va se r

res

o Kh

Structure Expansion

tion

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

STRATEGIC DEVELOPMENT FRAMEWORK

Paving the Way to an Urban Future for Khost “The path to sustained social and economic development for Afghanistan is an urban path. Every new job in production, trade, and innovation will be an urban job. We must therefore plan for rapid urbanization, and welcome Afghans into our cities.” Source: First National Urban Policy of Afghanistan

Structure Expansion to the West

III.16

Khost Strategic Development Framework

New Airport

Urban Upgrade and Integration

Army Base Redevelopment

Protect and Preserve (Ag)

Airport Redevelopment Densify Urban Core

Protect and Preserve (Ag)

Strategic Framework

III.17

SDF THEMES

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

THEME 1, PAGE 25

Urban growth and development for the 21st century

THEME 2, PAGE 58

Resilient Communities III.18

Khost Strategic Development Framework

THEME 3, PAGE 104

Heritage, Cultural, Landscape and Tourism

THEME 4, PAGE 118

Livelihood and agricultural economy

THEME 5, PAGE 146

Inclusive planning and governance Strategic Framework

III.19

SDF THEMES

Brief Summary

THEME 1

Urban growth and development for the 21st century Planning in Khost should reinforce the city center and connect to the new airport in a sustainable manner along the Kabul-Gardez Highway and the Shamal River. Investing in regional roads will be key to the integration of informal development to the south and west and to incorporation of remote settlements. Urban corridors should be designated to support sustainable growth through an integrated approach to service delivery and development management, particularly along the segment of Kabul-Gardez highway that runs through central Khost. Informality and sprawl should be addressed through consolidation strategies and the development of mixed-use nodes to activate socio-economic activities. The development of new townships in the northwest should also follow rigid environmental impact assessments, low-impact development standards, and be released gradually to avoid abandonment. 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 Situated within the confluence of rivers and streams, drainage and flood mitigation will be important considerations to improve resilience of local communities as Khost expands. The agricultural and riparian land south of Khost Road should be preserved to the greatest extent possible. Housing should be emphasized to support IDPs and other populations. Likewise, improvements to basic infrastructure such as drinking water, wastewater, and solid waste management, while integrating segregated communities, should be promoted to build overall resilience. Additionally, improving the overall social and economic well-being of vulnerable populations, such as IDPs and women, is an imperative for a healthy society. More work can be done to improve women’s economic well-being, representation, and educational opportunities by establishing a women’s market and investing more in entrepreneurship programs for women. This critical theme has four goals:2.1 Provide adequate urban services to all citizens 2.2 Invest in sustainable infrastructure and building urban resilience 2.3 Support inclusive social development for underserved populations 2.4 Improve access to affordable housing and community infrastructure

III.20

Khost Strategic Development Framework

THEME 3,

Heritage, Cultural, Landscape and Tourism Khost’s high mountain ranges and ravines with alpine forests and meadows frame the centrally located agricultural plateau and are connected to local indigenous tribes, known for their regional culture. While there are a few islamic heritage sites around the city, the municipality should work with Sheikh Zayed University to identify built heritage sites within the larger region. Tourism and recreational opportunities can be unlocked by linking these heritage sites with their surrounding natural environment. The regional landscape is an attraction in itself. A greenbelt to the north of the city can provide an armature to guide development and create immediate connections between the urban fabric and its regional landscape. 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 Khost is part of a larger trade strategy to link the interior of Afghanistan to Pakistan. New investments such as the civil airport, roadway improvements, and a planned railway will connect to a planned dry port at the Ghulam Khancrossing into Pakistan. Economic development should leverage these key transportation infrastructures. More investment is also needed in agricultural processing facilities, cold storage, and marketing for regional agricultural specialties such as pomegranate, walnut, melons, and especially pine nuts. Investment should be made to support an agro-industrial hub that can boost international trade and improve domestic distribution capacities, while promoting agroforestry across the hilly region. 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, Khost must continue to invest in building expert knowledge and capacities for planning and coordinated implementation. Municipal revenue generation is also critical to building a self-sustaining administration. 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, 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.21

III.22

Khost Strategic Development Framework

Theme One

AN URBAN GROWTH AND DEVELOPMENT STRATEGY FOR THE 21ST CENTURY

Strategic Framework

III.23

III.24

Khost Strategic Development Framework

VISION STATEMENT

An Urban Growth Vision for Khost Reinvesting in neighborhoods while structuring expansion to promote balanced development Improving the living conditions of informal areas to promote healthy, communal, safe neighborhoods Promoting a mobile population to improve access to economic, educational, and social amenities

Establishing this vision for Khost will require the following goals:

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

Goal 1.2 Guide sustainable growth and foster neighborhood integration

Goal 1.3 Improve connectivity and mobility choices

Strategic Framework

III.25

CONCEPT

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

III.26

Khost Strategic Development Framework

INTRODUCTION

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

Strategic Framework

III.27

CONCEPT

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

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

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

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

III.28

Khost 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.29

GOAL 1.1

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

Related Key Drivers » Regional connectivity

Strategic Objectives

Related National Plans and Programs

1.1.1

Reinforce central Khost as a regional urban hub

» Transport Sector Master Plan 20172036

1.1.2

Encourage the redevelopment of Old Khost airport into a mixed use urban neighborhood

1.1.3

Coordinate westward urban expansion with the development of an economic hub around Khost’s new airport and a new ring road

1.1.4

Anticipate the redevelopment of Khost Military Base into an regional economic and educational Hub

» Information and Communications Technology Sector Plans » National Infrastructure Plan 2017-2021 » National Railway Plan (Right) View of downtown Khost with Khost central mosque in foreground. Source: Wikimedia commons

Alignment with National Goals and Priorities

III.30

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

Khost Strategic Development Framework

Strategic Framework

III.31

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.1

Reinforce central Khost as a regional urban hub

Urban Growth Legend Associated Projects and Programs

Khost Road Urban Corridor Development Plan to structure future development

Related Entities

Municipality

Beneficiaries

Upgrade

Primary Urban Nodes

Primary Roadways

Prepare

Secondary Urban Nodes

Secondary Roadways

Connect

Municipal Boundary

Future Roadways

As a Provincial Capital City, Khost serves as an economic, social, and cultural hub for the surrounding towns and villages. Institutions and amenities, such as the Khost Cricket Stadium and Sheikh Zayed University provide opportunities and entertainment for both residents and visitors. The new international airport, a planned customs and dryport, and other strategic infrastructure position Khost at the center of regional value chains. All of these assets mean that the city will continue to expand as a residential center, a commercial and industrial hub, and a destination for visitors. Investment in new infrastructure should seek to create connections among these elements as well as ensure that urban growth remains compact and sustainable. For instance the planned southern ring road increases will create a much-needed connection between the Kabul Highway, the new airport, and the planned dryport. The ring road will also serve to divert traffic away from the urban core. If combined with the reimagining of the Khost-Gardez Highway as an urban ring road as it runs through the city, these two investments will both increase regional connectivity while facilitating the consolidation of new development into a sustainable and compact urban core.

(Top) A proposal for Khost’s major corridors and nodes III.32

Khost Strategic Development Framework

1.1.1.1 Create a mixed use urban center around Sheik Zayed University The area south of Sheikh zayed university benefits from a proximity to multiple types of development such as a municipal campus, the city pinenut depot and a well established residential neighborhood on the east. This make this emerging neighborhood an ideal space for mixed development.

Kabul Gardez Hwy

KHOST CITY CEN

1.1.1.2 Strengthen the existing downtown to encourage denser urban development

TER

The establishment of two development focused corridors along the north and south are meant to strengthen Khost’s city center. The incremental corridor development is meant to distribute socioeconomic opportunities, reorganize major traffic flows, and provide a new sense of identity. Kabul Gardez Hwy

Synergistic Toolkit Projects

· · · · ·

U-A.1 Land Readjustment

U-A.2 In-situ Rehabilitation/ Compensation U-A.4 Corridor Redevelopment Guidelines U-B.4 Infrastructure and Transit Coordination U-F.1 Integrated Streetscapes Guidelines

Strategic Framework

III.33

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.2

Encourage the redevelopment of Old Khost airport into a mixed use urban neighborhood

u Kab

z rde l Ga

Old Khost Airport Downtown Khost

(Top) Khost airport redevelopment

Associated Projects and Programs

· ·

Airport redevelopment plan

Related Entities

The recent completion of a new international airport west of Khost sets the stage for the repurposing of the old Khost airport as a new mixed-use urban neighborhood. The location of the site, just south of the existing downtown will reinforce the strategy of consolidating new development around a compact urban core. The parcel itself can be redeveloped around an anchor institution, while anticipatory development strategies can be used to structure the land between the airport and existing city.

Municipality

III.34

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 1.1.3

Coordinate westward urban expansion with the development of an economic hub around Khost’s new airport and a new ring road l Ga Kabu

H rdez

Agro-Industrial Hub New Khost Airport

(Top) New Khost airport and AgroIndustrial Hub

Associated Projects and Programs

Civil Airport Connectivity Strategy

Related Entities

Municipality, MoT, MUDL

The establishment of a new customs and border crossing with Pakistan south of Khost, as well as investment in a new airport and industrial hub west of Khost will be a key driver of urban growth. Westward expansion along the Kabul-Gardez highway should be encouraged towards the existing townships and the future airport and industrial hub. Development should be promoted along the north side of the highway, and measures should be taken to discourage development from encroaching on the dense agricultural areas along the Shamal River.

Strategic Framework

III.35

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

STRATEGIC OBJECTIVE 1.1.4

Anticipate the redevelopment of Khost Military Base into an regional economic and educational Hub As the domestic and military presence in Khost is restructured over time, military bases present ideal opportunities for coordinated mixed use development. These sites generally have strong infrastructure and are large public parcels that can be masterplanned and developed without the need for land consolidation. For this miitary base in particular, concrete plans have already been proposed to develop an new university, wholesale market, and other supporting infrastructure. To support and leverage these plans, the Municipality should anticipate and structure compact urban development adjacent to the base, and plan for coordinated mobility infrastructure

Ba Un

1.1.3.2 Rede plan for mili

Associated Projects and Programs » Military base redevelopment plan Related Entities MoI, Municipality, MUDL

Agriculture

III.36

Khost Strategic Development Framework

1.3.2.3 Northern Road Upgrade

Qalamwal Mena Tpwnship

adshah Khan niversity

4.3.1.3 Wholesale Market

Agriculture 1.3.3.3 Regional Bus Station

evelopment itary base

1.3.2.2 Complete Streets Upgrade

1.1.3.1 Airport Redevelopment

Strategic Framework

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1.1.4.2 Developmen university at existin base

1.1.12 Strengthen the existing downtown to encourage denser urban development

1.1.1.1 Mixed use urban center around Sheikh Zayed university

1.1.3.1 Alignment and construction of southern ring road (three major segments)

1.1.3.2 Promote new development to the west of Khost in locations that compliment the civil airport

Project Locator Map (Above) Key development areas

III.38

Khost Strategic Development Framework

Goal 1.1

Strengthen regional connectivity and structure urban growth

PROJECT SUMMARY- GOAL 1.1

nt of new ng military

1.1.2.1 Redevelopment plan for existing airport

1.1.4.1 Redevelopment plan for area around existing military base

Strengthen regional connectivity and structure urban growth Project ID

Project Description

1.1.1

Reinforce central Khost as a regional urban hub

1.1.1.1

Mixed use urban center around Sheikh Zayed University

1.1.1.2

Strengthen the existing downtown to encourage denser urban development

1.1.2

Encourage the redevelopment of Old Khost airport into a mixed use urban neighborhood

1.1.2.1

Redevelopment plan for existing Airport

1.1.3

Coordinate westward urban expansion with the development of an economic hub around Khost’s new airport and a new ring road

1.1.3.1

Alignment and construction of Southern Ring Road (three major segments)

1.1.3.2

Promote new development to the west of Khost in locations that complement the civil airport`

1.1.4

Anticipate the redevelopment of Khost Military Base into an regional economic and educational Hub

1.1.4.1

Redevelopment plan for area around existing military base

1.1.4.2

Development of new university at existing military base

Strategic Framework

III.39

GOAL 1.2

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

Related Key Drivers » Access to affordable housing and basic urban services » Urban sprawl, land management, and land use conflicts Related National Plans and Programs » 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 peri-urban area under productive use (Sasaki modified SDG 2.4.1) » Proportion of affordable housing units in new developments, townships, or neighborhoods (Sasaki)

III.40

Strategic Objectives 1.2.1

Develop integrated corridor networks

1.2.2

Upgrade and integrate 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

Khost Strategic Development Framework

Need image that shows corridors

Strategic Framework

III.41

6 1

Associated Projects and Programs

Related Entities

Compact Urban Design Guidelines highway corridor

Municipality, Province, IDLG, AUWSC, DABS

Primary Urban Nodes

Primary Roadways

Period

Secondary Urban Nodes

Secondary Roadways (

Municipal Boundary

Secondary Roadways (

Mixed-use Promotion Zone in the Area between Sheikh Zayed University and Old Khost Airport

Short- to Medium-term

Beneficiaries Residents and Businesses

III.42

Khost Strategic Development Framework

Urban Growth Legend

Goal 1.2

Guide sustainable development 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 coordinate housing and 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 a roadway that provides connectivity at a city-wide or regional level and can serve as a conduit for basic services (e.g., drinking water pipes or electricity lines). Within urban centers, corridors will also enable coordination between public and private sector investments around areas for higher housing density, economic and job centers, and cultural and civic institutions. Khost is structured along a single primary corridor, which stretches along the Kabul-Gardez highway, from the intersection with a new highway to the border with Pakistan. in the west to the existing airport and proposed industrial zone in the east. This portion of the highway will begin to function as an urban roadway and become less important for freight and cargo, with the creation of a new airport on the western edge of the city, and the opening of a new customs and border crossing with Pakistan in Miran Shah. As a portion of this corridor is outside the existing Municipal Boundary, coordination with the provincial government and/or expansion of the city boundary is recommended. A secondary corridor, along 1200 Families road and running parallel to the main corridor, will connect the existing downtown with a new urban node emerging around the Sheikh Zayed University and structure the redevelopment of this area into a dense, mixed-use urban core.

(1st phase)

(2nd phase)

Strategic Framework

III.43

Goal 1.2 Guide sustainable development and foster neighborhood integration

Khost Boulevard Upgrade

Hakim Taniwal park

Gardens

Tribal School Complex

Orchards

market

Neighborhood Park Canal Trail

Market Civic Library and Learning Center

Cricket Stadium

Khost Mechanical Institute

III.44

Khost Strategic Development Framework

Governors House

Old Khost Hospital

Municipal Guest House Telecom directorate

Healing gardens

Police HQ

Khost Central Mosque Soli Park

Manqol-ul-Juhad Market

Babrak Khan Park

Strategic Framework

III.45

Downtown Khost Boulevard Vision

Mixed-Use Urban Development

Public Transport Corridor Trees

Wide Sidewalks III.46

Khost Strategic Development Framework

Bike Lanes

Walkable Median

Safe Crossings

Bio Sur

oswale for rface Run-off

Khost Community Pool

Trunk-line

Vendors Designated Area

Bioswale for Surface Run-off Strategic Framework

III.47

Goal 1.2 Guide sustainable growth and foster neighborhood integration

STRATEGIC OBJECTIVE 1.2.2

Upgrade and integrate neighborhoods

1 4

Associated Projects and Programs

· ·

Resettlement and Relocation Program Community Land Trust Program

Related Entities

Municipality, IDLG, Province, AUWSSC, DABS

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 Khost’s growing population, investment should also focus on providing upgrades to existing neighborhoods and creating a dense mixed use core. Currently, Khost’s urban core is concentrated within a few dozen urban blocks around the Khost Central Mosque. The SDF recommends the expansion of this urban core westward, to create a large mixed use urban core between the existing downtown and the emerging urban node around Sheikh Zayed University (U-A) This district should be focused on the north side of Kabul-Gardez highway and include measures to integrate the existing streams and stormwater flows through blue-green corridors (L-D). The development of new townships to the west, just outside the existing municipal boundary should be integrated into this urban core through the provision of infrastructure and transit (U-D) and encouraged to develop an area of higher density that can serve as a node for future expansion. The area immediately north of downtown Khost has also seen significant customary development as agricultural land between the hillsides and the lakin khor river is converted to residential neighborhoods. Dense development should not be encouraged in this area, but existing neighborhoods should be provided with infrastructure and amenities [U-E] and guidelines should be developed to anticipate and coordinate any future customary development [U-C].

(Top) A proposal for Khost major corridors and nodes III.48

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 1.2.3

Structure and integrate areas for urban expansion

Seway Township

rd Kabul Ga

Associated Projects and Programs » Compact Urban Design Guidelines highway corridor Policy Guidelines » Mixed-use Promotion Zone in the Area between Sheikh Zayed University and Old Khost Airport

ez Hwy

The major direction of expansion in Khost is to the west, along the highway to Kabul. The development of a new international airport and the opening of a new customs and border crossing towards the south will both reinforce this trend. New townships have leapfrogged the villages immediately west of Khost and begun to cluster around the existing military complex. A priority should be placed on encouraging and preparing development sites along the north side of the Kabul high, connecting these leapfrog developments to the urban node proposed around the Sheikh Zayed University and Civil Hospital, creating a consistent street grid.

Related Entities Municipality, IDLG, Province, AUWSSC, DABS

Strategic Framework

III.49

1.2.2.2 Upgrade foothill neighborhoods to increase resilience 1.2.3.1 Seway town urban connection 1.2.1.1 Improve and extend secondary corridor from central Khost through emerging node around Sheikh Zayed university

1.2.1.2 Trans between Sh the Old Airp

Project Locator Map (Above) Key Corridors and Nodes

III.50

Khost Strategic Development Framework

Goal 1.1

Strengthen compact development and structure urban growth through corridors and nodes

PROJECT SUMMARY- GOAL 1.2

Guide sustainable growth and foster neighborhood integration

1.2.2.1 Urban core improvements

Project ID

Project Description

1.2.1

Develop integrated corridor networks

1.2.1.1

Improve and extend secondary corridor from central Khost through emerging node around Sheikh Zayed Campus

1.2.1.2

Transform Khost Road between Sheikh Zayed University and the Old Airport into an Urban Boulevard

1.2.2

Upgrade and integrate neighborhoods

1.2.2.1

Urban core development infill and road upgrades

1.2.2.2

Upgrade foothill neighborhoods to increase resilience

1.2.3

Structure and integrate areas for urban expansion

1.2.3.1

Seway town urban connection

sform Kabul-Gardez Highway heikh Zayed University and port into an Urban Boulevard

Strategic Framework

III.51

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.

Related Key Drivers » Mobility and transportation, Central city traffic congestion

Strategic Objectives 1.3.1

Improve pedestrian infrastructure and promote public safety

Related National Plans and Programs

1.3.2

Improve traffic circulation and road infrastructure

» Transport Sector Master Plan 20172036

1.3.3

Expand transit access and increase mobility options

» Accessible and affordable modes of transportation

» National Railway Plan » National Infrastructure Plan 2017-2021 Proposed Key Indicators

Alignment with National Goals and Priorities

» Investment executed per capita on public transportation infrastructure

NUP O-4

» Proportion of population that has convenient access to public transport, by sex, age and persons with disabilities (SDG 11.2.1)

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

» Proportion of population with access to transit or para-transit within 5-minute walk distance from home and primary daily destination (Right) Women on bicycles. Source: Jenny Nichols

III.52

Khost Strategic Development Framework

Strategic Framework

III.53

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 and all people. Providing safe and accessible space for pedestrians in Khost should be prioritized in the urban core of the city. Sidewalks along roads with traffic issues should be curbed and widened for improved pedestrian safety and access. Providing physical barriers between pedestrians and vehicular traffic can be an effective strategy to increase pedestrian safety. These barriers can be large planters or trees, which also improve the pedestrian experience. Trees are highly beneficial and a large improvement on streetscapes as they provide shading and a relief from intense winds. Bicycles should also be considered in the development of pedestrian infrastructure. As bicycling in urban areas grows in Afghanistan’s urban areas, it is important to provide the proper infrastructure. Dedicated and shared bicycle lanes are low-cost strategies for greatly increasing bicycle safety on the road. Protected lanes are another step toward safe and effective bicycle infrastructure that can greatly improve the streetscape and overall pedestrian experience.

III.54

Khost Strategic Development Framework

Associated Projects and Programs » Inclusive Streetscape Guidelines » Integrated Public Spaces Guidelines » Integrated Streetscapes Guidelines Related Entities Municipality, MoCIT, MUDL Beneficiaries Residents

(Above) Kabul Gardez Hwy looking east. Source: Utopians

Goal 1.3 Improve connectivity and mobility choices

STRATEGIC OBJECTIVE 1.3.2

Improve traffic circulation and road infrastructure

Primary roadways within Afghan cities are often multiple lanes, but rarely marked or signaled. A lack of traffic management and uniformity causes major traffic congestion and delays. Roads with a large right-of-way, most major roads, present an opportunity for improved infrastructure that increases circulation, mobility, and safety. Using modern technologies, pave roads, improve intersections, and integrate uniform striping. These features can greatly improve roadway and traffic conditions for all users. A roadway improvement program should include paving and repairing major corridors throughout the city to improve traffic conditions and mitigate conflicts in unmanaged roundabout intersections in the urban areas of Khost. An urban transportation management plan should be developed where key corridors may be identified for improvements such as establishing clear lanes, signaled intersections, and formalized parking can ensure a system that works better for everyone. Kabul-Gardez Highway should be prioritized as it is the main traffic corridor in the city, as well as a regional connection to Jalalabad, Kabul, and Pakistan.

Associated Projects and Programs » Urban Transportation Management Plan » Roadway Improvement Program » Ring Road Construction Program Related Entities Municipality, MoTCA, MoPW, MUDL

One of the major strategies considered is to provide vendor space on secondary or tertiary streets, 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.

Strategic Framework

III.55

STRATEGIC OBJECTIVE 13.3

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. A diverse set of mobility options at a single location allows people the opportunity to use different, affordable modes of transport on their commute. Multi-modal hubs can be placed at key intersections in Khost and 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. 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 Khost. These stations have non-standardized service and infrastructure. A Municipality-run bus terminal 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.

III.56

Khost Strategic Development Framework

Associated Projects and Programs » Regional Bus Station » Express Bus Line » Multi-modal Passenger (Bus-Rail) Hub Related Entities MoTCA, MoCI, MoE, ARA, MoPW, Municipality Beneficiaries Residents

(Above) Small-scale mobility hub in Minneapolis.

Multi-modal Passenger (BusRail) Hub Multi-modal hubs can be placed at key urbanized intersections in Khost. Their purpose is to connect the various modes of transport used by Afghan people, and therefore should be strategically placed. 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. 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

Regional Bus Station on the East 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 Khost. These stations have non-standardized service and infrastructure. A Municipality-run bus terminal 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.

Strategic Framework

III.57

1.3.2.2 Complete streets upgrade in urban core

1.3.3.4 Local b

1.3.3.1 Multi-modal Passenger (Bus-Rail) Hub

1.3.2.2 Southern export road development and upgrade

1.3.4.2 Multi-modal industrial (busrail)hub and airport connection

III.58

Khost Strategic Development Framework

1.3.2.1 Ring Road Construction Program

bus station

Goal 1.3

Improve connectivity and mobility choices

PROJECT SUMMARY- GOAL 1.3

Improve connectivity and mobility choices

1.3.2.3 Northern road upgrade

Project ID

Project Description

1.3.1

Improve traffic circulation and road infrastructure

1.3.1.1

Ring Road Construction Program

1.3.1.2

Southern Export Road development and ugrade

1.3.1.3

Northern Road upgrade

1.3.1.4

Complete streets upgrade in Urban Core

1.3.2

Expand transit access and increase mobility options

1.3..2.1

Multi-modal Passenger (Bus-Rail) Hub

1.3.2.2

Multi-modal Industrial (Bus-Rail) Hub and airport connection

1.3..2.3

Regional Bus Station

1.3..2.4

Local Bus Station

1.3.3.3 Regional Bus Station

Strategic Framework

III.59

III.60

Khost Strategic Development Framework

Theme Two

RESILIENT COMMUNITIES

Strategic Framework

III.61

III.62

Khost Strategic Development Framework

G Impr O A L 2 . 4 ove ac c hous safe aff cess to orda ing a b n d com le infra m stru ctur unity e G Supp O A L 2 . 3 soci ort incl usi al d for u evelopm ve nd en popu erserved t latio ns

NITIE S

MMU

G Inve O A L 2 . 2 able st in sus t i and nfrastru ainbuild ctur e in resil g urban ienc e

THE

T CO

ILIEN

RES

G Prov O A L 2 . 1 id urba e adequ at n to al services e l citi zens

VISION STATEMENT

Resilient Communities Investing in sustainable infrastructure to support the development of resilient communities Proactively responding to natural and human-made hazards such as climate change, natural disasters, and conflict Enabling opportunities for women and other groups to contribute to society

Establishing this vision for Khost will require the following goals:

Goal 2.1 Provide adequate urban services to all citizens

Goal 2.2 Invest in sustainable infrastructure and building urban resilience

Goal 2.3 Support inclusive social development for underserved populations

Goal 2.4 Improve access to affordable housing and community infrastructure

Strategic Framework

III.63

INTRODUCTION

Protect & Regenerate Ecological Systems From Kandahar to Jalalabad, Afghanistan is a land of mountains, rivers, and deserts. As Afghanistan urbanizes, the rapid development and expansion of its cities must seek to protect fragile ecosystems and build resilient communities. 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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Khost Strategic Development Framework

Strategic Framework

III.65

INTRODUCTION

Infrastructure Systems Thinking From Kandahar to Jalalabad, Afghanistan is a land of mountains, rivers, and deserts. As Afghanistan urbanizes, the rapid development and expansion of its cities must seek to protect fragile ecosystems and build resilient communities. 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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Khost 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.67

MAT REC

GOAL 2.1

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

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 Proposed Key Indicators » Proportion of population living in households with access to basic services (SDG 1.4.1) » Proportion of urban population living in slums, informal settlements or inadequate housing (SDG 11.1.1) » Proportion of urban solid waste regularly collected and with adequate final discharge out of total urban solid waste generated, by cities (SDG 11.6.1) (Right) Khost neighborhood road and drainage systems. Source: ATR

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Strategic Objectives 2.1.1

Secure sustainable drinking water supply

2.1.2

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

2.1.3

Establish wastewater treatment system

2.1.4

Establish an integrated municipal solid waste management strategy

2.1.5

Increase landfill capacity

Alignment with National Goals and Priorities NUP O-4

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

NUP

Respect, protect and promote the human rights of citizens by ensuring accessibility to adequate urban services to all. U-NPP: Ensure adequate housing and basic urban services to all

U-NPP 2.5

Extending sustainable basic urban services and facilities to all households

U-NPP 2.1

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 pattern

Khost Strategic Development Framework

Strategic Framework

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Goal 2.1

Invest in sustainable infrastructure that builds urban resilience

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. 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 Khost continues to develop. Two small, low-flow rivers flow through Khost—the Shamal River and the Matun River. Because of the limited flow in these rivers, it is very important for Khost to establish a sustainable form of drinking water supply for its growing population. Utilizing the Shamal River flow, a diversion and collection channel paired with a treatment facility, extraction and recharge wells, storage facility, and pump station to the west of the city should be implemented. 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. This suite of projects would provide seasonal drinking water to flow through a large transmission line into the city. Additionally, AUWSSC has proposed the construction of a water supply dam near Khost’s current northwestern municipal border. This proposal would need to undergo further study to determine the annual and seasonal discharge from the subject watershed to the northwest. Importantly, the construction of a large dam as proposed would cause significant, negative environmental impact and the need for human resettlement on a dramatic scale. III.70

Khost Strategic Development Framework

Associated Projects and Programs » Aquifer Recharge and Groundwater Extraction Wells » Groundwater Extraction Regulations » Check Dam » Aquifer Recharge Wetland » Aquifer Mapping and Monitoring Program Policy Guidelines » Aquifer Recharge Zone Related Entities AUWSSC, WRA, MAIL, MoPW, DABS, Municipality

See 5.4.2 Develop integrated regional natural resource management capacities (Above) Bridge across hillside drainage corridor

Goal 2.1 Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.2

Develop drinking water distribution system in coordination with urban corridors and spines With a clean, sustainable source of drinking water, 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 city. There is an opportunity to install new lines or improve existing lines with other roadway and infrastructure projects to save time and resources.

Associated Projects and Programs

Information on any drinking water distribution network in Khost is limited. However, approximately 24% of residents experience shortages in the summer or autumn. Expansion of the drinking water network is necessary for improved service to the residents of Khost, and should be coupled with all future roadway improvement projects. While development happens in the urban core of the city, drinking water trunk lines should be placed along major corridor alignments. 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.

» Water Transmission Line Network

Once trunk lines and other primary infrastructures have been put in place, communitybased delivery mechanisms should be explored to improve access to drinking water.

See 5.1.1 Establish a community-based infrastructure services program

» AUWSSC Capacity Building Program » Surface Water Diversion Channel and Collection Network » Drinking Water Treatment Facility » Storage Facility and Pump Station » Drinking Water Network Upgrades and Expansion Related Entities MAIL, AUWSSC, Municipality, WRA

(Above) Intersection of northern roadway and hillside river

Strategic Framework

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Goal 2.1 Provide adequate urban services to all citizens

PROJECT SUMMARY

Provide adequate urban services to all citizens Project ID

Project Description

2.1.1

Secure sustainable drinking water supply

2.1.1.1

Aquifer Recharge and Groundwater Extraction Wells

2.1.1.2

Aquifer Recharge Wetland

2.1.2

Develop drinking water distribution system along urban corridors and spines

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

Surface Water Diversion Channel and Collection Network

2.1.2.5

Water Transmission Line Network

2.1.2.4 Surface water diversion channel and collection network 2.1.2.2 Drinking water treatment facility 2.1.2.3 Storage facility and pump station

2.1.2.5 Water t network line

ply

Shamal river water sup

2.1.1.1 Aquifer recharge and groundwater extraction wells 2.1.1.2 Aquifer recharge wetland

2 km

(Above) Project map identifying sustainable drinking water supply and distribution system projects

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Khost Strategic Development Framework

2.1.2.1 Drinking Water Network Upgrades and Expansion

transmission

Strategic Framework

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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 Khost. 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 Khost. 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 Khost. 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. Next, a decentralized treatment campus could be pursued in Khost. A decentralized treatment campus is often an anaerobic baffled reactor (ABR), capable of treating wastewater from a small neighborhood, office or university campus, or residential complex. Occasionally, aerated lagoons, or other systems are used for decentralized treatment. Local officials will need to select the best site for this decentralized treatment campus. In the long-term, the Khost should plan to implement a city-scale wastewater treatment facility and accompanying sanitary sewer trunk lines, but these projects are likely out of the time-frame of this SDF.

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Khost Strategic Development Framework

Associated Projects and Programs » Decentralized Wastewater Treatment Pilot Program » Decentralized Treatment Campus » Pit Latrine Upgrading Program Related Entities AUWSSC, Municipality Beneficiaries Residents

CASE STUDY

Las Arenitas Wastewater Treatment Wetland - Mexico

Dates

· · · ·

2008-Ongoing

Beneficiaries City of Mexicali Wildlife of the Colorado River Delta

References and Resources Sonoran Institute. “From Sewage to Sanctuary – Las Arenitas Treatment Wetland.” https://sonoraninstitute.org/ card/from-sewage-to-sanctuary-lasarenitas-treatment-wetland/

The Nature Conservancy. “Turning Waste into Water.” https://www.nature. org/en-us/about-us/where-we-work/ priority-landscapes/colorado-river/ mexico-wastewater-treatment/

(Below) Las Arenitas wastewater treatment wetland, in the desert south of Mexicali, Baja California, Mexico 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

Turning a source of pollution into a local asset and a key stopover site for migratory birds, the Las Arenitas wastewater treatment wetland outside of Mexicali, Mexico is a success story built upon years of collaboration. In the Colorado River Delta which once flourished ecologically, now desiccated by upstream dams and diversions, in 2008 two NGOs (Sonoran Institute and ProNatura) saw a solution and opportunity – propose a treatment wetland next to the new wastewater treatment plant to provide additional treatment capacity that would regenerate the local river system, create habitat for hundreds of bird species, and benefit the local economy as well. Acting as a biofilter, the treatment wetland removes sediment and nutrients from the partially treated wastewater, using microorganisims and the wetland vegetation to improve the water quality. Located within the Colorado River delta, the areas is also a critical stopover point for birds traveling along the Pacific Flyway. Given this location and its migratory significance, six years after construction, the wetland attracts 160 different bird species with a maximum count of 18,000 birds – up from eight species and 100 birds prior to construction. Located just 20 minutes outside of Mexicali (pop. 690,000), the wetland provides a unique opportunity for local residents to experience nature. While recreational amenities currently include trails and a visitor center, there are plans for a more extensive park in the future.

Key Takeaways » Prior to the construction of the wastewater treatment plant and wetland, wastewater was discharged directly into the local river, creating a significant health and environmental hazard. » In 2008 state agencies were approached by regional NGOs to construct at artificial wastewater treatment wetland to further improve effluent water quality and dedicate 30% of the effluent water to a local river, to improve wildlife habitat. » The 100-hectare treatment wetland significantly improved the treatment plant’s effluent and have become a critical habitat area for bird species and a popular recreation spot, improving the local economy. » Current plans are to double the capacity and construct an additional 100-hectare wetland, allocating 50% of the inflow to the environment. » The North American Development Bank helped to finance the wastewater treatment plant and the wetland was supported my a collaboration between NGOs (Sonoran Institute, ProNatura, Nature Conservancy).

Strategic Framework

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Goal 2.1 Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.1.4

Establish an integrated municipal solid waste management strategy Solid waste management is often a complex system for large, growing cities. The Cleaning and Greenery Departments of Khost 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. Solid waste transfer stations should be considered in developing a comprehensive solid waste plan. Each of these facilities will provide a collection, compaction, and separation point for a few districts. Additionally, truck routes for large solid waste vehicles traveling from transfer stations to updated landfills should be improved for efficiency. Educational outreach would be a necessary component to upgrading the municipal waste system because its success hinges on waste disposal behaviors in the city. Informal recyclers are common in Khost 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 Khost.

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Khost Strategic Development Framework

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, WRA Beneficiaries Residents

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

STRATEGIC OBJECTIVE 2.1.5

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

Associated Projects and Programs

The dumpsite outside the city continues to pollute surrounding areas as long as it remains open. A properly designed, constructed, and managed landfill site should be established for the city to retain its natural resources and protect areas of expansion. The existing dumpsite should be properly capped and closed once a new landfill is operational.

(Top) A material recovery facility. Source: diversified-recycling.com

» Engineered Landfill » Landfill Cap and Closure Related Entities AUWSSC, WRA, MAIL, MoPW, DABS, Municipality Beneficiaries Residents

A vast area outside of the urbanized region should be evaluated and chosen for solid waste disposal. Northeast of the city could be a good location so long as it meets NEPA regulations. 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 in the landfill’s placement so as not to disproportionately affect lower income communities.

Strategic Framework

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Goal 2.1 Provide adequate urban services to all citizens

PROJECT SUMMARY

Provide adequate urban services to all citizens Project ID

Project Description

2.1.4

Increase municipal solid waste management capacities

2.1.4.1

Solid Waste Collection Service Expansion

2.1.4.2

Solid Waste Transfer Stations

2.1.4.3

Solid Waste Truck Route Roadway Improvements

2.1.5

Increase lnadfill capacity

2.1.5.1

Engineered Landfill

2 km

(Above) Project map of waste management and improvement projects

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Khost Strategic Development Framework

2.1.4.2 Solid waste transfer station

2.1.4.3 Solid Waste Truck Route Roadway Improvements

2.1.5.1 Engineered landfill

2.1.4.3 Solid Waste Truck Route Roadway Improvements 2.1.4.2 Solid waste transfer station

Strategic Framework

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GOAL 2.2

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

Related Key Drivers » Urban sprawl, land management, and land use conflicts » Access to open space, Aquifer and surface water pollution » Awareness and institutional attention to environmental risks » Climate change, environmental hazards, and natural resource development Related National Plans and Programs » Water Resources Development Investment Program » Afghanistan’s Climate Change Strategy and Action Plan » Afghanistan Strategic National Action Plan for Disaster Risk Reduction

Strategic Objectives 2.2.1

Invest in sustainable energy solutions

2.2.2

Build urban resilience through landscape strategies

2.2.3

Preserve and enhance regional ecology

Alignment with National Goals and Priorities NUP

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

SDG 11

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

SDG 13

Take urgent action to combat climate change and its impacts

SDG 15

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

Proposed Key Indicators » Investment executed for sustainable infrastructure » Recycling rate, tons of material recycled (SDG 12.5.1) » Proportion of bodies of water with good ambient water quality (SDF 6.3.2) (Right) A typical low-income housing district in Afghanistan. Source: Kiana Hayeri

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Khost Strategic Development Framework

Strategic Framework

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STRATEGIC OBJECTIVE 2.2.1

Invest in sustainable energy solutions

As the residents of Khost 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. The primary source of power in Khost comes from the NEPS-Kabul-UZB line, providing about 2% of the population with power connections. Distribution network expansions are being proposed and planned in the city to provide more residents with power. Many residents use private sources for power, such as rooftop solar panels. However, as a growing city, a more robust network powered by DABS is crucial for economic success in the city. Northwest of the city, near Gardez, is a great location for renewable energy production. This area is along an existing roadway, near the Gardez substation, on mild slopes, and rich in resources. A feasibility study for renewable energy facilities should be carried out in this location. 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 » Renewable Energy Feasibility Study » 45 MW Solar Field » 45 MW Wind Farm » Biomass Waste-to-Energy Anaerobic Digester Related Entities Municipality, WRA, DABS Beneficiaries Residents and businesses

(Above) Proposed energy projects

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Khost Strategic Development Framework

Strategic Framework

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Goal 2.2 Provide adequate urban services to all citizens

STRATEGIC OBJECTIVE 2.2.1

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 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 can yield multiple benefits such as more open spaces for leisure, mitigating summer heat and environmental risks, as well as improving air quality. Improve the socio-ecological environment: In Khost, the application of landscape strategies should be focused on improving the socio-ecological and economic well-being of citizens, and guiding future urban development by establishing a framework that protects natural resources. Particular focus should be given to strategies centered around the management of the Shamal River corridor and its seasonal tributaries, and to establish the provision of a high quality drinking water catchment and distribution system. To protect the city from landslides and erosion, a study should be undertaken to identify the most threatening slopes within the municipality, as well as the city region. In connection to developing guidelines and mechanisms to protect local aquifers from pollution, designate generous aquifer recharge and infiltration zones and promote monitoring systems, Khost has the advantage of defining vital steps in preparing the city-region to adapt to future growth and environmental change. Implement integrated landscape strategies: To build urban and regional resilience, the city should develop a diverse stormwater drainage network that includes buffer zones, growth regulation into the riverine flood plain, and riverbank fortifications with low impact development techniques. The meandering streams west of Shaikh Zayed University emerging from the northern mountain range and the smaller drainage corridors that catch the runoff from the national hillside parks north of Hazrat Bilal Mosque require immediate attention. Check dams should be introduced to reduce velocity, store rainwater, and slowly release or infiltrate it into the ground to reduce erosion and allow vegetation to grow. Strategies of afforestation, reforestation, and contour planting should be considered to stabilize critical slopes. Their application within the municipal boundary focuses primarily on the national hillside park in the north of the city. Here the incremental development of a forest ecosystem, in addition to environmental risk mitigation, provides opportunities to widen Khost’s recreational opportunities and establish an iconic park in close proximity to the city.

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Khost Strategic Development Framework

Khost gue

Protecting Drainage corridors

Flooding Retetion Park

Khost c

itywide

trail

Agriculture

Hakim Taniwal Park

ig Ne

hbo

Central mosque

Hillside protection

est house

d hoo

a tM

le ou

rd Takht cultural site

Sports Park

ine

Neighborhood Park

Riv

Women’s Market

Agriculture

North

Strategic Framework

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3.2.

Goal 2.2 Provide adequate urban services to all citizens

SPOTLIGHT PROJECT

Create a Citywide Greenway by Revitalizing Drainage Corridors

3.2.2.4 New Urban Park

Kabu l

Gard

ez H

2.2.2.2 Canal Restoration

Model School

Community Facilities

1.1.2.3 Women’s Market 3.1.2.2 Northern Hillside Parks and Trail

3.2.2.1 Hillside Forest and Conservation Program

ily

am eF

Hillside Reforestation

4.3.2.1 Agriculture Research, Development and Training Center

1.1.2.3 Decentralized Waste water treatment facility

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Khost Strategic Development Framework

o yR

2.4 Urban Trail System

2.2.2.1 Blue-Green Corridor

Agriculture (Orchards)

Eid Gah

Markaz Tablegheeh

Urban Orchard

4.3.1.2 Urban Food Park

3.2.2.2 Women’sPark

Pinenut Market

3.2.2.4 New Urban Park

Mixed Use municipal Housing

3.2.2.2 Neighborhoood Sports Facilities

Municipal Campus

Flood Protection

Strategic Framework

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STRATEGIC OBJECTIVE 2.2.1

Preserve 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. Khost is located in the so-called “Khost Bowl,” an agricultural valley that lies on a plateau at an altitude of approximately 1,000 m above sea level. The regional ecosystem is primarily defined by the surrounding tall mountain ranges, ravines and agricultural river valleys that all drain towards the southeast via the Shamal and the Kaitu River. The cultural landscape of the agricultural plateau characterised by intermittent hillsides and ravines from which seasonal streams and drainage corridors emerge. This dynamic landscape changes with the different seasons, transforming the semi-arid region into a landscape of abundance during spring rains and melting of the snow-covered mountain peaks. To enhance the region’s rural ecosystem and support agricultural livelihoods, a holistic approach through the application of nature-based solutions should be developed. In the context of Khost, this includes the development of regional policy recommendations to guide the delineation of provincial and national parks as ecological protection zones. A key aspect and visionary proposal is the Hillside and Forest Conservation Program. This initiative aims to preserve and restore Khost’s northern hillsides as a unique ecological and cultural asset. This includes the protection and strengthening of the montane conifer forests, the xeric and alpine woodland ecosystems of the region as an important natural resource. The Hillside and Forest Conservation Program is a fundamental step towards establishing a model of active conservation that combines ecological restoration and recreation. This biosphere has the potential to position Khost, as part of the wider Loya Paktia region, as a national destination for ecological recreation. The greenbelt zone is another key pilot project to reconcile agricultural and economic production with natural resource conservation and environmental risk mitigation. The greenbelt comprises the agricultural area north of the north-east of the city center, starting at the airport and runs along the stream towards the northern hillsides. With that, the greenbelt becomes a unifying framework between the city center and the northern hillsides and addresses a set of cultural, ecological and economic issues that can be replicated across the region.

Furthermore, urban development along the Shamal and Kaitu River and their permanent and seasonal tributaries should be regulated to prevent encroachment and pollution of the waterways. Guidelines with nature-based solutions should aim to protect urban settlements from riverine flooding and erosion and manage the region’s hydrological regime and natural resources.

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Khost Strategic Development Framework

Drainage Corridors

m Sha

Associated Projects and Programs » Groundwater Contamination Study » Regional Recreation Zone » ‘Greenbelt’ Zone » National Park Designation and Management Program » Hillside and Forest Conservation Program » L-A.1 National Park Designation and

r ive R l a

Protection Program » L-A.3 Hillside and Forest Conservation Program » L-A.4 River, Riparian Area and Water Body Conservation

Strategies Related Entities Municipality, Provincial Government, MAIL, NEPA

» L-A.5.1 Aquifer mapping and monitoring

Beneficiaries

» L-C.1 Waste and Pollution Management Program

Residents

» L-D.3 Integrate Landscape Infrastructure Strategic Framework

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Goal 2.1

Invest in sustainable infrastructure that builds urban resilience

PROJECT SUMMARY- GOAL 2.2

Invest in sustainable infrastructure that builds urban resiliences Project ID

Project Description

2.2.1

Invest in sustainable energy solutions

2.2.1.1

30-60 MW Solar Field

2.2.1.2

30-60 MW Wind Farm

2.2.1.3

5-15 MW Municipal Solar/Wind Power Facility

2.2.1.4

Biomass Waste-to-Energy Anaerobic Digester

2.2.2

Build urban resilience through landscape strategies

2.2.2.1

Blue-Green Corridors

2.2.2.2

Canal Restoration

2.2.2.3

Storm-water drainage network

2.2.2.1 Blue

2.1.2.4 Surface Water Diversion Channel and Collection Network

2.1.2.3 Storage Facility and Pump Station

Project Locator Map

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Khost Strategic Development Framework

2.2.2.2 Canal restoration

e-Green Corridor

2.2.2.1/2 Blue-Green Corridor

Strategic Framework

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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.

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

Strategic Objectives 2.3.1

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

2.3.2

Create vocational education and entrepreneurship opportunities for women and youth

2.3.3

Establish a secure mobility network for women

» Displacement and migration » Large youth population » Access to healthcare » Accessibility to educational resources Related National Plans and Programs » Women’s Economic Empowerment National Priority Program » Higher Education Development Project 2016-2020 » National Education Strategic Plan 20172020 Proposed Key Indicators » 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)

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Alignment with National Goals and Priorities U-NPP 3.1

Reduce urban poverty and strengthen the resilience of urban households

SDG 1

Reduce and eliminate poverty

SDG 4

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

SDG 5

Achieve gender equality and empower all women and girls

NUP O-4

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

NUP O-7

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

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 2.3.1

Establish a network of service facilities, health centers, and recreational spaces for under-served populations

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

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

See 3.2.2 Develop a city-wide network of green spaces and recreational facilities

(Top Left) Women’s health clinic and traininc center. Source: Kiana Hayeri (Top Right) Mothers playing with their children in a women’s-only park. Source: Getty Images

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Goal 2.3 Support inclusive social development

STRATEGIC OBJECTIVE 2.3.2

Create vocational education and entrepreneurship opportunities for women and youth Women represent a significant untapped potential to contribute to the economy of Khost. Khost currently has a high unemployment rate and very few women work. There are many barriers for women to access 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. 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. 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. In many families, education is prioritized for boys, and education for girls is seen as wholly undesirable or acceptable only for a few years before puberty. Poverty also drives many children into paid or informal labor before they are even old enough to go to school. These challenges have been compounded by rising insecurity that discourages families from letting their children leave home—and families usually have less tolerance for sending girls to school in insecure conditions than boys. Improvements to safety in neighborhoods, and access to educational facilities should be a priority. To help mitigate other barriers for girls’ access to formal educational opportunities, a girls education outreach program should be considered in partnership with the MoWA. Address taboos for girls’ school attendance and the gender gap can help to ensure equitable economic opportunities for all residents in Khost.

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Associated Projects and Programs » Women’s Entrepreneurship Center » Girls Education Outreach Program » Women’s Chamber of Commerce » Women’s Market » Women’s Dormitories Related Entities Local Chamber of Commerce, Municipality, MoWA Beneficiaries Women

See 4.2.4 Support banking sector and financial services

See 4.2.1 Establish knowledge sector development programs in Sheikh Zayed University and increase vocational education opportunities

2.3.2.1 Women’s Market Supporting women in Afghanistan with economic opportunities is an indirect investment into improving Afghan livelihoods. This means that the full potential of all residents will be unlocked by greater participation of women in economic activity. This not only enables them to better provide for their families, but to also play a role within their communities.

Oppertunity for a women’s market

A women’s market may happen with the investment into a new facility or the investment into remodeling an existing facility, based on the needs of the market. Markets may be used for handicrafts, maker space, or professional training. While the location on the maps is a proposal, the final location for this program may need further negotiation.

Model Highschool

Synergistic Projects and Programs 3.1.2. Handicrafts Market 3.1.2.3 Handicrafts Training Center 3.2.2.4 New Urban Park 3.2.2.5 Urban Trail Network

Kabul Gardez

Hwy

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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 Khost 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. 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.

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

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Associated Projects and Programs » Pink Taxi Mobility Program Related Entities Municipality Beneficiaries Women

See 1.3.1 Improve pedestrian infrastructure and promote public safety

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Goal 2.1

Invest in sustainable infrastructure that builds urban resilience

PROJECT SUMMARY- GOAL 2.2

Support inclusive social development Project ID

Project Description

2.3.1

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

2.3.1.1

Women-only Park Rooms

2.3.1.2

Women-only Parks

2.3.2

Create education and entrepreneurship opportunities for women and youth

2.3.2.1

Women's Market

2.3.2.2

Civic Library and Learning center

2.3.3

Establish a secure mobility network for women

2.3.3.2

Civic library and learning center

2.3.3.1

Pink Taxi Mobility Program

Project Locator Map

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2.3.3.1 Pink taxi mobility program 2.3.2.1 Women’s market

2.3.1.1 Women’s only park rooms 2.3.1.1 Women’s only park rooms

2.3.1.2 Women’s only park

2.3.1.1 Women’s only park rooms 2.3.1.2 Women’s only park

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GOAL 2.4

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

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

Strategic Objectives 2.3.1

Enhance and expand access to community amenities and facilities

Alignment with National Goals and Priorities U-NPP 2.6

Improve neighborhood-level public spaces and facilities

» National Health Strategy 2016-2020

SDG 3

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

Proposed Key Indicators

SDG 11

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

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

U-NPP 2.1

Promoting new affordable and social housing

U-NPP 2.4

» 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)

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

» 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) Informal settlers in front of a store in Mazar-e-Sharif. Source: Jolyon Leslie

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Goal 2.4 Improve access to safe affordable housing and community infrastructure

STRATEGIC OBJECTIVE 2.4.1

Expand affordable and accessible housing options

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

(Top) Low-income neighborhood off airport road in Kabul. Source: Kiana Hayeri

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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 Khost, support for objectives outlined in the Housing Policy is needed. Housing Development Fund Support Program: leverage local financial institutions in Khost 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. 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. Leverage the ongoing program, led by MUDL in partnership with provincial officials, that will develop special planning tools for the implementation of housing projects. The identification of housing promotion zones is one such idea that should be incorporated into the spatial framework of city development. This zone can enable special mechanisms to distribute land and promote sustainable housing development.

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 2.4.1

Enhance and expand access to community amenities and facilities The cost of living is not only a matter of the price of a housing unit, but is a factor of the costs of living in a particular environment or the quality and availability of amenities within communities that may provide economic and social support for residents and families beyond shelter. For example, exposure to environmental hazards, such as flooding or landslides, affect a community’s socioeconomic condition in ways that reinforce conditions of poverty. 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 Khost, the poor quality of healthcare services is forcing many residents to travel to Pakistan for better treatment. Health care needs should be evaluated and supportive community clinics should be considered to help provide affordable services to reduce the poverty trap caused by poor health. Such gaps should be identified and addressed. 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. More information is needed to understand the specific needs of communities in informal areas. A social development needs assessment should be conducted to understand other factors related to the prevalence of informal areas outside of formal housing shortages. Schools, community centers, and commercial areas may also provide much-needed services that can help build an economic or social foundation from which to improve housing conditions in informal areas. Access to inexpensive vocational education is also an important consideration. These facilities should be supported to provide educational services to youth and adults to build soft skills that may expand their employment opportunities. Entrepreneurship and other skillbuilding programs led by community organizations and the private sector could be provided through facilities like this as well. These strategies can be supported through community-based infrastructure provision and other programs targeting informality.

Associated Projects and Programs » Social Development Needs Assessment Policy Guidelines » Identify and address healthcare gaps » Support community facilities with educational programming Related Entities MoWA, MoLSAMD, MoEd, MoCI, Municipality Beneficiaries Residents See 2.2.2 Build urban resilience through landscape strategies

4.2.1 Establish knowledge sector development programs at Sheikh Zayed University and increase vocational education opportunities

See 5.1.1 Establish a community-based infrastructure services program

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Theme Three

HERITAGE, CULTURAL LANDSCAPE, AND TOURISM

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VISION STATEMENT

Heritage, Cultural Landscapes, and Tourism A city-wide recreation network leverages the greenbelt to connect Khost’s urban parks with surrounding hillsides A range of public amenities and open space accessible to all residents of Khost and the surrounding towns, especially families and women

Establishing this vision for Khost will require the following goals:

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

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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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GOAL 3.1

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

Related Key Drivers » Preservation of heritage assets and regional tourism » Environmental assets

Strategic Objectives 3.1.1

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)

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Develop Khost’s identity as a regional hub for the Loya Paktia region

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

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 3.1.1

Develop civic and cultural institutions in partnership with resident and diaspora population

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.Moreover, it contributes to the city’s local and regional tourism development, enhancing the city’s competitiveness and creating economic value for all individuals and municipalities.

Associated Projects and Programs

Khost has throughout history been of strategic significance, given its proximity to the restive frontier with Pakistan. Unfortunately, much of the historic urban fabric has been destroyed during conflicts or has been lost to redevelopment. Still, a number of small Muslim shrines on the outskirts of Khost are officially-registered as heritage monuments, and their surroundings offer space for recreation for residents. The proper documentation of the region’s existing heritage sites, their adjacent landscape and geographic location need to be identified as a first step. For the assessment of their current condition to generate a strategic plan for their preservation and management, the municipality may choose to collaborate with nearby cities.

Beneficiaries

» Diaspora Investment Program » Heritage Preservation Zone copy » Cultural and Archaeological Heritage Study » Culture and Heritage Outreach Program Related Entities Local Chamber of Commerce, MoICT, AUWSSC, DABS, Municipality, MoIC

Residents

By working with Sheikh Zayed University, the city could develop awareness and legibility of the remaining built heritage sites of the larger region, by linking them with their natural environment. This strategic alignment provides the region with new opportunities for recreation which will increase a sense of cultural identity and attract visitors to the city. A Culture and Heritage Outreach Program should also be established to teach the public about cultural and natural heritage preservation. To support the tourism economy and develop tourism jobs for people in Khost, hospitality, and historic preservation training and awareness programs should be considered to build an educated workforce and preservation expertise in support of the Khost region cultural identity and the slow building of the tourism economy.

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GOAL 3.2

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

Strategic Objectives

Proposed Key Indicators

3.2.1

» Total investment executed per capita and opex per capita on the preservation, protection, and conservation of all cultural and natural heritage (Revised based on SDG 11.4.1)

Preserve and restore the hillsides north of Khost as a unique ecological greenbelt and cultural asset

3.2.2

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

» Forest area as a proportion of total land area (SDG 15.1.1)

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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

Khost Strategic Development Framework

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STRATEGIC OBJECTIVE 3.2.1

Preserve and restore the hillsides north of Khost as a unique ecological greenbelt and cultural asset Cultural sites across Afghanistan have long had a strong connection with natural and ecological assets. However, after decades of conflict and accelerated urban growth, little attention has been paid to the value of these cultural and natural assets. This historic relationship is in jeopardy, leaving many heritage sites and natural assets scattered among dense urban areas or disconnected in the outskirts of cities. These sites are threatened by contamination and encroachment of unplanned settlement. Investing in the preservation, connection, and activation of these cultural and natural assets has the potential of bringing together different communities over a common benefit while creating healthier physical environments that improve the quality of life of the population. Establishing a plan for these assets can promote the development of regional tourism, thus enhancing the city’s competitiveness and creating economic value communities in the region. Khost province borders Paktia and Kabul to the northwest and Pakistan to the east. Khost’s regional identity, as part of the Loya Paktia region, is defined by its bowl-like geographic formation and its relationship to the cultural and natural landscape. High mountain ranges and ravines with alpine forests and meadows frame the centrally located agricultural plateau and are connected to local indigenous tribes, known for their regional culture. This rich regional culture should be leveraged by means of establishing connection with the city and improving access to heritage sites as well as linking them with the surrounding landscape. New urban and regional parks should be established to promote conservation of nearby natural amenities with improved access, civic and cultural facilities, the potential for recreational trail networks, and the provision of leisure and educational activities that embrace local cultural values and heritage. An eco-tourism strategy should also be developed to promote the regional cultural landscape around Khost and synergize local commercial activity, recreation, and regional tourism. A greenbelt zone along a tributary of the Shamal River north of the city center can provide residents and visitors with a network of green spaces and trails along the meandering stream. Incremental infrastructure development for basic needs can catalyze community and local economic development. Khost’s regional landscape assets, in combination with ecological conservation objectives, low impact development strategies, and the opportunity for a network of recreational opportunities, can re-establish the links between the city and its landscape and promote a sustainable tourism economy for the enjoyment of Khost’s regional assets.

Associated Projects and Programs » Northern Hillside Parks and Recreation Strategy » Hillside and Forest Conservation Program » Ecotourism Promotion Strategy » ‘Greenbelt’ Zone Related Entities MAIL, NEPA, Municipality, MoIC Beneficiaries Residents III.114

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Protecting Drainage corridors

Flooding Retetion Park

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Sports Park

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Neighborhood Park

Women’s Market

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Central mosque

Hillside protection

Khost guest house

D5 D6

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STRATEGIC OBJECTIVE 3.2.2

Strengthen Khost’s Network of Urban Parks 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. Most of Khost’s existing public open spaces and recreational facilities are located just south of Sheikh Zayed University along Khost Road, and along the northern foothills. In anticipation of urban expansion towards the west, enhanced connectivity to existing open spaces and the construction of new open spaces become necessary. The foothills north of the city that run along the Lakin Khor River have the potential to serve as a network of open space typologies that can also serve as a flood mitigation [Toolkit L-C.2] and drainage instruments, [Toolkit L-A.4] preventing residents from building in flood risk areas while also providing public city amenities. New open spaces should be considered such as family-only parks, sport facilities, women’s parks, urban parks, [Toolkit L-D] as well as hillside activation and drainage corridor revitalization projects. [Toolkit L-B] Through this strategy, Khost can actively pursue the protection of key natural assets that are important for the city’s ecological benefits and unlock active and passive recreation opportunities. By incorporating new parks, and social facilities into key urban corridors with access to mobility, greenways, trails, and canals, Khost has the opportunity to develop a strong open space network that is aligned with other strategic development goals. [See Toolkit L] Associated Projects and Programs » Northern Hillside Parks and Recreation Strategy » Hillside and Forest Conservation Program » Ecotourism Promotion Strategy » ‘Greenbelt’ Zone Related Entities MAIL, NEPA, Municipality, MoIC Beneficiaries Residents

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Khawaja Maton Tapa Hill

Hillside Protection (contour planting) Hillside Trails

Department of Agriculture

Governor’s House

Bagh Gardens

New Canal

Khost Minar Monument

Cricket Stadium

Istiqlal Park

Khost Central Mosque Manbighul Market

Khost Municipal Center

Agriculture

Chami Central Market

l Parks Babrak Khan Park

Soli Park

New Central Park

Takht Beg Cultural Site Khost City Grounds

Agriculture

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PROJECT SUMMARY- GOAL 3.2

Develop cultural and recreational landscapes 3.2.1

Preserve and restore the hillsides north of Khost as a unique ecological greenbelt and cultural asset

3.2.1.1

Hillside and Forest Conservation Program

3.2.1.2

Northern Hillside Parks and Trail

3.2.2

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

3.2.2.1

Family-only Park Rooms

3.2.2.2

Neighborhood Sports Facility

3.2.2.3

New Urban Parks

3.2.2.4

Urban Trail System

3.2

3.2.2 spor

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3.2.2.1 Family only park rooms

3.2.1.2 Northern Hillside Parks and Trail 3.2.2.1 Family only park rooms

2.2.4 Urban trail system

2.2 Neighborhood rts facility

3.2.2.3 New urban parks

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Theme Four

LIVELIHOODS AND THE AGRICULTURAL ECONOMY

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VISION STATEMENT

Livelihoods and the Agricultural Economy Improving Khost’s agricultural economy to create jobs and strengthen the economic foundation for diversification Developing an educated citizenry that will establish businesses, teach, and contribute to public service. Strengthening Khost’s potential as a regional economic hub.

Establishing this vision for Khost will require the following goals:

Goal 4.1 Strengthen regional logistics capacities and cross border linkages

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

128

Goal 4.3 Strengthen the agricultural sector and develop sustainable value chains

136

Goal 4.4 Strengthen the agricultural sector and develop sustainable value chains

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INTRODUCTION

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

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GOAL 4.1

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

Related Key Drivers » Regional connectivity and the implementation of the CASA-1000 corridor » Access to power and CASA 1000 transmission corridor Related National Plans and Programs

Strategic Objectives 4.1.1

Support commercial growth and reinforce regional connections to Pakistan and the rest of the country

4.1.2

Improve logistics and storage capacities and strengthen connections to the new civil airport

» National Export Strategy, » Transport Sector Master Plan 20172036, » Information and Communications Technology Sector Plans, » National Infrastructure Plan 2017-2021, » National Railway Plan,

Alignment with National Goals and Priorities SDG 9

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

SDG 8

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

U-NPP 3.4

Promote agglomeration economies and urban economic zones

NUP O-1

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

NUP

Promote spatial integration between city and peri-urban areas

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

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Khost Strategic Development Framework

Goal 4.1 Strengthen regional connectivity and cross-border linkages

STRATEGIC OBJECTIVE 4.1.2

Increase logistics and storage capacities for export processing

Proposed Railway Station

b Ka

Proposed Industrial Zone

Khos

t Rd

ul -G de ar zH w y

Khost New Civil Airport

PA K I S TA N

Proposed New Border Crossing and Dryport

Regional Connectivity and Industrial Zone Context

National Boundary

Major Road

Provincial Boundary

Primary Road

District Boundary

Secondary Road

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

Municipal Boundary

Planned Railway

4 km N

As Afghanistan develops its production capacities for domestic consumption and international trade, cities, as the main centers for processing and manufacturing, will need to develop effective logistics and storage capacities to meet future demand. Proactive planning can also be an effective attractor for commerce and trade by making it easier for private-sector businesses to realize their own investments.

Associated Projects and Programs

A newly completed civil airport will bring investment potential to the city and connections should be established to integrate the region and direct new developments to the west and south while preserving valuable agricultural land. Strengthening this corridor can bring potential catalytic investment by planning for industrial and commercial clusters to leverage the airport’s economic functionality. In the long term, as Afghanistan’s railway network is developed, railway alignments should follow this new corridor to connect to the airport and reinforce the route to Pakistan.

Related Entities

» Integrated Industry Zone » Warehouse Support Program » Port and Customs Data Sharing Program

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

Strategic Framework

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STRATEGIC OBJECTIVE 4.1.1

Support commercial growth and reinforce regional connections to Pakistan and the rest of the country

1.3.2.1 New

Economic development planning occurs at many levels. There has been much investment at the national and international scale, but to take advantage of these investments at the city level, regional links need to be strengthened to improve connectivity to other cities and provinces, as well as key cities in Pakistan. Key highways should be improved to meet capacity demands and future rail planning should be supported through coordination with industry to promote continued investment. Khost’s position near the border with Pakistan can allow it to take advantage of significant investments being made in Pakistan along the China-Pakistan Economic Corridor (CPEC) route. The development of a national railway network has a planned route through Khost to the Pakistan border. A new civil airport will also bring economic investment to the region. Further planning of the railway corridor alignment with strategic industrial investments around the airport such as a multi-modal freight hub should be done. The MoCTA should engage in feasibility studies for the Haji Bottle Highway to provide a route to Pakistan and strengthen trade capacities. This should also be coordinated with the construction of terminals and border trade infrastructure. These projects can potentially catalyze investment opportunities in the future and support strategic growth.

1.3.31 Multimodal Passenger (Bus-Rail) Hub

Associated Projects and Programs » Integrated Industry Zone » Warehouse Support Program » Port and Customs Data Sharing Program Related Entities ARA, MoPW, MoTCA, Municipality, MoCI, MoTCA, MUDL

ulGa

Businesses

b Ka

Beneficiaries

e rd

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Khost Strategic Development Framework

1.3.3.2 Multimodal Industrial (Bus-Rail) Hub

w Ring Road

2.2.1.4 Biomass Waste-toEnergy Anaerobic Digester

4.3.2.1 AgroIndustrial Hub

2.1.3.3 Industrial Wastewater Recycling Facility

4.2.3.1 Industrial Roadway Construction

4.1.1.2 New Civil Airport

Railway route

Agriculture

Regional Connectivity Planned Multimodal Hub

Kabul

Planned Major City Station Railway Station/ Junction Existing Rail Planned Rail

Khost PA K

Custom Station

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

Strategic Framework

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GOAL 4.2

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

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

Strategic Objectives 4.2.1

Establish knowledge sector development programs and research capacities for economic development

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 National Plans and Programs » National TVET Strategy 2019-2024 » National Export Strategy, Human Capital National Priority Program » Higher Education Development Project 2016-2020 Proposed Key Indicators » Proportion of employment in nonagriculture employment, by sex (SDG 8.3.1 / Sasaki Survey) » Research and development expenditure as a proportion of GDP (SDG 9.5.1)

Alignment with National Goals and Priorities SDG 8

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

SDG 9

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

NUP O-7

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

SDG 4

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

» Proportion of medium and high-tech industry value added in total value added (SDG 9.b.1) (Right) Farmers are being taught new farming methods. National Horticulture and Livestock project. Afghanistan, Khost Province. Source: Rumi Consultancy/ World Bank.

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Khost Strategic Development Framework

Strategic Framework

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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 and research capacities for economic development

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 further developed 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.

Associated Projects and Programs

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.

Sheikh Zayed University, MoE, MoCI, MoHE, Municipality, MoWA, MoLSAMD

Vocational training programs and facilities should be increased. There are few existing vocational schools that offer training for skills in engineering, management and accounting, agriculture, and veterinary science. However, according to surveys, the vast majority of residents are not aware of any vocational training centers and programs. In addition, there is a critical gender gap in access to education and training services. Khost should work closely with MoLSAMD to provide access to vocational training, particularly for women. This is key to build a foundation for future economic development. Areas of interest for program development and improvement may include masonry, mining, civil engineering, IT application, trade, arts, and others. In addition, teacher training programs should be developed to increase the number of teachers and improve overall vocational education capacities.

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Khost Strategic Development Framework

» University Partnership and Exchange Program » University Research Center » Vocational and Job Training Program » Engineering Training Program » Vocational Training and Education Center Related Entities

Beneficiaries Students, residents, and businesses

(Top) Photo of Sheikh Zayed University. Source: Abdul Wahid.

Government Universities and Private Higher Education 2017-2018 University Name Shaikh Zayed University Ahmadshah Abdali Institute of Higher Education Pamir Higher Education Institution

Type Government Private

# of Students* Female Male 247 7,603 225 534

Total 7,850 759

# of Teachers* Female Male 1 236 0 34

Total 237 34

Private

742

738

StudentTeacher Ratio 33x 22x 22x

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

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

# of Students* Female Male 0 796 30 383 0 661 0 206 0 82

Total 796 413 661 206 82

# of Teachers* Female Male 0 43 0 15 0 11 0 11 0 6

Total 43 15 11 11 6

Total 370 587

# of Teachers* Female Male 0 36 0 23

Total 36 23

StudentTeacher Ratio 19x 28x 60x 19x 14x

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

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

# of Students* Female Male 27 343 83 504

StudentTeacher Ratio 10x 26x

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

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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

Urban economies are characterized by the diversification of industrial sectors and commercial opportunity. To support continued growth, Khost should do as much as it can to provide a supportive infrastructure for commercial development and creating job opportunities.

Associated Projects and Programs

The residents of Khost city mainly run small businesses, shops, small production factories, and other minor businesses. Existing commercial activities are mainly concentrated in the center of the city with long travel times for peripheral neighborhoods, which often leads to congestion and traffic jams. It is proposed that the existing commercial area should be decentralized by adding commercial zones throughout the city. The decentralization of the existing commercial area will allow more space for the existing vendors in the city center and will reduce congestion. This will also attract more investors to invest in certain businesses and contribute to the local economic development as well as the urban economy. These zones should be created to be linked to supporting infrastructures and transit planning. Additionally, supporting small-scale production spaces and devising a service sector support and promotion program can support local entrepreneurs, particularly the youth, by providing low-cost space and small business loans.

» Existing Market Infrastructure Upgrades

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 curriculum 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.

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Khost Strategic Development Framework

» Local Material and Labor Promotion Study » Commercial Promotion Zone

» Housing Construction Standards Study » Service Sector Support and Promotion Program Related Entities Local Chamber of Commerce, MoCI, MUDL, Municipality, MoPW, MoWA, MoLSAMD Beneficiaries Businesses See 2.4.1 for recommendations on housing supply related to the development of housing standards (Left) Improving educational opportunities for girls and women in Kabul. Source: Kiana Hayeri (Right) Street vendors in Herat. Source: Jolyon Leslie

STRATEGIC OBJECTIVE 4.2.3

Provide basic services to industrial parks

According to Afghanistan Chamber of Industries and Mines, there are currently about 200 factories in the province, of which only 44 formally registered with the local authorities. These factories primarily produce biscuits, fabrics, plastics, drinks and similar basic commodities. A lack of supporting infrastructure combined with poor security are the bottleneck of relatively higher costs that are eating up much of local business owners’ revenue. In addition, the lack of an industrial park up to recently had brought about the concentration of factories in residential areas, which has in turn created numerous environmental problems. The establishment of a properly equipped business park would allow local entrepreneurs to grow their businesses and provide more job opportunities especially for the increasing youth. There is an existing industrial park several kilometers to the west of Khost that is recently being developed. A light industrial park, covering 37 acres of land, is proposed in the eastern part of Khost near the former airport for technical activities such as metalworking, carpentry, and others. A heavy industrial park, covering an area of 1,361 acres, is planned in the southern part of the city and will leverage the civic airport infrastructure.

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

(Top) Industrial Park in Africa .Food Business Africa, 2019.

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 Khost 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.

Strategic Framework

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STRATEGIC OBJECTIVE 4.2.4

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

Associated Projects and Programs

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

Local Chamber of Commerce, AMA, AKAM, Municipality

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

Beneficiaries

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

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

animal husbandry training

subsistence support

and basic health and hygiene care and access to finance.

Upon graduation, TUP members are linked with financial institutions to further expand their businesses and enterprises. As of 2019, people in Khost do not have access to the Microfinance Program offered by MISFA. The provision of financial services such as this should be further enhanced to enable ultra-poor households to come out of extreme poverty, and to accelerate local and regional economy by strengthening lending capabilities. The establishment of a housing development fund through the National Housing Policy will also help to support local financial institutions in Khost to provide short-term and long-term loans for housing as well as supporting the sukuk market.

1 MISFA, Annual Report, March 2019 III.136

Khost Strategic Development Framework

» Microfinance Program » Housing Finance Program Related Entities

Residents and businesses

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)

Strategic Framework

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GOAL 4.3

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

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

Strategic Objectives 4.3.1

Strengthen regional agricultural networks through agro-industrial development

4.3.2

Improve organizational and knowledge-based inputs for agriculture

4.3.3

Promote high-value crops and improve agriculture production infrastructure

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

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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

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 4.3.1

Strengthen regional agricultural networks through agro-industrial development Agriculture is the largest economic sector in Khost. In Khost, the production of fruits and nuts accounts for approximately 53 percent with walnut and pomegranate being the most important export crops. The remaining 47 percent is divided into vegetables (onion and tomato), grain (wheat, beans and pea), and industrial (tobacco, cotton, alfalfa and clover) crop production.1 Khost’s main agricultural production includes wheat, maize, alfalfa, and clover. Unlike in other provinces the province is fairly decentralized with a particular degree of crop specialization in each of the 13 districts. Khost also provides around 1,188 factories, which are distributed across the districts, but the provincial city center accounts for roughly 50 percent of them. Due to the regional topography, Khost is a natural collection and processing center for agricultural and forestry products within Khost province. With the establishment of the new airport and opening up cross-border connectivity with Pakistan, Khost will end up playing a larger role in agro-processing for villages in the neighboring provinces of Paktia and Paktika as well. 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, storage, packaging, waste and effluent treatment, logistics and transport, and labor facilities. An agro-industrial hub in Khost can also link to university programs focused on agricultural research and development as well as training programs for building a skilled workforce. They are connected to a wider agricultural network and 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).

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 See 2.3.2 Create vocational education and entrepreneurship opportunities for women and youth

Planning for agro-industrial hubs should include the spatial consolidation of largescale production and processing facilities as well as support for the growth of smallscale facilities. Agro-industrial hubs and urban food parks should be planned and implemented near the recently completed airport and connected to future railway and corridor planning, with the short-term provision of much-needed cold storage facilities. These facilities can host an array of services for businesses in Khost such as pine nut (and other nuts) processing and marketing; cotton processing; as well as vegetable production, processing and marketing.

1 UNFPA Khost 2005 Strategic Framework

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Goal 4.3 Strengthen the agricultural sector and develop sustainable value chains

STRATEGIC OBJECTIVE 4.3.2

Improve organizational and knowledge-based inputs for agriculture Associated Projects and Programs » Agricultural Digitization Program » Agricultural Specialty Services Support Program » Agricultural Crop Diversification Program Related Entities Sheikh Zayed University, MAIL, MRRD Beneficiaries Farmers and businesses

Khost can play a key role in agricultural education for the region due to the establishment of the Shaikh Zayed University. Investment should be made to further strengthen the agriculture program at Shaikh Zayed University to increase technical capacity for important crops in Khost province as well as surrounding Livelihood Zones. Khost is not a regional center like Afghanistan’s larger cities and as a result is overlooked by national programs. For instance, Khost was not a part of AWATT Program, a threeyear program, which aimed to increase food security, agricultural productivity, and employment in rural areas. Due to recent institutional and infrastructural investments, the university should now play an important role in strengthening the agricultural capacity of eco-regions in Afghanistan’s Southeast region that are similar to Khost and livelihood zones that will increasingly use Khost as a market. Sheikh Zayed University should build up the capacity to educate farmers engaging with the diverse agro-climatic conditions across the livelihood zones that depend on their respective cities. This means universities should develop specializations within the agriculture program to address chronic and emerging issues specific to these agroclimatic 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.

See 5.4.2 Develop integrated regional natural resource management capacities

Sheikh Zayed University should develop the capacity to engage the following livelihood zones: Eastern Intensive Irrigation Agriculture Zone, Kabul and Logar Irrigated Zone, Eastern Semi-arid Agriculture Zone, East-Central Orchard and Agriculture Zone, Eastern Mixed Agriculture and Forest Zone. (Refer to Annex for associated agricultural activities and crop calendar of each Livelihood Zone). Khost is uniquely positioned to integrate traditional tribal security systems (Arkabai) that guided the Loya Paktia tribes of the region with natural resource management and peace-building. The mountainous areas of Khost yields the most important agro-processing products such as pine nuts. University programs and its extension programs can further build up specializations in agro-forestry to improve landscapes and livelihoods.

See Appendix for associated agricultural activities and crop calendar of each Livelihood Zone (Top) Women running a small business. Source: Globalgiving.org (Middle) Encourage women’s income generation opportunities (in agriculture, business, etc.). Source: Flickr.com (Right) Agricultural training session in Afghanistan led by USAID. Source: USAID

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Khost Strategic Development Framework

STRATEGIC OBJECTIVE 4.3.3

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

In 2018, Khost was subject of a World Bank led National Horticulture and Livestock Project (NHLP), with the aim to modernize farming methods for horticulture and upgrade irrigation technology such as the installation of solar water pumps. The initiative is funded with a 190 million USD grant from the Afghanistan reconstruction Trust Fund (ARTF), which is linked to the Ministry of Agriculture, Irrigation and Livestock. In addition small economic development packages (Mini EDP) aims to develop 3 value chains (poultry, apiculture and greenhouses).

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

As a smaller provincial capital within a largely tribal region, Khost is much more closely linked to the agricultural economy and its hinterlands. Due to recent improvements in infrastructure, electricity, human capital, financing, and export facilities, Khost now has inherent advantages that cannot be replicated across the province. As such, a number of projects with catalytic impact on agricultural value chains and livelihoods can be implemented within peri-urban agricultural lands. Peri-urban or urban farms are ideal sites to experiment coupling agriculture with aquaculture (fish) or 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 (Urban Toolkit here) and structured customary urbanization (Urban Toolkit here). 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 pine-nut processing and agro-forestry. High-value crops suited to the climate and value chains include pomegranates, walnuts, and vegetables.

See 1.2.3 Structure and integrate areas for urban expansion (Top) A small greenhouse supporting local farmers and peri-urban households. Source: World Bank. (Bottom) Supporting high-value crops and orchards. Source: Freepresskashmir.com Strategic Framework

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Goal 4.1 Strengthen regional connectivity and cross-border linkages

PROJECT SUMMARY

Strengthen regional connectivity and cross-border linkages Project ID

Project Description

4.1.1

Support commercial growth and reinforce regional connections to Pakistan and the rest of the country

4.1.1.1

Multi-modal Freight Hub

4.1.1.2

New Civil Airport

4.1.2

Improve logistics and storage capacities and strengthen connections to the new civil airport

4.1.2.1

Truck-to-Rail Freight Interchange

4.1.2.2

Warehouse Support Program

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

Project Description

4.2.1

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

4.2.1.1

Vocational Training and Education Center

4.2.2

Strengthen local commerce, industry, and labor market

4.2.2.1

Existing Market Infrastructure Upgrades

4.2.3

Provide basic services to industrial parks

4.2.3.1

Industrial Power Infrastructure Construction Program

4.2.3.2

Industrial Roadway Infrastructure Construction Program

4.2.4

Support banking sector and financial services

4.2. 4 Vocat Edu Res 4.1.1.1 Multi-modal Freight Hub

4.1.1.2 New Civil Airport

Strengthen the agricultural sector and develop sustainable value chains Project ID

Project Description

4.3.1

Reinforce regional networks and strengthen connections to the new civil airport

4.3.1.1

Link to Rural Development Facilities and Programs

4.3.1.2

Urban Food Park

4.3.1.3

Wholesale Market

4.3.2

Improve organizational and knowledge-based inputs for agriculture

4.3.2.1

Agricultural Research, Development, and Training Center

(Right) Key economic projects for Khost III.142

Khost Strategic Development Framework

4.1.2.1 Freight Interchange

2 km

4.3.2.1 / 4.3.1.1 Agricultural Research Center & Link to Rural Development Facilities

4.3.1.3 Wholesale Market

4.3.2.1 .1.1 Vocational / 4.2.1.1 tional Training Training & ucation & Education Center search Center

4.3.1.2 Urban Food Park

4.3.1.1 Agro-Industrial Hub

4.2.3.2 Industrial Roadway Infrastructure Program

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GOAL 4.4

Promote a sustainable extraction economy and develop mining related value chains The significant natural resources in the region contain tremendous economic potential. These benefits will only be realised if proactive steps are taken to develop the human resources and institutional capacity to sustainably leverage these assets.

Related Key Drivers » Sustainable development of mining sector Related National Plans and Programs

Strategic Objectives 4.4.1

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

Establish educational programs for mining and resource extraction

Alignment with National Goals and Priorities

Proposed Key Indicators

NUP O-1

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

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

NUP

Promote balanced regional growth and strengthen economic transformation

NUP

Promote spatial integration between city and peri-urban areas

U-NPP 3.4

Promote agglomeration economies and urban economic zones

U-NPP 3.5

Strengthen rural-urban linkages and export market value chains

SDG 8

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

SDG 9

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

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

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Khost Strategic Development Framework

STRATEGIC OBJECTIVE 4.4.1

Establish educational programs for mining and resource extraction

Khost has extensive deposits of nonmetal minerals including asbestos and quartz. Given the proximity to Pakistan, Khost has the potential to be developed as a regional hub for mineral processing and export. However, the development of educational programs for mining and resource extraction in Khost are still in their infancy. Training and skill development is much needed, including for specialized personnel that can monitor and evaluate the extractive sector in sustainable ways. The development of the extractive sector should be pursued with caution, but early investment in prospecting and infrastructure provision can pave the way for sustainable development. To support regional development of extractive resources, a department of mining should be established at Shaikh Zayed University. Development of the program should be coordinated with global academic institutions that support sustainable extractive industry to leverage external capacities and learn from experiences of other mineralrich countries. Another way is to seek support through national initiatives like the Academic Mining Education in Afghanistan (AMEA) project, which has modernised the mining programs at Kabul Polytechnic University, Kabul University, and Balkh University between 2014 to 2017. The High Council on Human Capital, in coordination with MoMP and MoE, may also provide a strong vision on the development of educational programs. At the TVET level, programs to increase the number of engineers, particularly in resource estimation, mining, contract management and compliance, should be developed in an early manner.

Associated Projects and Programs » Mining Research and Development Program Related Entities Sheikh Zayed University, MoMP Beneficiaries Students and businesses

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

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Theme Five

INCLUSIVE PLANNING AND GOVERNANCE

VISION STATEMENT

Inclusive Planning and Governance Promoting integration and addressing land conflcts by improving municipal planning and approval processes Protecting and maintaining natural resources of the region by enforcing protection status and establishing an R&D plan Developing a framework from planning to implementation

Establishing this vision for Khost will require the following goals:

Goal 5.1 Strengthen trust in institutions and empower citizens

150

Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

154

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

162

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

170

Goal 5.5 Establish SDF implementation process and framework III.148

Khost Strategic Development Framework

176

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INTRODUCTION

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

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GOAL 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.

Related Key Drivers » Representation and empowerment of women » Development of formal sub-municipal governance systems

Strategic Objectives 5.1.1

text

Related National Plans and Programs » Effective Governance National Priority Program 2019-2024 » Citizen’s Charter National Priority Program

Alignment with National Goals and Priorities 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 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

Proposed Key Indicators » % 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)

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Establish a community-based infrastructure services program

Khost Strategic Development Framework

STRATEGIC OBJECTIVE 5.1.1

Establish a community-based infrastructure services program

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

Associated Projects and Programs

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

» Household Improvement Microfinance Program

» 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

Related Entities Municipality, Local Chamber of Commerce, AMA, AKAM, AUWSSC, DABS Beneficiaries Residents

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

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Goal 5.1

Strengthen trust in institutions and empower citizens

STRATEGIC OBJECTIVE 5.1.2

Invest in community outreach and educational initiatives Associated Projects and Programs » Civic Education Public Outreach Program » Natural Disaster Awareness Public Outreach Program » IDP Outreach and Integration Program Related Entities 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. Given the political importance attached to the devolution of local governance in Khost, it is significant that many residents are aware of the head of their Community Development Council (CDC) but have not participated in the elections to such bodies. 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.

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

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.

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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.

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GOAL 5.2

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

Related Key Drivers » Municipal revenue generation » Related National Plans and Programs » Urban National Priority Program

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

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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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

Khost Strategic Development Framework

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.

Improve revenue collection efforts

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

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

Safayi tax accounts for less than 5% of total revenues and this should be strengthened through enforcement mechanisms.. It will help Khost collect this tax more in the amount when the urbanization proceeds and the value of real estate goes up in the near future.

City entry tax accounts for about 35% of revenue because of its proximity to Pakistan. Currently these are mostly collected in cash, creating an incentive for corruption. Given that Khost can benefit from its location, a change in the collection system should be explored.

The collection of the business license tax is the highest among 5PCCs and needs to be further strengthened. Currently these are mostly collected in cash, creating an incentive for corruption. A change in the collection system should be explored.

Billboards tax, which was not collected for FY2016, should be collected.

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

See 4.2.2 Decentralize local commerce and strengthen the labor market

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

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

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Goal 5.2 Leverage sustainable financial resources and improve municipal revenue generation

Decrease 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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Khost Strategic Development Framework

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.

Associated Projects and Programs

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.

Related Entities

» Safayi Tax System Improvement » Participate in the Institutional Development Program for Land Administration (IDPL) » Land Registry and Cadaster » Property Tax Pilot Program

Municipality, MoF, MUDL Beneficiaries Municipality

Improve the safayi tax system. A systematic reform of safayi tax may be useful to improve municipal revenue generation and set up a framework for property taxation in the future. Currently, safayi tax comprises two items, including tax from solid waste collection and property tax. For instance, owners of idle urban land would not have a clear payment obligation under the current form of the safayi tax. Therefore, two separate charges should be clearly established for the solid-waste collections to be paid by the tenant while the property owner pays the property tax. To improve the collection and enforcement of these charges in the long-term and build capacities for property tax collection, land registration efforts should be prioritized. Through the ongoing Institutional Development Program for Land Administration (IDPL) MUDL will focus on creating an enabling environment, building personnel capacities, and developing technical infrastructure to promote a title registration system. As this program expands, the resources that it gains will be useful for improving land administration in Khost (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 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.

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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

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.

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.

Historical Records of Incentives and Support Program (Last 3 FYs) FY2016

FY2017

FY2018

Incentive ($ M)

1.5

3.5

3.4

Selected Municipalities

Selected 5PCCs

Herat, Kandahar, Jalalabad, Mazar-e-Sharif

Khost

Support ($ M)

1.0

1.5

Selected Municipalities

Selected 5PCCs

Total ($ M)

2.5

5.0

4.9

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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

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Performance-based grants shall be allocated to fund capital investment projects aligned with the national development agenda and priorities, which indicates that setting up clear goals and objectives are necessary for the establishment of the new MIF.

A set of key indicators for LGUs’ operational performance should be established and utilized for the allocation of funds, similar to what has been done in the Philippines with a “Seal of Good Local Governance.”

Transparency and accountability of local government hold a key to the successful implementation of PBGS.

Khost Strategic Development Framework

(Top) Investing into a gender equal future and into the next generation of labor force is important across all Afghan cities. Source: Jolyon Leslie Strategic Framework

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GOAL 5.3

Strengthen coordinated urban governance, planning, and land management techniques Improving management, clarifying roles, and actions can help to ensure that governmental ministries and agencies can plan and coordinate activities efficiently to achieve sustainable land utilization and coordinate service delivery.

Related Key Drivers » Institutional capacity and coordination for planning and implementation » Relocation and expansion of government facilities » Development of formal sub-municipal governance systems Related National Plans and Programs » Effective Governance National Priority Program 2019-2024 » Urban National Priority Program » Civil Service Support Program

Strategic Objectives 5.3.1

Expand training for local government and municipal officials

5.3.2

Build capacity for planning, land management, and zoning regulation

5.3.3

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

5.3.4

Define municipal boundaries to support planning and service delivery

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

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Alignment with National Goals and Priorities NUP O-2

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

NUP O-6

Reform urban planning systems and institutional mechanisms for comprehensive and coordinated urban development and management

NUP

Achieve effective land utilization and spatial organization of land uses in urban areas

U-NPP 3.1

Reduce urban poverty and strengthen the resilience of urban households

U-NPP 3.2

Strengthened urban land management and administration

SDG 11

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

Khost Strategic Development Framework

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: USAID, Women in Government Program. 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.

Related Entities NEPA, MUDL, MAIL, RBA, RBC, Municipality, WUA, IDLG, WRA Beneficiaries Residents and Farmers

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. 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.

Levels of Planning Strategic Development Framework

Municipal Spatial Plans (includes Zoning Plans)

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.

Detailed Plans

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Strategic Objective 5.3.2 Build capacity for planning, land management, and zoning regulation

GUIDELINES

5.3.2-1 Preliminary Spatial Guidelines Building capacity for land management requires an approach that can introduce land use management techniques while building planning and enforcement capacities over time. Preliminary Spatial Guidelines has been developed for the SDF that can serve as a framework for regulation. It will require additional refinement but identifies key areas to help direct growth and mitigate urban risk exposure at the level of permitting and regulation.

See Appendix for methodology and the Appedix section: Developing a Zoning and Land Use Plan from the Spatial Framework.

GUIDELINES

5.3.2-2 City Region Urbanization Guidelines The Khost city region consists of other key settlements and district centers that form a network of production centers and markets, but also for education and healthcare. Planning in Khost 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.

(Above) Land Use Planning for Urban Flood Risk Management, World Bank, 2017 Strategic Framework

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

STRATEGIC OBJECTIVE 5.3.3

Establish a public data sharing platform and data management standards for planning Associated Projects and Programs

· · · ·

Data Literacy and Education Program

Policy Guidelines Data Management Standards

Related Entities Municipality, IDLG, MUDL

Beneficiaries Residents and Farmers

See Appendix for Data Inventory. Also see Strategic Development Framework Guidance Manual on data management. (Below) Students conductiong research. One way public data is being used. Source: Kiana Hayeri

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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. 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.

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

STRATEGIC OBJECTIVE 5.3.4

Define municipal boundaries to support planning and service delivery Municipal boundaries vary from city to city in their coverage of contiguous urban areas and territorial coverage of peri-urban areas. There has not been a systematic application of boundaries for municipal governance as boundaries have changed frequently over several years. A formal process and criteria must be established to normalize boundary expansion as Khost 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.

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

In general, the urban areas that Municipalities govern require radically different approaches. Municipalities must govern the service provision for populations that are largely not dependent on agriculture and thus may not be supported by subsistence. The majority of residents of urban areas may need to fully rely on markets and their communities for resources. For this reason, municipal boundaries must consider the areas of service that a municipality has a responsibility to provide for. There are two aspects to consider: (A) area of service contiguity and reciprocity and (B) jurisdictional clarity. Environmental considerations require more organizational complexity as environmental concerns often cross jurisdictional boundaries. Pollution from urban areas may impact ecologies in the region through the air or movement downstream along water bodies. Likewise, human activity upstream and in the region may affect urban communities downstream. Environmental hazards like flooding affect urban and rural areas indiscriminately, and have different impacts and causes across the urban-rural spectrum. Thus, the management of environmental impacts must take place at both regional and local scales. Administrative roles and responsibilities are important to consider in terms of environmental management and the role that municipal boundaries will play. Additional considerations may be made regarding land use, environmental, and natural resource management: (C) urbanization management capacity and (D) environmental and natural resource management capacity. The following page illustrates potential municipal boundary changes for Khost according to these considerations.

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

Expand Municipal Boundaries 1

Master Plan Boundary Expansion

(C) Urbanization management capacity and (D) environmental and natural resource management capacity: planning for urban expansion, control over stream areas and impacts downstream. 2 New Redevelopments Proposed Industrial Zone

Expansion to the East

(A) Area of service efficiency and reciprocity and (C) Urbanization management capacity

2 1

New Civil Airport

District Boundary

Agricultural Areas

Current Municipal Boundary

Forested Areas

Proposed boundary expansion Master Plan boundary expansion

Built-up Areas 2014 Water (Floodplain) Roads

General Considerations for Defining Municipal Boundaries Consideration A

Area of service efficiency and reciprocity Are areas where services are used effectively delivered?

Jurisdictional clarity Are the areas and territories of responsibility clear between the municipality, districts and province, and are there mechanisms for coordination?

Urbanization management capacity Can the municipality manage land use conflict and guiding growth to ensure that adequate service provision is sustainable?

Environmental and natural resource management capacity Can the municipality or another entity address environmental risk and ecological health in these areas?

Related Activities and Responsibilities

Rationale

Providing infrastructure and other services (public or governing private sector), enforcing taxation, collection of service fees, and other revenue generating activities involving land administration

Infrastructure construction and maintenance costs are dependent on the distribution of areas that require services. Municipalities must also be able to provide services and derive sustainable revenue resources to manage growth. Boundaries should be designated to help to make infrastructure provision costeffective and efficient, as well as improve the ability to internalize costs and revenues adequately based on users of a particular service provided by the municipality.

Sub-municipal governance functions, inter-jurisdictional coordination

Municipal boundaries should be designated with respect to identifiable boundaries of other jurisdictions with similar responsibilities (such as the adjacent districts) to provide a clear framework for both autonomy and coordination.

Long-term planning, management of land development (permitting, incentives, restriction and regulations)

Municipal boundaries should be drawn generously enough to enable the municipality to manage urban sprawl so that development does not outpace infrastructure provision. This may require boundaries that include agricultural areas and other non-urban or vacant land to establish constraints to mitigate sprawl before it extends beyond the administrative boundaries, or the establishment of coordinative mechanisms at the regional level to manage sprawl across jurisdictional boundaries.

Monitoring of environmental impacts and ecological health, establishing and/or enforcing regulations related to risk and ecology

Municipal boundaries should be coordinated with the functions of the municipality related to risk management if there are nearby activities that will negatively impact urban areas downstream requiring regulation. If another organization assumes

Spatial Diagram

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GOAL 5.4

Develop a sustainable framework for water resource management in the region Environmental protections and improvements should be made to improve water quality, supply, and distribution, benefiting the health, safety, and welfare of both urban residents and those residing the surrounding rural watershed. Implementation will require a collaborative effort between traditional local governance and newly established entities to strengthen channels of communication across all stakeholders.

Related Key Drivers » Climate change, environmental hazards, and natural resource development

Strategic Objectives 5.4.1

Establish landscape and natural resource planning standards

5.4.2

Develop integrated regional natural resource management capacities

» Environmental and landscape assets Related National Plans and Programs » Water Resources Development Investment Program » National Irrigation Plan/Water Sector Plans » Afghanistan’s National Development Strategy 2008 (ANDS) » National Adaptation Program of Action (NAPA) for Climate Change

Alignment with National Goals and Priorities U-NPP 2.8

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

NUP O-5

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

SDG 11

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

SDG 15

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

Proposed Key Indicators » stablishment 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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STRATEGIC OBJECTIVE 5.4.1

Establish landscape and natural resource planning standards Before wide-spread improvements can be implemented to improve management of water resources effective standards based on best practices must be established and codified into local codes, regulations, permitting. The formation of NEPA and more recently the WRA in addition to Afghanistan’s Environment Law and Water Law all establish a critical regulatory framework and high-level standards in regard to water quality, distribution, and use.

Associated Projects and Programs

To further advance the goals of these institutions and national level laws, the SDF suggests the establishment of the following standards (at a minimum) to ensure a safe and reliable water supply. While effectively implemented at the municipal and regional level, standards should be developed collaboratively between associated local and national entities, incorporating traditional knowledge and practices where applicable. Depending on the scale of new projects, enforcement planning and development standards should be incorporated into the review process for planning and incorporated into the building code, inspection, and permitting process for new construction and renovation projects. With existing sites and buildings, incentives are recommended to assist with implementation, providing a mutually beneficial improvement to the municipality and the property/building owner.

Related Entities

» Water-Sensitive Design and LowImpact Development Standards » Environmental Land Use Planning Standards

NEPA, MUDL, MAIL, RBA, RBC, Municipality, WUA, IDLG, WRA Beneficiaries Residents and Farmers

Stormwater Volume and Quality For new and existing urban development, it is recommended that national standards be drafted to promote the capture, reuse, and infiltration of stormwater on individual parcels and projects. Standards should be based on internationally recognized best practices for stormwater management and expand to incorporate education and outreach regarding Low Impact Development (LID)/Water Sensitive Urban Design (WSUD) principles. Due to variations in local climate and rainfall patterns of each city, standards for retention of rainwater will need to be adapted for each municipality. The municipality will use these standards to reduce the cost and risk of managing stormwater and downstream pollution, thereby reducing the risk of urban flooding while reducing reliance on municipal water sources and promoting groundwater recharge. Compliance on the planning level would be part of the permitting approval process. Implementation would be verified through inspection by the building department and/or public works department (stormwater management division) of the municipality or equivalent.

Soil Erosion and Sediment Control Throughout urban and rural areas disturbance of soil from agricultural practices and construction earthworks significantly contributes to erosion, diminished air quality and water quality. The environmental and economic costs extend beyond the loss of valuable topsoil and agricultural productivity. Airborne dust and particulate matter contribute to health-related challenges, while sentiment-laden waters silt up waterways and impact the distribution of irrigation. In the agricultural sector, standards would likely be implemented through local agricultural extension offices or soil and water conservation agencies through MAIL, to promote best practices for soil health and conservation. For urban development, a soil protection/sediment and dust control plan should be filed as part of the permit approval process. Enforcement of these standards is typically on the honor system; however, permit holders can be fined if they are found to be negligent through various means of reporting.

Restrictions and Setback Buffers for Surface Water and Wetlands Working to improve water quality by preventing erosion, sedimentation, and filtering pollutants, setback buffers for surface waters and wetlands minimize disturbance and impacts to these highly sensitive landscapes. Providing numerous ecosystem services (filtration, infiltration, erosion control, temperature regulation, preservation of biodiversity, etc.), international standards for buffers vary from 10m inland from the normal high-

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

water mark (providing minimal necessary protection), to +100m (for greater ecological benefit). Buffers should be an integral part of a municipalities blue-green infrastructure system, providing additional socio-economic benefits such as recreational space and increased property values. At the planning stage buffered would be enforced as part of the review, approval, and permitting process by the planning department. Compliance during construction would be part of the inspection process by the building department. Postoccupancy, corridors would be regulated by the stormwater division of the municipality’s public works department or equivalent.

High-Risk/Disaster-Prone Landscapes (Flooding and Landslide) As regulations around urban development and land strengthen, each municipality must collaborate with national level ministries and departments (WRA, AGS, and ANDMA) to accurately map disaster-prone landscapes with the goal of minimizing risk to life and property. Landscapes with a high potential for riverine and pluvial (rainfall) flooding, and landslide represent the most common hazards in Afghan cities. In areas of high flood risk, regulations defining appropriate land use for zones with specified recurrence intervals should be developed. Flood zone and slope development regulations should be drafted as a national standard (cooperatively between MUDL, MRRD, and ANDMA) additionally providing education and outreach regarding to help citizens understand risk. Compliance would be accomplished through regional governments and municipalities, regulating new development through planning approvals and permitting, and providing relocation assistance to existing residents in high risk areas.

STRATEGIC OBJECTIVE 5.4.2

Develop integrated regional natural resource management capacities Within the past decade, Afghanistan has made significant progress establishing the foundation for a more integrated approach to natural resource management, however, significant data gaps remain. Today the Integrated Water Resource Management (IWRM) approach of the water sector currently represents the most coordinated effort to manage the country’s most vital resource. While the majority of water consumption is allocated to agriculture, the stability and managed growth of Afghan cities depends on the protection and sustainable use of all natural resources - water, soil/arable land, biodiversity, clean air, and more. Building upon current programs and valuable traditional knowledge, the collection of baseline data, monitoring, and continued collaboration and exchange of knowledge and information is essential to foster a more integrated approach to managing natural resources at a regional level. At a basic level, integrated resource management capacities should include:

Associated Projects and Programs

Update the 2008 Sustainable Water Resource Management Plan / Water Sector Strategy

NEPA, Municipality, MAIL

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.

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» 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

Beneficiaries Residents and Farmers

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, 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.

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GOAL 5.5

Establish SDF implementation process and 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.

Related Key Drivers » IInstitutional capacity and coordination for planning and implementation Related National Plans and Programs » xxxx Proposed Key Indicators » Establishment of a Multi-year CIP Plan

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 Institutional Strategic Plan with the SDF

Alignment with National Goals and Priorities

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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

Khost Strategic Development 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: »

Indicates actions to be taken as agreed by committee members and stakeholders

Identifies lead entity and supporting entities

Identifies a timeline for an action to be taken

Indicates necessary requirements such as the legal, policy, coordinating mechanisms, needed to carry out an action

Lists needed personnel resources such as existing staff, hiring new staff or consultants, volunteers, or others

Indicates a detailed current status of implementation, including challenges and steps to take to address them

See Action Plan and Implementation for more information.

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Goal 5.5 Establish a SDF implementation framework

STRATEGIC OBJECTIVE 5.5.2

Establish a CIP development process It is essential to enhance the capacity of the municipality to budget and execute a multi-year CIP plan. In the current budget cycle, investment projects are identified, discussed, and selected for the next fiscal year only. A multi-year CIP plan is key for catalyzing a variety of projects. It also makes it possible for municipalities to think about sequences and concurrency, which are critical for sustainable planning and development. A multi-year CIP plan should cover at least the next three to five fiscal years. A preliminary CIP has been developed based on projects identified in the formulation of the SDF. These project lists are divided into two groups based on implementation: »

Municipal CIP: outlines a list of prioritized projects for consideration for implementation by the municipality

Strategic Investment Roadmap: outlines projects that fall outside of the implementation responsibility of the municipality, but are important projects for consideration by other urban sector implementation partners.

A CIP committee should be established for capital investment planning and monitoring of implementation. This group may include the mayor, financial manager, lead engineer, and planning manager. The role of this committee should be to devise clear guidelines for project approvals and prioritize projects within the multi-year plan as they are identified.

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

[See CIP Annex]

STRATEGIC OBJECTIVE 5.5.3

Establish a monitoring and evaluation framework Related Entities

Monitoring Internal to the planning project team

Inputs

Processes

Has the plan implementation resulted in the desired outcome?

Outputs

Outcomes

Impacts

Is the planning process going as intended?

SDF Implementation Committee, Municipality, MUDL, IDLG Beneficiaries Municipality

Evaluation External to the planning project team 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. Strategic Framework

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Goal 5.5 Establish a SDF implementation framework

STRATEGIC OBJECTIVE 5.5.4

Align Municipal Strategic Corporate Plan with the SDF For Khost 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.

Related Entities Municipality, IDLG Beneficiaries Municipality

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. See Appendix: Municipality Responsibilities

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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. » » » » »

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

Khost 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 coordiantion may be required. » » » » » » » » » » » » » » » » » » » » » » » » »

Afghan Energy Information Center (AEIC) Afghanistan Microfinance Association (AMA) Afghanistan Railway Authority (ARA) Energy Steering Committee (ESC) Inter-ministerial Commission of Energy (ICE) Independent Directorate of Local Governance (IDLG) 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 Sheikh Zayed University Urban Management Information System (UMIS)

Other Supporting Entities » » » » » » » » » »

Aga Khan Agency for Microfinance (AKAM) Afghanistan Research and Evaluation Unit (AREU) German Corporation for International Cooperation (GIZ) Ministry of Finance (MoF) Ministry of Higher Education (MoHE) Ministry of Information and Communications Technology (MoICT) Ministry of Justice (MoJ) Ministry of Public Works (MoTCA) Ministry of Women’s Affairs (MoWA) Other Universities

Timeline Each action has a related timeline identified based on goals and strategic objectives. These are organized based on criteria related to the SDF’s time horizon and the planning process: Name

Time Frame

General Criteria

Quick Win

1-3 years

Can be started immediately and implemented quickly

Short

1-5 years

Requiring little to no enabling actions and possible funding sources exist

Medium

5-10 years

Requires capacity-building or lacks clear investment source, but few dependencies

Long

10-20 years

Dependent on other things, and/or may require long-term planning and preparation

Action Plan and Implementation Framework

1 Urban Growth and Development Strategy for the 21st Century 1.1 Strengthen compact development and structure urban growth through corridors and nodes Objective

Action

Lead Entity

1.2.1 Reinforce central Khost as a regional urban hub

Develop a urban design guidelines that build on the existing detailed plan

Municipality, MUDL

Supporting Entities

Synergies

Location

1.1.2 Encourage the redevelopment of Old Khost airport into a mixed use urban neighborhood

Develop an Old Airport Redevelopment Plan

Municipality, MUDL

MoTCA

Nahia 2

Short

1.1.3 Coordinate westward expansion with the development of an economic hub around Khost’s new airport and a new ring road

Develop a Civil Airport Connectivity Strategy to structure investment and future development

Municipality, MUDL

MoTCA, Provincial Government

Civil Airport

Short

1.1.4 Anticipate the redevelopment of Khost Military Base into an regional economic and educational Hub

Develop a Decomissioned Military Base Campus Redevelopment Plan to promote university and mixed-use programming

Municipality, MUDL

MoTCA

Northeast

Short

1.2.1

Term 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

Codify a Urban Corridor Development Plan (U-B.5) to structure future development

Municipality, MUDL

MoTCA, Provincial Government

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

Create a Seway Town Urban Connection Plan (U-E.5)

MUDL, Municipality

1.2.2 Upgrade and integrate neighborhoods

1.2.3 Structure and integrate areas for urban expansion

Location

Term Short

Khost Road

Short

5.1.1

Short

MUDL

5.1.1

Long

MUDL

1.2.3, 2.4.1

Long West

Short

Location

Term

1.3 Improve connectivity and mobility choices Objective

Action

Lead Entity

Supporting Entities

1.3.1 Improve pedestrian infrastructure and promote public safety

Develop Inclusive and Integrated Streetscape Guidelines

MUDL

Municipality

Short

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

MUDL

Municipality

Short

Implement a Roadway Improvement Program (U.F-2)

Municipality, MoTCA

1.3.2 Improve traffic circulation and road infrastructure

1.3.3 Expand transit access and increase mobility options

Synergies

Overall, Southern Export Road

Short

Urban Transportation Management Plan

Municipality

MoTCA, MUDL

Overal

Short

Manage a Ring Road Construction Program

Municipality

MoTCA

Southwest

Medium

Transit Plan and Express Bus Line

Municipality, Private Sector

MoTCA

Improve or build a new Regional Bus Station

Municipality, MoTCA

MUDL

Nahia 2

Medium

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

MoTCA

ARA, Private Sector

West, Civil Airport

Long

Khost Strategic Development Framework

4.2.2, 1.2.1

Medium

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

Establish a AUWSSC Capacity Building Program (L-A.5.1)

AUWSSC

WRA, Universities

Build a Drinking Water Treatment Facility

AUWSSC

AUWSSC, Municipality, MUDL

Short

Build a Storage Facility and Pump Station

AUWSSC

AUWSSC, Municipality, MUDL

Short

Develop a Surface Water Diversion Channel and Collection Network

WRA, MAIL

WRA

Short

Implement Drinking Water Network Upgrades and Expansion

AUWSSC

Short

Plan and implement Water Transmission Line Network

AUWSSC

AUWSSC, Municipality

Short

Establish a Decentralized Wastewater Treatment Pilot Program

AUWSSC

Establish and Pilot a Pit Latrine Upgrading Program

Municipality

Prepare a Comprehensive Solid Waste Plan (U-E.6) and identify capacity needs

Municipality, NEPA, MoPH

Build Solid Waste Transfer Stations

Municipality, MUDL, MoPH, NEPA

Nahia 1, Nahia 5

Short

Implement Solid Waste Collection Service Expansion

Municipality, MoPH, NEPA

Overall

Short

Implement Solid Waste Truck Route Roadway Improvements

Municipality, MoTCA

Nahia 1, Nahia 2, Nahia 5, East

Short

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

East

Short

Landfill Cap and Closure

Municipality, MUDL, MoPH, NEPA

East

Short

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

2.1.3 Establish wastewater treatment system

2.1.4 Establish an integrated municipal solid waste management strategy

2.1.5 Increase landfill capacity

Location

Term Short Short

2.1.3

Short

2.1.2

Quick Win

AUWSSC

Quick Win Short

2.2 Invest in sustainable infrastructure and building urban resilience Objective

Action

Lead Entity

Supporting Entities

2.2.1 Invest in sustainable energy solutions

Implement a Solar Project (10 MW)

DABS

Central PPP Unit, AREU

Develop a Blue-Green Corridor and Spine network

Municipality, MUDL

WRA

Implement a Canal Restoration (L-D.2) program

Municipality, NEPA, ANDMA

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

Synergies

Location

Term

TBD

Short

5.1.1

Shamal River

Medium

WRA

5.1.1

Nahia 6

Long

WRA, AREU

AUWSSC, NEPA

2.1.1

Short

Establish a Hillside and Forest Conservation Program

MAIL

NEPA, Municipality

5.4.2, 4.3.3

Medium

Establish a National Park Designation and Management Program (L-A.3)

NEPA

MUDL, MAIL

Renewable Energy Feasibility Study Biomass Waste-to-Energy Project 2.2.2 Build urban resilience through landscape strategies

2.2.3 Preserve and enhance regional ecology

Long

Action Plan and Implementation Framework

2.3 Support inclusive social development for underserved populations Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

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

Build Women-only Park Rooms

Municipality

MoWA

3.2.2

Nahia 4, Nahia 6

Quick Win

Construct Women's Parks (S-D.2)

Municipality

MoWA

3.2.2

Nahia 6, Nahia 4

Short

TBD

Medium

2.4.2

TBD

Medium

2.3.2 Create education and entrepreneurship opportunities for women and youth

2.3.3 Establish a secure mobility network for women

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

Establish a Girls Education Outreach Program (SE.4)

MoE

MoWA

Estalish a Women's Chamber of Commerce

Local Chamber of Commerce

Municipality, MoWA, MoCI

3.1.2

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

Short

Short Nahia 6

Short

2.4 Improve access to affordable housing and community infrastructure Objective

Action

Lead Entity

Supporting Entities

Synergies

2.4.1 Expand affordable and accessible housing options

Support the National Housing Survey

MUDL

Municipality, Provincial Government

4.2.2

Short

Extend the Housing Development Fund Support Program to support local financial institutions

MUDL

MoF, Local FInancial Institutions

4.2.2

Short

Identify and provide Affordable Housing Incentives

MUDL

Municipality, MoF

4.2.2

Medium

Conduct a Social Development Needs Assessment

MoWA, MoLSAMD, MoE, MUDL

5.1.2, 2.3.2, 2.3.1

Short

Build a Civic Library and Multipurpose Learning Center

Municipality

2.3.2

2.4.2 Enhance and expand access to community amenities and facilities

Khost Strategic Development Framework

Location

TBD

Term

Medium

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

Action

Lead Entity

Supporting Entities

3.1.1 Develop civic and cultural institutions in partnership with resident and diaspora population

Devise a Diaspora Investment Program to leverage returning talent, support families, and promote local development.

Municipality

Local Chamber of Commerce, Municipality, MoEc

Synergies

Location

Term Short

Establish a Culture and Heritage Outreach Program to teach the public about cultural and natural heritage preservation

Municipality

MoIC

Short

Conduct a Cultural and Archaeological Heritage Study

MoIC

Municipality, MoIC

Medium

3.2 Develop cultural and recreational landscapes Objective

Action

Lead Entity

Supporting Entities

3.2.1 Preserve and restore the hillsides north of Khost as a unique ecological greenbelt and cultural asset

Develop a Regional Connectivity Plan to leverage the proposed Pakistan corridor

MoTCA, LARA

Municipality

Synergies

Location

Term

Create a Northern Hillside Parks and Recreation Strategy

Municipality, NDC, Provincial Government, IDLG

NEPA, MAIL

Develop a Ecotourism Promotion Strategy

Municipality, MAIL, NEPA, MoIC

MoIC

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

Municipality, MoWA

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

Municipality

Build a Neighborhood Recreation Facility

Municipality, Olympic Committee, Directorate of Sports

Nahia 6

Short

Build New Urban Parks

Municipality

Nahia 4

Medium

Design and implement an Urban Trail Network (S-D.4)

Municipality, Directorate of Sports

Nahia 6, Nahia 1, Nahia 4

Medium

Short

Hillside and Forest Conservation Program Greenbelt Zone

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

2.2.3

Medium

Medium 2.3.1

NEPA, MUDL

Nahia 6, Nahia 5

Nahia 4, Nahia 6

2.3.1, 5.1.1

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

4.1.1 Increase logistics and storage capacities for export processing

Develop a New Civil Airport Integration Plan to establish development corridors between the airport and the city

MoTCA

Municipality, MUDL

Synergies

Location

Term

Southwest

Short

Develop a Warehouse Support Program

MoCI, ACCA

MoEc, Municipality

4.2.3, 4.3.1

Short

4.1.2 Establish a new economic hub around the airport and develop regional connectivity to support cross-border links

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

Short

Establish a Multi-modal Freight Hub

MoTCA

MoCI, ARA, MoTCA, Municipality, ACCA

4.1.1

Plan and construct Haji Bottle Highway to strengthen connection to Pakistan

MoTCA

Plan and construct Terminal and Customs Trade Infrastructure

MoTCA

Implement a Regional Highway Improvements Program

MoTCA

West

Medium

Southeast

Medium

MoCI, MUDL

Southeast

Medium

Municipality

Region

Medium

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 and research capacities for economic development

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)

Sheikh Zayed 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, Sheikh Zayed 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 6

Medium

4.2.2 Strengthen local commerce, industry, and labor market

Identify and implement Existing Market Infrastructure Upgrades (E-C.4)

Municipality, MoCI

Local Chamber of Commerce

Conduct a Construction Standards Study

MUDL

Municipality

4.2.3 Provide basic services to industrial parks

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

4.2.4 Support banking sector and financial services

Short

Medium Medium

4.3 Strengthen the agricultural sector and develop sustainable value chains Objective

Action

Lead Entity

Supporting Entities

Synergies

Location

Term

4.3.1 Strengthen regional agricultural networks through agro-industrial development

Plan and develop an Agro-industrial Hub

MoCI, MAIL

Municipality, MRRD

4.3.2, 4.2.5, 4.2.1

Southeast

Short

Construct a Wholesale Market (E-A.1)

Municipality, MAIL

Local Chamber of Commerce

2.3.2

Nahia 4, Nahia 7

Short

Develop a Local Processing Hub (E-A.4)

MAIL

Local Chamber of Commerce, MoCI, MRRD

Nahia 8, Nahia 1, West

Short

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

Khost Strategic Development Framework

Objective

Action

Lead Entity

Supporting Entities

4.3.2 Improve organizational and knowledge-based inputs for agriculture

Develop a Agricultural Digitization Program (E-A.5)

MAIL, MRRD

NSIA

Short

Expand an Agricultural Specialty Services Support Program (E-B.4)

MAIL, MoHE

MRRD

Medium

Promote an Agricultural Crop Diversification Program (E-B.3)

MAIL, MRRD

Establish a Agricultural Research, Development, and Training Center (E-B.5)

Sheikh Zayed University, Other Universities, MAIL

MRRD, MoHE

Develop a Irrigation Management Support Program

MAIL

WRA

Develop a Agroforestry Program

MAIL

GIZ, Municipality, MRRD

5.4.2, 2.2.3

Implement a River and Stream Fortification (L-C.5.1) program

MRRD, WRA

Municipality, MAIL

5.1.1

Support a Agriculture Land Plot Infrastructure Provision Program (L-C.2.7)

MAIL

MAIL, AUWSSC, MUDL

4.3.3

4.3.3 Promote high-value crops and improve agriculture production infrastructure

Synergies

Location

4.3.3

Term

Medium Local University

Medium

Short

Medium Shamal River

Medium 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 Mining Research and Development Program

MoMP

Sheikh Zayed 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

Synergies

5.2.2 Enhance the registration and collection of property tax

Separate a Safayi Tax System Improvement

Municipality

MoF

5.2.1

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

5.2.3 Participate in the Municipal Incentive Fund (MIF)

Location

Term 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

Develop Municipal Boundary Guidelines

MUDL

IDLG, MAIL, Municipality, MRRD

Short

5.3.4 Define municipal boundaries to support planning and service delivery

Khost Strategic Development Framework

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 process and 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

72.0

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

25.8

Proportion of population within 10-minute walk to publc transit

Survey

65.8

Current: 2019

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

Survey

0.5

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

50.3

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

11.7

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

84.5

90.0

Current: 2019

Proportion of households with access to improved drinking water sources

Survey

99.5

100.0

Current: 2019

Infant mortality rates (IMR)

SDES

N.A.

12.0

2030 Benchmark

Under-five mortality rates (U5MR)

SDES

N.A.

25.0

2030 Benchmark

Proportion of households with solid waste collection

Potential survey to be conducted

Khost 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

13,036.0

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

10.7

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.

83.9

33.3

Current: 2019

Literacy rate by age group (15+)

SDES

N.A.

80.0

Literacy rate of young population group (15-24)

SDES

N.A.

100.0

Survey

34.9

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

4.0

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

13.3

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

13.6

37.0

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

MISFA

Availability

N.A.

Available

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

4.3.1

Survey

16.4

37.0

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

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

8.3.1

Survey

84.5

90.0

Current: 2019

Local Chamber of Commerce

Total square feet of vacant space zoned for industrial use.

Vacant industrial space

4.3 Strengthen the agricultural sector and develop sustainable value chains

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

Proportion of research and development expenditure (as % of GDP) (SDG 9.5.1)

9.5.1

MoEc and municipality

Proportion of medium and hightech industry value added (as $ of total value added) (SDG 9.b.1)

9.b.1

Local Chamber of Commerce to figure out

Amount of Loans Outstanding

11.C.1

MISFA

AFS (m)

0.0

Current: November 2019 / Provincial level

Proportion of employment in agriculture employment (total)

8.3.1

Survey

12.8

Current: 2019

Agriculture-related value added as a proportion of GDP (including per capita)

9.2.1

Local Chamber of Commerce to figure out

AFS

Volume of production per labor unit (by classes of farming/ pastoral/forestry enterprise size)

2.3.1

Local Chamber of Commerce to figure out

Volume (tons)

Establishment of mining development programs: investment in government universities to establish a department of mining - to be led by the High Council on Human Capital

MoMP and HCHC

Availability

Number of engineering vocational programs established in educational institutions

Municipality to create/maintain a local database equivalent to that of CSO at provincial level

# of programs

Number of students enrolled in engineering vocational program: the number of engineers

Municipality to create/maintain a local database equivalent to that of CSO at provincial level

# of students

Khost Strategic Development Framework

N.A.

Available at Shaikh Zayed 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

20.4

50.0

Current: 2019

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

Survey

49.5

90.0

Current: 2019

Proportion of population with familiarity/engagement with CDC members

Survey

23.8

66.6

Current: 2019

Proportion of population with familiarity/engagement with Nahia Representative

Survey

12.9

66.6

Current: 2019

Proportion of population with familiarity/engagement with Local Imam

Survey

76.7

90.0

Current: 2019

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

Survey

60.5

66.6

Current: 2019

Municipality

Total revenue collection (including per capita)

MFR

AFS

485.6

1,669.2

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

Proportion of fixed revenue vs. total revenue collected

MFR

76.9

90.0

Current: 2016

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

MFR

36.2

80.0

Current: Average of FY2012-16 / Benchmark: 80% as ‘good‘ from WB

Municipality

# of municipal management personnel

N.A.

Established

Proportion of population with a direct participation in urban planning 5.2 Leverage sustainable financial resources and improve municipal revenue generation

SDG Linkage

11.3.2

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

Number of municipal management personnel that have participated in administrative training programs in the last 6 months

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

Sustainable year-round base flow in rivers

Municipality with WRA, NEPA, MAIL

Cubic meters per second (m3/s)

Peak runoff rates from urban and rural landscape

Municipality with WRA, NEPA, MAIL

% of homes exposed to yearly flooding

Municipality with WRA, NEPA, MAIL

Groundwater and aquifer recharge rate

Municipality with WRA, NEPA, MAIL

Surface water quality

Municipality with WRA, NEPA, MAIL

Temperature, turbidity, bacteria, dissolved oxygen, pH, nutrients, sediment, toxic substances

Drinking water quality

Municipality with WRA, NEPA, MAIL

Alignment with the Guideline for Drinking-water Quality (GDWQ) by WHO

5.5 Establish a SDF implementation framework

11.A.1

Amount of development assistance from government for water and sanitation-related investment

6.A.1

Municipality with MoF, WRA, NEPA, MAIL

AFS

Establishment of water and sanitation management: local administrative units, operational policies, and procedures for local participation

6.B.1

Municipality with WRA, NEPA, MAIL

Establishment

Change in the extent of waterrelated ecosystems over time (SDG 6.6.1)

6.6.1

Plan

Municipality to establish

Establishment

Action Plan and Implementation Framework

Implementation Framework Overview Approach Translating the Action Plan into ‘Action’ While the action plan lays out the list of actions identified to acheive strategic objectives and make progress on goals, the implementation framework includes flexible communication tools to monitor progress of implementation. Implementation planning should concern actions identified in the action plan and be done directly by the stakeholders and entities that will be involved in implementation directly. During SDF implementation committee meetings, prioritized actions should be selected to move forward with based on a shared understanding of indvidual organizational goals and capacities. Once actions are agreed upon, they should be communicated through the implementation plan. Monitoring and Evaluation of Project Implementation The implementation plan also serves as a key monitoring and evaluation tool. A broad framework should be established through the implemntation committee and oversight entities for monitoring and a process for adjustment of actions when challenges appear.

See 5.5.1 Establish a SDF implementation committee and review process

See 5.5.3 Establish a monitoring and evaluation framework

Flexible Tools Implementation Plan Working Document The implementation plan should be considered as malleable tool and developed further by the implementation committee and primary responsible implementation entities. This document must provide answers to key implementation questions:

See example Implementation Plan Working Document on the other page

» Action: What is the action required (project, program, etc.)? » SDF Strategy: What is the associated SDF strategic objective? » Lead Entity: Who is responsible to implement action? » Support: Which entities are providing support? » Timeline When should it be done? » Requirements: Are there legal or regulatory requirements to address? Does the project require community involvement? » Resources Needed: Does implementation need new staff, consultants, or volunteers? » Status: What is the current status of implementation and sub-actions necessary to move the project forward? » Notes: Any additional information needed?

Implementation Action Logframe An implementation action logframe defines linkages between the project and external factors. During implementation, the logframe can serve as a primary reference for drawing up detailed work plans, terms of references, budgets, etc. A logframe should include key information such as: » Source of Intervention (goal and objective) » Key indicators such as the intended impact and outcome. » Means of verification that identify a source or method to measure progess or verify impact and outcomes. » Sub-actions break down actions into discrete tasks with identified outputs, timelines, responsible entities, and assumptions

Khost 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

V.22

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

Khost Strategic Development Framework

Khost

Table of Contents

Introduction and Background

CIP Implementation Process

Prioritization Framework

Prioritization Results

Catalytic Projects

Municipal CIP

Municipal Projects

10-year Municipal Capital Plan

Strategic Investment Roadmap

Key Implementation Partners

Strategic Investments

Assumptions & Methodology

CIP Annex

Introduction and Background Capital Investment Plan Background

Relationship to SDF

As with most cities, the demand for investment in basic services and social development in Khost 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

Khost Strategic Development Framework

Khost

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

World Bank Cities Investment Programme Funding and implementation support for Class B ‘Catalytic Projects’

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

Khost Strategic Development Framework

Implement

Khost

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. Three 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.

Khost 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.

Khost 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 Municipal Council

Mayor

Key Personnel and Directorates

General Executive Manager

Office Department

M&E Department

Urban Governance Directorate

Technical and Sectoral Services Directorate

Administration and Finance Directorate

Management Public Outreach and information Specialist

Gender Equity Specialist

Legal and Public Security Specialist

Customer Services Center General Manager

Cultural and Social Services Manager

Building’s Control and Supervision General Manager Planning and Development General Manager

Finance & Accounting General Manager

Revenue General Manager

Human Resources General Manager

Real Estate and Asset General Manager Cleaning and Greenery General Manager Engineering and Infrastructure General Manager

General Services and Procurement General Manager

IT General Manager

IFMS General Manager

Khost Strategic Development Framework

Districts/Nahia Departments

Khost

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 Khost.

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

Aquifer Recharge Wetland

Municipal

High

Low

High

Biomass Waste-to-Energy Anaerobic Digester

Strategic

High

Low

High

Blue-Green Corridor

Municipal

Medium

Low

High

Check Dam

Strategic

High

Decentralized Treatment Campus

Strategic

Medium

High

Decentralized Wastewater Treatment Pilot Program

Strategic

Medium

High

Drinking Water Network Upgrades and Expansion

Strategic

High

Low

High

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

Hillside and Forest Conservation Program

Strategic

High

Low

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

Khost Solar PV Project (10 MW)

Strategic

Medium

High

Medium

Landfill Cap and Closure

Municipal

High

Low

High

Link to Rural Development Facilities and Programs

Strategic

Low

High

Low

Local Stormwater and Drainage Improvements

Municipal

Medium

Low

High

Multi-modal Freight Hub

Strategic

Low

High

Low

Multi-modal Passenger (Bus-Rail) Hub

Strategic

Low

Medium

Low

Neighborhood Sports Facility

Municipal

Medium

Low

Medium

Neighborhood Trunk and Feeder Lines

Municipal

Medium

Low

New Civil Airport

Strategic

Medium

High

Low

New Urban Parks

Municipal

Medium

Low

Medium

Northern Hillside Park and Trail

Municipal

High

Low

Medium

Regional Bus Station

Municipal

Medium

Low

Ring Road Construction Program

Municipal

Low

High

Medium

Roadway Improvement Program

Municipal

Low

High

Medium

Solar Home System (Kit)

Strategic

High

Medium

Khost Strategic Development Framework

Khost

PHYSICAL ACTION PLAN PROJECTS

IMPLEMENTATION

IMPACT SCORES SOCIAL

ECONOMIC

ENVIRON’L

Solid Waste Collection Service Expansion

Municipal

High

Low

High

Solid Waste Materials Recovery Facility

Municipal

High

Low

High

Solid Waste Truck Route Roadway Improvements

Municipal

High

Low

High

Storage Facility and Pump Station

Strategic

High

Low

High

Stormwater Drainage Network

Municipal

High

Low

High

Surface Water Diversion Channel and Collection Network

Strategic

High

Low

High

Truck-to-Rail Freight Interchange

Strategic

Low

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

Women-only Park Rooms

Municipal

High

Medium

Women-only Parks

Municipal

High

Medium

Women's Market

Municipal

High

Medium

CIP Annex

Catalytic Projects Portfolio of Projects Overview

Criteria for Prioritization

Investments from international donors and multilateral agencies are typically selected both on individual merit as well as the ability to support a broader national strategy. The criteria will vary from agency to agency, but there are certain points that have been emphasized across the board by the Government of Afghanistan and its international partners. To reflect the significant role that these agencies will have in implementation, a portolio of catalytic projects has been identified with the CIP, with a total estimated budget of $20 million. These criteria include:

Catalytic Nature

» The ability to leverage funding by unlocking additional investment, adding value to existing assets, and enabling subsequent projects » A focus on Gender Equity, Climate Change, and Resilience as cross-cutting issues » Strengthening regional value chains by investing in education and infrastructure for key economic sectors and improving links among urban and rural areas

Criteria for Selection Environmental Assessment Catalytic Projects should fall under Category B when evaluated according to the World Bank’s Environmental and Social Impact Management Framework. The selection of Catalytic Projects should fall under Category B. Projects that fall under Category A will be excluded, regardless of their potential benefit or catalytic nature. Most Category C projects can be defined as priority projects and will not be considered for this funding allocation. » Category A projects are likely to have significant adverse environmental impacts that are sensitive, diverse, or unprecedented. » Category B projects have potential adverse environmental impacts on human populations or environmentally important areas, such as wetlands, forests, grasslands, and other natural habitats. The adverse impacts caused by Category B projects are less than those of Category A. » Category C projects are likely to have minimal or no adverse environmental impacts and do not require further environmental assessment beyond screening.

Jusrisdiction Catalytic Projects must fall under the responsibilities designated to the Municipal Government and be located within the geographic boundaries of the Municipality.

Khost 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.

Khost

Catalytic Projects Recommended for Khost PROJECT

Women’s Market & Entrepreneurship Center

Green Infrastructure Pilot

Structured Development around Old Civil Airport

QUALIFYING CRITERIA Catalytic Nature: » Potential to anchor urban node in District 6 » Potential to catalyze private sector development » Increases awareness and support of women’s empowerment across Khost Environmental & Social Impact: » Relatively small increases in traffic and solid waste may occur Rural / Urban Connectivity: » Potential to support women’s organizations and cooperatives in rural areas » Provides a market for high-value products produced in surrounding towns Gender Equity: » Project focused on women’s empowerment » Directly provides economic opportunities to women across Khost » Entrepreneurship center and partnership with Sheikh Zayed University should increase women’s enrollment in education Climate Change and Resilience: » Public realm components will include stormwater infrastructure » Contributes to mitigation of urban heat islands

Catalytic Nature: » Potential to catalyze private sector investments around a new urban node » Increases economic, ecological, and social value of Shamal River and tributaries » First component of a larger citywide greenbelt Environmental & Social Impact: » ESA procedure should be followed to prevent and mitigate impact on riparian ecosystems Rural / Urban Connectivity: » Provides an amenity for residents of towns west of Khost Gender Equity: » Public spaces should incorporate spaces and programming for women Climate Change and Resilience: » Protects land from riverine flooding and erosion » Improves the water quality of the Ghurambi River and the riverine ecosystem » Increases the urban resilience of Khost » Provides an ecological buffer to mitigate urban runoff into the river Catalytic Nature: » Potential to catalyze investment in existing properties by current residents » Potential to catalyze new investment in mixed use urban development and preempt informal development around redevelopment of Old Civil Airport Environmental & Social Impact: » Following ESA procedure will avoid displacement and mitigate any negative impacts » Impacts current agriculture land uses » Should be sustainable and have net positive impact on economy and ecology Gender Equity: » Public realm and community amenities must include spaces for women Climate Change and Resilience: » Anticipatory development approach provides basic infrastructure for drainage, drinking water, and solid waste, preventing the negative impacts and risks of informal development

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

Women’s Market & Entrepreneurship Center

The women’s market & 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 market.

Green Infrastructure Pilot

Implementation of 3 km of riverbank improvements and public space additions to enhance and revitalize areas along the river while increasing resiliency to floods. Added public space to enhance neighborhood livability.

Structured Development around Old Civil Airport

The area around the Old Civil Airport is in great need of basic infrastructure and streetscape upgrades. This neighborhood project is intended to be the first phase in a series of neighborhood upgrading projects.

10-year Municipal CIP - Other High Priority Projects PROJECT

DESCRIPTION

Women’s Park

A women’s park will provide a public green space for women to relax and congregate without facing social pressures. The park will encourage women’s empowerment and success and provide access to community amenities.

Urban Infill around Emerging Nodes

District 6 is in great need of basic infrastructure and streetscape upgrades. This neighborhood project is intended to be the first phase in a series of neighborhood upgrading projects.

Secondary Urban Corridor Improvements

A secondary urban corridor 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.

Solid Waste Materials Recovery Facility

A collection and sorting facility to launch solid waste recycling efforts in the city will be established and provide formal training and appropriate equipment for recycling in the city, as well as a solid waste collection point.

Northern Hillside Park & Trail

Recreational park and walking trail to provide public access to the natural assets of Khost’s northern mountains and hillsides. The project will be implemented in conjunction with conservation efforts of the northern mountains.

Primary Urban Corridor Improvements

Khost-Gardez Highway 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.

Khost Strategic Development Framework

Khost

LOCATION

LEAD DEPARTMENT

TIME-FRAME

BUDGET ESTIMATE

Near Sheikh Zayed University, District 6

Planning & Development Department

Short-term

$4.3 M USD

Near Sheikh Zayed University, District 6

Cleaning & Greenery Department

Short-term

$4.2 M USD

Around Old Civil Airport

Cleaning & Greenery Department

Medium-term

$2.5 M USD

Catalytic Projects - Budget for Khost 2024-2029: $11.0 M USD

LOCATION

LEAD DEPARTMENT

TIME-FRAME

BUDGET RANGE

Khost City Core

Planning & Development Department

Short-term

$1 - 1.5 M USD

Near Sheikh Zayed University, District 6

Cleaning & Greenery Department

Short-term

$2.5 - 3 M USD

Street along Matoon Tapa Hill

Cleaning & Greenery Department

Short-term

$2.5 - 3 M USD

TBD by Municipality

Cleaning & Greenery Department

Medium-term

$2.8 - 3.3 M USD

Northern Khost

Planning & Development Department

Short-term

$2.7 - 3.2 M USD

Khost-Gardez Highway

Cleaning & Greenery Department

Short-term

$5.3 - 5.8 M USD

CIP Annex

Municipal Capital Investment Plan

Women’s Market & Entrepreneurship Center Rationale

Summary Budget Range

$4.3 M USD

Project Size

3,500 sq m

Projected Service Area

10,000 people

Lead Agency

Municipality

Implementation Partners

Ministry of Women’s Affairs, Women’s Chamber of Commerce

Time-frame

2-3 years

SDF Goal

2.3 & 4.2

Description A women’s market and entrepreneurship center in Khost will function as a place where women can create and sell handmade goods. The entrepreneurship center will be co-located with the 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 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

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. Adjacencies with Sheikh Zayed University can be leveraged to develop an entrepreneurship center. Given Khost’s strong diaspora and new international airport, development of international markets and opportunities can be emphasized. Finally, the market can anchor a proposed urban node around Sheikh Zayed University and the Civil Hospital.

Positive Impacts Having women actively working in the labor market increases female empowerment by giving them financial independence and 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

planning & design

grading, foundations, and utility extensions

market construction

Provides basic services

entrepreneurship center construction

Preserves culture & heritage

Project Location

Enhances environmental quality

Feasibility 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. Goods and services provided need to be in demand, as well as have a low barrier to entry in terms of capital and skills require. 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. 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 new women’s market and entrepreneurship center will be located in District 6, south of the Sheikh Zayed University campus. The location coincides with areas of new development and will benefit from increased commercial activity nearby.

Khost Strategic Development Framework

Khost Catalytic Project

Implementation Agencies The Municipality, with World Bank funding through the Cities Investment Program, would be the implementing body for this project. Coordination with the national Ministry of Women’s Affairs key in identifying project needs and best practices.

Municipal Capacity

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

Supporting Projects & Prerequisites In order to provide accessibility for both women entrepreneurs and customers, it is important to have good public transportation to this area. Additionally, the market and entrepreneurship center should be hooked up to drinking water and power service, as well as wastewater services, if available. The ability to secure the area and provide security services for women would also be important. Provision of linked activities around training and access to finance would also need to be considered and these might possibly be offered within the market itself.

Capital Budget Range Public land will be obtained to construct the new women’s market and entrepreneurship center just south of the Sheikh Zayed University campus in District 6. The market portion of the project will cost approximately $1.5 million USD. The entrepreneurship center will require more infrastructure as it will serve as an education and training center for women throughout the city. This component will cost about $2.8 million USD, bringing the project total to $4.3 million USD. These estimates may vary based on project details, local contracting prices, and other factors.

The Gender Equity Specialist under the Urban Governance Directorate and the Planning and Development General Manager under the Technical and Sectoral Services Directorate are key players in the development of the Women’s Market and Entrepreneurship Center. With World Bank funding, the Municipality would be capable of the initial stages of project development and planning for its operations. Additionally, 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.

Operations Plan Once established, the market could be run and operated by a semiindependent body operating outside the municipal authority but answering to it ultimately. There should be a comprehensive plan to moderate revenues and expenditures of the market to ensure women are being compensated fairly for their goods and services. Additionally, the enforcement of “women-only” will need to be provided by local Municipal authority.

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

2-3

75%

Site construction takes place, including the market, entrepreneurship center, and all associated infrastructure. Women’s amenities, such as restrooms, should be installed.

Programming

10%

Creating an comprehensive plan of women’s programs, market planning, entry requirements, etc. should be completed before the market opens.

CIP Annex

Municipal Capital Investment Plan

Green Infrastructure Pilot Summary Budget Range

$4.2 M USD

Project Size

3 km

Projected Service Area

15,500 people

Lead Agency

Municipality

Implementation Partners

NEPA, MAIL, MoEW

Time-frame

2-3 years

SDF Goal

2.2 & 3.2

Description Green infrastructure should be implemented on a citywide scale on all rivers in Khost to provide resilience to seasonal flooding. Green infrastructure includes riparian restoration, vegetated waterways that infiltrate and convey stormwater, and identification of key open spaces and recreational development areas along the river’s edge. Channelization can be incorporated when necessary, but should be minimal. Connections to existing and future neighborhoods should anticipate the development of the surrounding area as an urban neighborhood, with integrated stormwater drainage systems, green infrastructure, and pedestrian connections. A trail will be implemented as a public amenity along the river.

Components 1

planning & design

river restoration

channelization where necessary

trail and other public amenity implementation

Project Location The first phase pilot project of a green infrastructure network will be located along 3 km of the Ghurambi River south of Sheikh Zayed University.

Little Sugar Creek Greenway, Charlotte, North Carolina, US (Conde Nast)

Rationale Flooding is a big seasonal issue in Afghanistan as the winters are characterized by heavy snowfall in the mountains followed by large amounts of snow melt flooding the cities in the spring. Green infrastructure is a best practice method of managing heavy flooding and stormwater. District 6 is identified as an area in Khost where public realm improvements can spur private development. Creating a livable, vibrant space begins with resilience measures against natural weather events, such as flooding. Not only does the green infrastructure mitigate flooding, it also provides green public space that can be enjoyed by residents and visitors of Khost.

Positive Impacts Establishing a green infrastructure network along Khost’s waterways will not only increase environmental quality and resilience in District 6, but will also provide quality public space for recreational enjoyment. This enhanced public space has the potential to spur economic activity and urban growth nearby. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The capital costs of the green infrastructure network will be relatively low and the largest economic benefits will be seen indirectly by lower damages from flooding. Although some international expertise may be needed for ecological restoration and river protection measures, construction disruptions will be minimal, making the project highly feasible.

Khost Strategic Development Framework

Khost Catalytic Project

Supporting Projects & Prerequisites

Implementation Agencies

Implementing the green infrastructure network is aligned with an overall upgrade of District 6, intended to spur development and create a vibrant urban neighborhood. The project should be developed closely with urban infrastructure improvements that encourage dense development in District 6. These projects include providing basic infrastructure such as power, drinking water, and solid waste management. Additionally, the incorporation of a grid-style roadway network is intended to create plots for purchase that encourages private investment in the area. This private investment will be more attractive and valuable with the implementation of the green infrastructure network because of the mitigated impacts of flooding and increase in green public spaces for recreational purposes.

The green infrastructure network will be implemented by the Cleaning & Greenery Department of the Municipality. After the project is designed and implemented by engineers and contractors, the Cleaning & Greenery Department will be charged with maintaining and cleaning the green infrastructure and associated public spaces and trails. Coordination with NEPA for compliance of environmental standards and MAIL to ensure consideration of irrigation uses will be necessary to the success of the project. Connections to power and water infrastructure for public space amenities will need to be coordinated with AUWSSC and DABS.

Capital Budget Range The majority of capital costs will be the design and construction of green infrastructure, riparian restoration, public spaces, landscaping, and trails. These types of construction are common and can likely be sourced locally. Structural flood protection along the river will cost approximately $600,000 USD per km. Recreational space and walking trail will add about $200,000 USD per km, totaling $800,000 for each km of river. The green infrastructure pilot project will be implemented over 3 km of river, resulting in $2.4 M USD for flood protection, riparian restoration, and recreational trail construction. An additional 5 ha of public space upgrades will be included in the pilot phase of the project, along the riverbank. At $350,000 per ha of upgrades, the public spaces will add $1.75M USD to the project. The total estimated capital budget for the green infrastructure pilot project is $4.2M USD.

Municipal Capacity The Municipality’s existing Cleaning & Greenery Department is illequipped to perform current functions of solid waste management and street cleaning. An increase in staffing will be necessary to adequately manage and maintain all public spaces associated with the updated green infrastructure network. Additionally, the network will need regular maintenance and cleaning as well.

Operations Plan In addition to regular maintenance and cleaning of the green infrastructure network along the river and its associated public spaces, the Cleaning & Greenery Department will need to ensure the river is clear of solid waste and other common pollutants. Public trash receptacles can lessen the likelihood of litter in and around the river, but will need to be emptied daily, or more.

Sequencing ACTIVITIES

YEAR

BUDGET

Detailed Design & Planning

1-2

NOTES Site selection and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

2-3

70%

Site construction takes place, including landscaping, riparian restoration, open space construction, etc.

Signage & Lighting

2-3

15%

Install public amenities such as benches, signs, lighting, planters, bike racks, and public bathrooms in public spaces.

CIP Annex

Municipal Capital Investment Plan

Structured Development around Old Civil Airport Summary

Rationale

Budget Range

$2.5 M USD

Project Size

300 ha

Projected Service Area

30,000+ people

Lead Agency

Municipality

Implementation Partners

MTCA

Time-frame

2-3 years

SDF Goal

2.3 & 4.2

Description The area between Khost-Gardez Highway and the Old Civil Airport can be upgraded to anticipate the redevelopment of the airport into a new urban node. This redevelopment is likely to spur local economic investment and create a new, mixed-use developed area. The project will include developing a regular street grid and laying infrastructure, including roadways, drinking water and power services, stormwater management, and public amenities.

Components 1

planning & design

roadway design and construction

utility extensions

community amenities

stormwater management

Project Location Roadways between central Khost, Khost-Gardez Highway and the Old Civil Airport will be the project area. This development zone is located at an important future node of Khost in District 2.

The neighborhood identified is in desperate need of infrastructure upgrades and public realm improvements to make it a viable urban node. 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. Implementing infrastructure upgrades, basic services such as drinking water and power, and improving the streetscapes will likely contribute to private investments in the neighborhood. These investments will increase the economic prosperity and livelihood of local residents.

Positive Impacts Providing basic services for areas of projected development 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 street and infrastructure upgrading project is large in scope. However, it is considered a pilot project to be prioritized in Khost’s area of greatest need. Its components should be learned from and later replicated in other areas of the city in the future. The implementation of basic infrastructure will require coordination between Municipal departments and several national agencies, such as AUWSSC and DABS, to achieve the desired outcomes.

Supporting Projects & Prerequisites The suite of projects that is included in the neighborhood upgrades should be coordinated with all other investments in the area. Coordination with surrounding neighborhoods, CDCs, and regional agencies should be part of the discussion and contribute to design activities. Construction of drinking water, wastewater, and power lines will need to be coordinated with AUWSSC and DABS. Other community amenities to be implemented nearby should coordinate with the updates street grid, service utilities, and stormwater management.

Khost Strategic Development Framework

Khost Catalytic Project

Implementation Agencies The physical project, developing a regular street grid and laying infrastructure, may take the form of a PPP with a developer, or may be implemented directly by the Municipality as a Sites & Services program. Regardless of the mechanism chosen, the current residents should be fully engaged in the process of planning and construction. The Municipality will determine the specific project components and locations of implementation using their local expertise in the areas that are in most need of basic services.

Municipal Capacity The Municipality’s existing capacity will need to be expanded to include providing the development area with basic services such as drinking water, solid waste pick-up, and power. Additionally, the Cleaning & Greenery Department will need to expand street cleaning services to new roadways. Improved streetscapes, however, should decrease the need for direct traffic management and improve overall congestion in the city. The Engineering & Infrastructure Department will likely play a role in street design and management, as well.

Urban growth in Herat, Afghanistan (ATR).

Capital Budget Range The neighborhood upgrades will consist of reconstruction of streets to include green infrastructure, drainage, utilities, public space, greenery, and improved surfaces. This includes building new streets where necessary to create a network of roadways in the area. Construction and improvements of streets and roadways in the area will total about $1,400,000 USD. A second phase of the project could include the acquisition of land for a community center and library and the development of affordable housing. The added social facilities in later phases of the project will cost approximately $1,100,00 USD. The project will total around $2.5 M USD.

Operations Plan 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, and should be funded accordingly.

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Grid planning and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

2-3

70%

Construction of roadways, utility installation, and public amenities.

Signage & Lighting

2-3

15%

Install roadway signage, lighting, and public infrastructure.

CIP Annex

Municipal Capital Investment Plan

Women’s Park Summary Budget Range

$1 - 1.5 M USD

Project Size

2 ha

Projected Service Area

60,000 Khost women

Lead Department

Municipality

Implementation Partners

N/A

Time-frame

2-3 years

SDF Goal

Description Women’s parks are essential for the development of the city and empowering women. Establishment of a new park dedicated entirely to women in Khost will be a large construction project of adding green space to the city. The park should be separated from other public spaces nearby with dense shrubbery or fences and limited entrances for women only.

Components 1

landscaping

privacy screening

women’s public restrooms

drinking fountain

lighting

benches and other rest area infrastructure

Project Locator The specific location of the women’s park should be determined by the Municipality. The urban core of Khost could greatly benefit from added greenspace for women, as shown on the map below. Dedicated women’s park space should be carefully located by the Municipality so that it is accessible by women and families of all types.

Spaces created for women only are common throughout Afghanistan. A Kabul Women’s Park is pictured above (NPR).

Rationale Too often, women in Afghanistan face challenges in gaining access to opportunities in education, healthcare services, employment, and safety. Access to safe, open space for women is often unattainable in the city, which can negatively impact women’s economic success and overall well-being. Proactive actions must be taken to increase these opportunities for women and their quality of life.

Positive Impacts Providing park space exclusively for women will provide a sanctuary for nearly half of the city’s population. The park will be safe and give women a space to congregate, interact, and meet each other. Designated park space for women would provide an important social benefit to the city and its population. By providing safe recreational and gathering spaces for women, this project will enhance the natural and cultural assets of the city, contributing to the well-being and quality of life for women and families. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The creation of a new women’s park in the city hinges on the availability of public land. The parks can be any size as deemed appropriate by the Municipality, but should reflect the needs and population of the local community. Landscaping and the installment of public bathrooms, adequate lighting, and other public infrastructure will be standard, making the construction process very feasible.

Khost Strategic Development Framework

Khost

Supporting Projects & Prerequisites Supporting a women’s park with public safety measures is imperative to its success. A set of policies and regulations should be formed around keeping the park safe and accessible only for women. There will need to be entrance monitoring and dense screening around the park area. Additionally, all project construction should be coordinated with nearby infrastructure projects to ensure efficiency of resources. Additionally, any women’s only buses and/or taxis should identify all dedicated women’s parks and park spaces as important route stops. A women’s transportation network should consider the locations of key women’s facilities.

Capital Budget Range Construction of an entirely new 2 ha park could include site acquisition, site preparation, amenities, and landscaping in its cost. Site acquisition and preparation could be the cause of higher costs for the project if certain issues arise. Infrastructure for a public park is simple and requires few physical structures. Lighting, fencing, public restrooms, and other park infrastructure will be minimal in costs as long as they can be domestically sourced. However, the cost of public restrooms and drinking fountains will likely include drinking water utility installation. Each ha of newly constructed public space will cost approximately $675,000 USD. For a 2 ha park, a new women’s park in Khost will total about $1.35 M USD.

Sequencing ACTIVITIES

PUBLIC PARK OR OTHER PUBLIC FACILITIES Dense Screens

FAMILY AREA

WOMEN’S ROOM

Discrete Entry

Women’s park rooms, a viable alternative to women’s parks, have discrete entry, visual screening, clear thresholds, and women’s based programming within an existing open space.

Implementation Agencies The Municipality would take full responsibility for the project and for providing a safe public amenity for women. The Municipality would oversee the procurement and construction of the park prior to its opening. It will also be responsible for the policies and regulations necessary for keeping the park accessible to women only, such as guarded entrance gates. Maintenance of the park will be managed by a team of women at the Municipality to keep the park clean and to maintain its infrastructure. Coordination and engagement with local women empowerment groups and CDCs can ensure the success of operations and programming of the park.

YEAR

BUDGET

Detailed Design & Planning

1-2

NOTES 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.

Municipal Capacity

Operations Plan

Based on the experience of The Municipality in paving roads and maintaining streets there is already technical and management capacity to build and operate a public park. It is necessary to obtain the proper expertise and guidance on site design and implementation of the infrastructure with a focus on the constraints and opportunities of women as the primary park users. Coordination with the city’s Gender Equity specialist is imperative for the project’s overall success.

The women’s park will be generally low-maintenance and only require repairs as infrastructure ages. The Municipality will need to ensure that lighting and other amenities remain in working condition by checking them regularly. Park staffing will be the predominant expense which will include security staff, maintenance staff, and programming.

CIP Annex

Municipal Capital Investment Plan

Urban Infill around Emerging Nodes Summary Budget Range

$2.5 - 3 M USD

Project Size

200 ha

Service Area

15,500 Residents

Lead Department

Municipality

Implementation Partners

CDCs, AUWSSC, DABS

Time-frame

1-2 years

SDF Goal

1.3 & 2.1

Description Neighborhood upgrades and infrastructure programs targeting emerging nodes are intended to spur urban development and dense infill. The area around Sheikh Zayed University will be upgraded to include basic infrastructure, improved streetscapes, and stormwater management. Basic infrastructure installed will include water supply, solid waste collection services, power lines, and improved wastewater management. The area should be developed as a mixed use zone that incorporates the activities generated by adjacent civic facilities and the Sheikh Zayed campus. Later phases of the project should include public parks, a community center, and vocational training center and library.

Components 1

basic infrastructure upgrades: water, power, solid waste

neighborhood streetscape upgrades

community and recreation center

Project Location The area around the Sheikh Zayed University, which sits between the campus, government buildings, a main road, and residential areas. The convergence of these land uses creates a setting well-suited for dense, mixed-use development in District 6.

Urban development in Riyadh, Saudi Arabia

Rationale Khost’s District 6 is prone to flooding and in desperate need of infrastructure upgrades. It is imperative to empower these areas of the city and provide resources for economic prosperity. These social and economic changes will have lasting impacts on the rest of the city. Implementing infrastructure upgrades, basic services such as drinking water and power, and improving the streetscapes will likely contribute to private investments in the neighborhood. These investments will increase the economic prosperity and livelihood of local residents.

Positive Impacts Providing basic services for at-risk and under-served populations will enhance the local economy by creating healthy, livable communities. Increased access to basic services, such as water and power will allow people more time to pursue school or work activities. Access to community amenities included in the upgrades, such as health centers or parks, will enhance the health of the community and continue to contribute to local prosperity. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The neighborhood upgrading project is large in scope. However, it is considered a pilot project to be prioritized in District 6’s area of greatest need. Its components should be learned from and later replicated in other areas of the city in the future. The implementation of basic infrastructure will require coordination between Municipal departments and several national agencies to achieve the desired outcomes.

Khost Strategic Development Framework

Khost

Supporting Projects & Prerequisites

Municipal Capacity

The suite of projects that is included in the neighborhood upgrades should be coordinated with all other investments in the District 6. Coordination with surrounding neighborhoods, CDCs, and regional agencies should be part of the discussion and design activities. Construction of drinking water, wastewater, and power lines will need to be coordinated by AUWSSC and DABS.

The Municipality’s existing capacity will need to be expanded to include providing District 6 with basic services such as drinking water, solid waste pick-up, and power. Additionally, the Cleaning & Greenery Department will need to expand street cleaning services to new roadways. Improved streetscapes, however, should decrease the need for direct traffic management and improve overall congestion in the city.

Capital Budget Range The neighborhood upgrades will consist of reconstruction of streets to include green infrastructure, drainage, utilities, public space, greenery, and improved surfaces. This includes building new streets where necessary to create a network of roadways in the area. Infrastructure upgrades will total approximately $700,000 USD for the pilot area. Streetscape improvements and roadway construction in the gozar will total about $700,000 USD and 2 ha of public space added with upgrades will cost about $675,00 USD per ha. The project will total around $2,750,000 USD.

Implementation Agencies This project will be implemented by the Municipality under coordination of several managers within the Technical & Sectoral Services department. The Municipality will determine the specific project components and locations of implementation using their local expertise in the areas that are in most need of basic services.

Sequencing ACTIVITIES

YEAR

BUDGET

NOTES

Detailed Design & Planning

1-2

Grid planning and detailed design take place.

Land Acquisition & Permitting

1-2

10%

Construction

2-3

70%

Construction of roadways, utility installation, and public amenities.

Signage & Lighting

2-3

15%

Install roadway signage, lighting, and public infrastructure.

CIP Annex

Municipal Capital Investment Plan

Secondary Urban Corridor Improvements Summary

Rationale

Budget Range

$2-3M USD

Project Size

5 km

Projected Service Area

appx. 75,000 people

Lead Department

Municipality

Implementation Partners

MTCA

Time-frame

2-3 years

SDF Goal

1.1 & 2.4

Description Investing in the secondary urban corridors of Khost should include public realm upgrades, construction of open spaces and community amenities. A community & recreation center will also be included in the project to spur development. The secondary corridor along Matoon Tapa hill will be the object of street upgrades that include drainage structures, street trees, and sidewalk improvements. Later phases of the project will include development of social infrastructure, such as community and recreation centers and other mixed-use development.

Components

Many urban corridors in Khost 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. The road along Matoon Tapa hill will constitute the first phase of establishing secondary urban corridors that prioritize pedestrians and provide safe and efficient traffic flow to commercial, cultural, and social amenities in 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. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality

transit infrastructure

corridor streetscape improvements

Provides basic services

community & recreation center

Preserves culture & heritage

Project Location

Feasibility

The secondary corridor along Matoon Tapa hill that connects the south of Sheik Zayed University will be corridor upgraded for this project, as shown on the map below.

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 2 years or less.

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. All public space improvements in the Municipality’s capital plan should be coordinated with secondary corridor improvements to coordinate construction and programming that may overlap.

Khost Strategic Development Framework

Khost

Implementation Agencies The Municipality will lead the work on this project. 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, including AUWSSC and DABS for water and power supply coordination.

Municipal Capacity

A green, pedestrian focused, urban corridor in Taipei, Taiwan

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.

Operations Plan

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. Infrastructure upgrades will total approximately $700,000 USD for the pilot area. Streetscape improvements and roadway construction in the gozar will total about $700,000 USD and 2 ha of public space added with upgrades will cost about $675,00 USD per ha. The project will total around $2,750,000 USD.

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. Street cleaning and stormwater infrastructure maintenance will be performed by the Cleaning & Greenery Department.

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

Solid Waste Material Recovery Facility Summary Budget Range

$2.8-3.3M USD

Project Size

400 tonnes/day

Projected Service Area

Entire Population

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 400 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. Two possible locations have been identified in the SDF that 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 Khost 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 Khost should be determined by a feasibility study. There needs to be a viable market for recovered materials and the establishment of safety standards.

Khost Strategic Development Framework

Khost

Supporting Projects & Prerequisites

Municipal Capacity

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.

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.

Capital Budget Range Khost has a projected waste production of about 350 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 shortterm suggestion is to establish a single materials recovery facility with a capacity of 400 tonnes of solid waste per day. This initial investment will spur the recycling sector in the city. An estimated $8,000/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 Khost is estimated at $2.8 to $3.3 million USD.

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 or taxes. In the case of a publicprivate partnership between a waste management company and the Municipality, the Municipality could have a fixed operational budget.

Sequencing ACTIVITIES Feasibility & Site Selection Land Acquisition & Permitting

YEAR

BUDGET

NOTES

Perform solid waste transfer station and door-to-door collection feasibility study. Select site for materials recovery facility.

1-2

Planning & Detailed Design

1-2

10%

Plan comprehensive collection and transfer strategy including vehicles needed, routes, schedules, educational outreach timeline and materials, and operations plan. Site selection and detailed design takes place. Additionally, the Cleaning and Greenery Department prepares for operating the facility.

Construction

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.

Implementation Agencies Khost is a small 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.

CIP Annex

Municipal Capital Investment Plan

Northern Hillside Park & Trail Summary

Rationale

Budget Range

$2.7 - 3.2 M USD

Project Size

5 km

Projected Service Area

appx. 55,000 people

Lead Department

Municipality

Implementation Partners

NEPA

Time-frame

2-3 years

SDF Goal

1.1 & 2.4

Description In conjunction with efforts to protect and preserve the green mountains and hillsides in northern Khost, a recreational asset will be implemented. A park and trail on the northern hillside will consist of a recreational area and a mountainside trail for visitors to enjoy. The park will include amenities such as bathrooms, women’s facilities, and educational material on the conservation of Khost’s natural assets.

Components 1

park landscaping and infrastructure

trail construction

park amenities

educational materials

Project Location A system of trails along the hills north of central Khost should link to existing assets like Matoon Hillside and Park Babrak, creating strong connections between central Khost and the surrounding nature for recreation and transportation.

The project is focused on the conservation and revitalization of Afghanistan’s natural landscape assets, and utilizing those areas as public realm assets. Reforestation of the hillsides will increase the resilience of the city and retain the country’s natural beauty. The Northern Hillside Park & Trail will contribute to a greater effort to restore and increase cultural tourism in that area. In addition to visiting the shrine, tourists will be able to appreciate the mountain’s natural beauty. Increased tourism will spur local economic development and commercial activity.

Positive Impacts Providing the city with a natural asset and recreational amenity will increase local and regional tourism to the area. It also provides a great public amenity to the residents and workers of Khost. The environmental benefits of establishing a conservation zone will create an appreciation for Afghanistan’s natural assets. Women’s facilities should be incorporated into the design and operation of the park and trail. The project provides a strong connection between the northern rural area of Khost and it’s urban center. Job creation & economic growth Supports women & other at-risk populations Enhances environmental quality Provides basic services Preserves culture & heritage

Feasibility The hillside restoration and park & trail construction will require a great deal of planning and coordination, advanced technical design, and drawn out construction schedules. The continued protection and maintenance of the site will rely on the coordination of national agencies and the Municipality to ensure its protection. Park amenities, such as restrooms, drinking fountains, and pedestrian infrastructure are relatively simple construction activities that can be locally sourced.

Supporting Projects & Prerequisites This project is closely connected with the Regional Hillside and Forest Conservation Program included in Khost’s strategic investment roadmap. The project will establish conservation zones and regulatory guidelines that deter urban growth into the surrounding environmentally sensitive areas. The efforts to achieve environmental protection, enhancement, and risk mitigation should be coordinated by the park and conservation program.

Khost Strategic Development Framework

Khost

Implementation Agencies Implementation will be led by the Municipality with support from the National Environmental Protection Agency (NEPA) through Hillside Forest Conservation Program. Local coordination with the Technical & Sectoral Department will be necessary to implement standard parks and recreational assets. Access to water and power will be needed and must be coordinated with AUWSSC and DABS.

Municipal Role The Municipality can completely own and operate all functions of the Northern Hillside Park & Trail with proper coordination with the regional conservation program for the northern mountainside. The Cleaning & Greenery Department may be tasked with regular cleaning and maintenance of the park to ensure it continues to serve the needs of local residents and park visitors. The Municipality should also ensure that there is proper amenities to support women visitors to the park.

Dudipatsar Lake, Pakistan

Operations Plan

Capital Budget Range The northern hillside park will include public spaces for park goers and natural landscaping of surrounding areas. Strategies around protecting the area will include slope compaction, afforestation, water retention and flood protection through construction of reservoirs and dams. These strategies will need to be reviewed, designed, and implemented by ecological specialists and engineers. Costs will likely vary greatly. However, a preliminary cost estimate for this project includes 2 ha of new public space, 5 ha of green spaces, and 3 km of recreational trails. Each ha of new public space will cost about $675,000, and each ha of green space $200,000. Each km of trail will cost approximately $200,000, as well. In total, the projected cost for the northern hillside park and trail is $2.95 million USD.

Cleaning and regular maintenance will be the main functions of the park and trail. Maintenance of hiking trails is imperative to ensure hikers do not get lost. Operational costs of the park will be minimal. However, these costs will likely come out of the Municipality’s operational budget unless an entrance or hiking permit fee is charged by the park.

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

Primary Urban Corridor Improvements Summary

Rationale

Budget Range

$5.3 - 5.8 M USD

Project Size

5 km

Projected Service Area

appx. 75,000 people

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 Khost should include public realm upgrades, construction of open spaces and community amenities in anticipation along Khost-Gardez Highway. Later phases of the project could include social amenities such as community centers, recreational facilities, or mixed-use development that includes commercial uses.

Components 1

transit infrastructure

corridor streetscape improvements

community & recreation center

Project Location Khost-Gardez Highway is considered the primary corridor for this project. It’s location is vital to the core development of the city and future growth of commercial areas.

The urban corridors in Khost 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. Khost-Gardez Highway 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.

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.

Khost Strategic Development Framework

Khost

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 3 km of Khost-Gardez Highway will cost approximately $4.2 million USD, while associated infrastructure upgrades in the neighborhood will cost $600,000 USD. With a $675,000 USD added public space of 1 ha, the project will total about $5.6 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

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

Women’s Market & Entrepreneurship Center

$4,450,000

3 years

Green Infrastructure Pilot

$4,150,000

3 years

Structured Development around Old Civil Airport

$2,500,000

5 years

Women’s Park

$1,350,000

3 years

Urban Infill around Emerging Nodes

$2,750,000

4 years

Secondary Urban Corridor Improvements

$2,750,000

2 years

Solid Waste Materials Recovery Facility

$3,000,000

5 years

Northern Hillside Park & Trail

$2,950,000

2 years

Primary Urban Corridor Improvements

$5,575,000

3 years

Total Cost

$29,325,000

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

Women’s Market & Entrepreneurship Center

Private Center Operator

Green Infrastructure Pilot

Dept. of Cleaning & Greenery

Yes

Structured Development around Old Civil Airport

Dept. of Cleaning & Greenery

Yes

Women’s Park

Dept. of Cleaning & Greenery

Yes

Urban Infill around Emerging Nodes

Dept. of Cleaning & Greenery

Yes

Secondary Urban Corridor Improvements

Dept. of Cleaning & Greenery

Yes

Solid Waste Materials Recovery Facility

Dept. of Cleaning & Greenery

Yes

Northern Hillside Park & Trail

Dept. of Cleaning & Greenery

Yes

Primary Urban Corridor Improvements

Dept. of Cleaning & Greenery

Yes

Khost Strategic Development Framework

REQUIRES MUNICIPAL OPEX

Khost $7M

Cities Investment Programme Budget Contribution

$6M $5M $4M $3M $2M $1M

2021

2022

$202,500

$540,000

2023

2024

2025

2026

2027

2028

$645,000

$1,720,000

$1,935,000 $830,000

$1,245,000

$2,075,000

$625,000

$500,000

$1,100,000

$1,650,000

$450,000

$600,000

$1,032,500

$1,917,500

$4,452,500

$6,742,500

$250,000

$500,000

$625,000

$550,000

$825,000

$962,500

$300,000

$687,500

$1,100,000

$962,500

$1,933,750

$3,250,000

$3,396,250

IMPACT ON OPEX

NOTES

$3,045,000

$4,652,500

None

Operator will provide OPEX funding

Low

Cleaning, maintenance, and repair

Low

Street cleaning, maintenance, and repair

Medium

Street cleaning, maintenance, and repair

Low

Street cleaning, maintenance, and repair

High

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

Low

$750,000

$900,000

$750,000

$900,000

Cleaning, maintenance, and repair

Low

Medium

2030

$607,500 $412,500

$202,500

2029

Cleaning, maintenance, and repair Street 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.

PROJECT

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.

DESCRIPTION

Agricultural Research, Development, and Center dedicated to advancing innovative agricultural practices by creating impact beyond investment into a singular agricultural plot. Training Center Increase the accessibility and efficiency of roadways between the Strengthen Regional Connections around city of Khost and the New Civil Airport. Highway improvements will New Civil Airport strengthen international trade and logistics. 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.

Urban Food Park

A small-scale area dedicated to adding value to urban agricultural products and creating benefits of agglomeration for local farmers and processors.

Regional Hillside & Forest Conservation Program

A hillside and forest conservation program would work to reforest the sloping mountains near the city to preserve the natural asset of the landscape and provide recreational facility for the city.

Water Network Upgrade & Expansion

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

Decentralized Wastewater Treatment Facility

A small-scale network of sanitary sewers connected to a small treatment facility that serves a series of buildings on a campus or selected area.

Decentralized expanded sewers connected to a neighborhood or Decentralized Wastewater Pilot Program community-sized septic system. Intended for residential wastewater flows limited to a small neighborhood area. Khost Solar PV Project (10 MW)

A 10 MW solar power plant will produce clean energy for the city of Khost, shared with Gardez, in a sustainable way.

Biomass Waste-to-Energy Anaerobic Digester

A biomass waste to energy project has been proposed by DABS to utilize agricultural residues, animal manure, or solid waste as the feedstock for electrical power generation.

Khost Strategic Development Framework

Khost

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

Salarno Army Base

Medium-term

$ 1.5 - 3.5 M USD

MTCA

Khost-Gardez Hwy to Airport

Medium-term

$10 - 15 M USD

MoCI, MAIL

Adjacent to New Civil Airport

Short-term

$0.5 - 1 M USD

MAIL

District 4

Short-term

$0.5 - 1 M USD

MAIL

Northern Mountains of Khost

Medium-term

$6 - 10 M USD

AUWSSC, MoEW

Entire City

Short-term

$18 - 25 M USD

AUWSSC

Sheikh Zayed University

Medium-term

$15 - 18 M USD

AUWSSC

District 6 Residential Neighborhood

Long-term

$10 - 12 M USD

DABS

Northeast of Khost

Medium-term

$10 - 15 M USD

DABS

Adjacent to Salarno Army Base

Short-term

$6 - 8 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

Khost Strategic Development Framework

Khost

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

Khost Strategic Development Framework

CBOs & NGOs

NEPA

NEPA Municipality Cleaning and Greenery Department

Irrigation Assoc’s + Mirabs

Univ. Extensions

AGRICULTURAL INFRASTRUCTURE

Khost

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

Agricultural R&D and Training Center Summary Budget Range

$1.5-$3.5M USD

Project Size

1,000 sq m of built space; 4,000 sq m campus

Projected Service Area

200,000 people

Lead Agency

MAIL

Implementation Partners

MoE, MRRD

Time-frame

1-2 years

SDF Objective

4.3

An agricultural research campus

Positive Impacts 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 Location to be finalized. As this project would aim to make use of existing facilities, the research center would be housed in or near a university.

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).

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.

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.

Khost 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.

Khost

Regional Connections around New Civil Airport Summary Budget Range

$30 - 40 M USD

Project Size

5 - 6 km

Projected Service Area

appx. 100,000 people

Lead Agency

MTCA

Implementation Partners

Municipality

Time-frame

1-2 years

SDF Objective

3.1

Description The Khost-Gardez Highway that exists as the main connection between the city and the New Civil Airport will be strengthened through highway improvements. Southern road upgrades, including primary infrastructure and roadway paving will be included in improvements. The strengthened connection will increase the accessibility of the airport for international trade and create an efficient urban highway. The highway connects the rural countryside and the international border with the urban city of Khost.

Project Locator The route will be from central Khost, along the Khost-Gardez Highway to the New Civil Airport. Future phases may include the development of a southern ring road, as proposed in the Khost Master Plan.

Highway in Pakistan

Positive Impacts Providing fast, convenient transport that connects the urban area with the civil airport will greatly benefit the city. Strengthenin the highway will provide efficient travel for residents and visitors of Khost, increasing regional and international economic activity happening in the city. The convenience may attract tourists and boost the local economy, as well.

Feasibility The upgrading and strengthening of the existing Khost-Gardez Highway is a highly feasible project. Although capital costs of the stretch of highway may be high, improvements can be designed and constructed by local engineers and contractors. Improvements may include paving, striping, increased right-of-way, signage, lighting, and guardrail.

Municipal Role Although the highway will be operated by the MTCA, the Municipality will play a vital role in its planning, design, and management. With its alignment expanding into 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. Additionally, with roadway construction, installation of basic infrastructure, such as drinking water and power lines, should be coordinated and implemented by AUWSSC and DABS.

Rationale The airport in Khost is vitally important to the national economy and international trade because of its proximity to the border. Khost, is therefore, has the potential of being a well-connected trade town. Strengthening the corridor to the highway can facilitate and promote international trade.

CIP Annex

Strategic Investments

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

Positive Impacts

SDF Objective

4.3

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.

Project Locator The agro-industrial hub will be co-located with other agricultural amenities near the new civil airport southwest of the city.

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.

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.

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.

Rationale This project is meant to drive the structural transformation of Afghanistan’s agricultural economy, reduce rural poverty, provide employment opportunities, and develop synergies with other primary and secondary value-chain processing facilities.

Khost Strategic Development Framework

Khost

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 placed in an urban area to encourage low-risk entry and local commercialization of goods being sold.

Citrus processing, Pakistan (ACIAR)

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.

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.

Rationale 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.

Municipal Role The municipality would need to help with sourcing the best site to develop the park in the city. Local government would also help inform the strategy so that it is bespoke to each region so as to optimize the network effect and synergies with trading partners. The municipal authority would also be responsible for establishing the operational entity and creating the mandated regulations and structure within which it would operate.

CIP Annex

Strategic Investments

Hillside & Forest Conservation Program Summary Budget Range

$40 - 60 M USD

Project Size

8 - 10 ha

Lead Agency

NEPA

Implementation Partners

Municipality, MAIL

Time-frame

Medium-term

SDF Goal

3.2

Description The hillside & forest conservation program will include the establishment of conservation zones and regulatory guidelines that deter urban growth into sensitive areas along the mountainside. Strategies will be established that contribute to the projection, enhancement, and risk mitigation of the natural landscape. Compacting slopes, afforestation, water retention, and flood protection by check dams will all be included as part of the project.

Project Location Phase 1 of the program will be focused on the mountain ranges of northern Khost that are adjacent to the city’s urban core development.

Rationale The project is focused on the conservation and revitalization of Afghanistan’s natural landscape assets. Reforestation of the hillsides will increase the resilience of the city and retain the country’s natural beauty. The conservation area will contribute to a greater effort to restore and increase cultural tourism in that area. In addition to visiting the associated park, tourists will be able to appreciate the mountain’s natural beauty.

Feasibility The hillside restoration and conservation will require a great deal of planning & coordination, advanced technical design, and drawn out construction schedules. The continued protection and maintenance of the site will rely on the coordination of national agencies and the Municipality to ensure its protection. Planning efforts must be made to limit local development outside of the park site within the conservation zone.

Khost Strategic Development Framework

Hillside Forest in Karerpass, Italy

Implementation Agencies Implementation will be led by the National Environmental Protection Agency (NEPA) through a program designed to retain and conserve natural assets such as hillside forests. The agency will be supported by local communities that are dedicated to the preservation of Afghanistan’s greatest natural assets.

Municipal Role The Municipality will need to be consulting during the construction phase of the project and coordinating through the long-term planning process for the site. The construction and implementation of the northern hillside park and trail will be coordinated with the conservation program to ensure all public spaces and recreational facilities are accessible between the two project areas.

Khost

Water Network Upgrade & Expansion Summary Budget Range

$30-50M

Project Size

Entire City

Projected Service Area

Entire City

Implementation Agency

AUWSSC

Implementation Partners

Municipality

Time-frame

5-10 years

SDF Objective

2.1.2

Water main installation (City of Anaheim, California)

Implementation Agencies Description A crucial component of the complete water infrastructure system is the drinking water distribution network. Water mains exist, ideally, under every public road, providing water for domestic and commercial consumption, and providing water to fire hydrants for fire protection. This project aims to bolster the network of water mains throughout the city. This will be done by both expanding the existing network and by repairing existing, distressed parts of the network. Water meters should also be installed as a part of this effort.

Project Location According to AUWSSC, Khost’s has recently completed a refurbishment of an old drinking water network, and has even expanded that network, now possibly serving about 30% of the population with piped water. This project should be concentrated in those areas with no water distribution system, but repairs in areas with existing distressed or leaking water mains should also be pursued.

This project will planned and carried out by AUWSSC. Coordination between the local office of AUWSSC and the Kabul headquarters of AUWSSC will be crucial. Often, water planning is done in Kabul, but local offices are not aware of the plans made in Kabul. Constant coordination should occur between these entities. One example of needed coordination is that the local office of AUWSSC will need to assess the water mains that are leaking or otherwise in need of repair, and the results of this assessment will need to be shared with the AUWSSC headquarters.

Municipal Role The Municipality -- specifically, the Technical and Sectoral Department -- should coordinate with AUWSSC so that water main installations and repairs occur concurrently with road repairs whenever possible. Road maintenance master plans and water distribution network master plans should be established to determine overlapping construction areas, and then construction projects should be timed so that each road is once “dug up” once.

Rationale The drinking water distribution system, of course, is a critical component of the complete water infrastructure system that exists in the city. By reliably delivering safe water to neighborhoods and businesses, AUWSSC will increase peoples’ quality of life and support economic growth.

Feasibility AUWSSC has proven itself capable of engineering and installing water distribution networks. Therefore, this project is well within the capacity of AUWSSC. However, continuous improvement should be a goal of any organization dealing with complicated, ongoing engineering work.

Kabul firefighters utilizing water distribution network (NPR)

CIP Annex

Strategic Investments

Decentralized Wastewater Treatment Facility Summary Budget Range

$15 - 18 M USD

Project Size

Campus Network

Projected Service Area

Sheikh Zayed Campus

Implementation Agency

AUWSSC

Implementation Partners

Municipality, MoEW

Time-frame

6 years

SDF Objective

2.1 Large 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 decentralized collection network and small-scale treatment facility for a campus of related buildings in Khost.

The small-scale, decentralized wastewater treatment system will require planning & coordination, advanced technical design, and drawn out construction schedules. The technical operation and maintenance of a wastewater treatment facility is very advanced, and capacity for all networked buildings on campus will need to be built in order to realize an effective plant. If the project is successful in providing proper treatment of wastewater loads on campus, it will enjoy the benefits of cleaner, safer public spaces, and it will be a model for other areas within the city.

Project Location The Sheikh Zayed University campus provides a unique opportunity to establish a fully-operational, small-scale wastewater treatment system in Khost. Campus buildings will be covered by an underground network that leads to a small wastewater treatment facility on campus.

Implementation Agencies Although it has rightly been focused on implementing water projects, AUWSSC is responsible for sanitary sewer projects as well. The sanitary sewer network installation will need to be coordinated with the Municipality and the University 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.

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. In a small city like Khost, the entire city can eventually be served by a municipal wastewater system. However, small increments of treatment system implementation will be a feasible path to get there.

Khost 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.

Khost

Decentralized Wastewater Pilot Program Summary Budget Range

$10 - 12 M USD

Project Size

Neighborhood Facility

Projected Service Area

District 6

Implementation Agency

AUWSSC

Implementation Partners

Municipality, MoEW

Time-frame

6 years

SDF Objective

2.1

Description As wastewater networks, treatment facilities, and other ways to properly manage wastewater develop in the city their coordination and expansion will be crucial to ensuring that public health and environmental protection goals are reached in Afghanistan. This project consists of the installation of a decentralized collection network and community-operated advanced septic tank facility for a neighborhood of residential buildings in Khost. Septic systems can be built to treat wastewater for a large number of households, such as a group houses in a neighborhood.

Project Location The residential neighborhood in District 6 that is adjacent to Sheikh Zayed University campus will be the location of a local, decentralized neighborhood wastewater collection and treatment system.

Feasibility The small-scale, decentralized wastewater treatment system will require planning & coordination, advanced technical design, and drawn out construction schedules. The technical operation and maintenance of a wastewater treatment facility is very advanced, and capacity for all networked buildings on campus will need to be built in order to realize an effective plant. If the project is successful in providing proper treatment of wastewater loads on campus, it will enjoy the benefits of cleaner, safer public spaces, and it will be a model for other areas within the city.

Implementation Agencies Although it has rightly been focused on implementing water projects, AUWSSC is responsible for sanitary sewer projects as well. The sanitary sewer network 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.

Municipal Role Construction of the proposed wastewater network and small-scale treatment facility should ideally be coordinated with roadway improvements. The Municipality will need to be consulting during this phase of the project. Currently, the Municipality builds public pit latrines around the city. Hooking-up existing public pit latrines to the sanitary sewer main and planning new public pit latrines near the sanitary sewer should be a priority.

CIP Annex

Strategic Investment Roadmap

Khost Solar PV Project (10 MW) Summary Budget Range

$10 - 15 M USD

Project Size

10 MW

Projected Service Area

50,000 - 90,000 people

Lead Agency

Private Company

Implementation Partners

DABS MoEW

Time-frame

3 years

SDF Objective

2.2 Solar Field in Kandahar, Afghanistan

Description A 10 MW solar field near Khost would provide the city, along with Gardez, with clean, reliable, renewable energy. About 150 hectares of land outside of the municipal boundary would house the solar field which would then be connected to the existing grid. A 10 MW solar field is likely to generate enough power for 50,000 to 90,000 people. This would add capacity to the current power grid, generating energy and increasing service reliability for the people living in the city. Fortunately, solar technology has become much more cost-effective and efficient in recent years.

Project Location A productive and efficient solar field should be located in an area that gets sufficient sun cover. Ideally, it would be located near a roadway, near an existing substation, and on mild slopes. It’s also important not to plan a solar field in an area that could be used for agricultural purposes. Thus, the area just northeast of the city is located as an optimal solar field site. The location of this existing project is unknown, but a potential location for it -- in case one has not been selected already -- is shown on the map below.

Rationale In order to advance the social and economic growth in Khost, 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 10 MW solar field would increase the capacity of the grid, without creating the environmental and public health detriments associated with the burning of fossil fuels. Financially, solar power is also attractive. The capital investment necessary, relative to alternative generation typologies, is affordable. Finally, a solar field would also decrease the country’s dependence on imported electricity, thereby reducing reliance on foreign partners.

Feasibility Given the successful implementation of other solar power generation plants in Kandahar and Kabul, this project is 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 physically 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 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.

Khost Strategic Development Framework

Khost

Waste-to-Energy Biomass Project Summary Budget Range

$6 - 8 M USD

Project Size

6 MW

Projected Service Area

Local Electrical Grid

Lead Agency

MoEW

Implementation Partners

DABS

Time-frame

Medium-term

SDF Objective

2.2

Description A 6MW biomass waste to energy project has been proposed by DABS to utilize agricultural residues, animal manure, or solid waste as the feedstock for electrical power generation. Details of the project are still under development in a Feasibility Study, but the project will either directly burn waste in a conventional steam turbine power generation facility, or convert the waste to biogas through an anaerobic digestion process.

Project Location The facility should be located adjacent or within the Agro- Industrial Hub project which is shown on the map and proposed as a high priority CIP project. Being near an industrial zone that processes high volumes of agricultural products places the fuel sources close to the biomass facility to reduce transport cost and time. An industrial zone is also the right zoning for an energy facility so as not to cause a disturbance to neighbors from the truck traffic and process noise from the facility.

Biomass Waste-to-Energy plant (Harvest Power)

Rationale The agricultural region surrounding Khost produces predominantly fruits and nuts (especially pomegranates and walnuts). The offcuts and shell casings from these products is considered waste, but actually contains useful energy. Converting a waste stream into a productive input fuel is a classic example of a circular economy process that optimizes inputs and outputs from multiple systems rather just a single system.

Feasibility The low or no-cost biomass waste fuel is a key feature to the financial feasibility of the project. If a consistent flow of agricultural waste can be fed to the facility over the course of the year the consistent flow of power to the electrical grid will generate the revenue needed to cover the operational costs of the facility. DABS has proposed this project to be delivered through a private sector partner, so the feasibility of various technologies, facility sizes, designs, and financial constraints will be determined by each potential partner.

Positive Impacts/Benefits The two primary benefits are creation of electricity and reduction of waste delivered to landfill. A 6MW facility powered from a renewable source reduces reliance on imported electricity. Although there is a combustion process, biomass waste to energy is considered a carbon neutral fuel because if the fuel is not burned it emits carbon dioxide during the decomposition process, so the net emissions are zero.

Municipal Role The proposed facility has been slated as an opportunity for private sector participation in development and operation, so the Municipal role will be primarily that of coordination and facilitation of permits and business operations.

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.

Khost 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

Khost

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 (9 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 Khost, 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

Khost Strategic Development Framework

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

Khost

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

Preliminary Project Categorization

! CATEGORY A

Categorization Approach

As the scope for the selected projects evolves, some may trigger an ESIA leading to recategorization as “high-risk”. These projects include the development of large-scale industrial districts, waste management facilities (depending on scale), and the creation of new major transportation corridors.

Category A (High-Risk)

5 Solid Waste Transfer Station & MRF Improvements

Significant adverse environmental impacts that are large-scale, irreversible, cumulative, or precedent-setting

2 Strengthen Regional Connections Around New Civil Airport 3 Agro-Industrial Hub

While no proposed projects falls firmly within this category, select projects could trend toward Category A depending on the proposed overall scale and if potential impacts are not properly mitigated through proper planning and design utilizing internationally recognized best practices.

Potential environmental impacts are site-specific and reversible in nature

7 Urban Expansion Around Future Node

CATEGORY B

Category B (Moderate-Risk)

3 Urban Infill Around Emerging Nodes 4 Secondary Urban Corridor Improvements 9 Primary Urban Corridor Improvements 10 Biomass Waste-to-Energy Anaerobic Digester 9 Khost Solar Pv Project (10 Mw) 7 Decentralized Wastewater Treatment Facility 8 Decentralized Wastewater Pilot Program

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 Urban Food Park

Category C (Low-Risk)

2 Women’s Market & Entrepreneurship Center 1 Agricultural Research, Development, & Training Center 6 Green Infrastructure Network

6 Water Network Upgrade & Expansion

1 Women’s Park

Likely minimal to no adverse environmental impacts

8 Northern Hillside Park & Trail

CATEGORY C

Depending on the final scope and site footprint, a few of the proposed projects could be classified as Category C. These include training programs and the renovation/retrofitting of existing facilities for a new use.

5 Regional Hillside & Forest Conservation Program

Some projects may incur minimal localized or no adverse environmental impacts and may be eligible for a more streamlined ESMP checklist approach.

# Municipal Capital Investment Plan Projects # Strategic Investment Plan Projects

ESA Review

Sub-Project Checklist Summary Project-Related Issues/Challenges Section I - Sub Project Related Issues Pages 6 to 7 represent a summary of the Draft Sub-Project Pre-Screening Checklist, Section I - Sub-Project Related Issues in the 2017 ESMP. From a broad perspective, this section represents a summary of the issues and challenges for the proposed Capital Investment Projects to be reviewed for potential funding and implementation. Additional comments and notes have been provided in regard to potential mitigation measures, monitoring, and capacity building - linking to the SDF and toolkit to support advancement of each project.

A. Zoning & Land Use Planning Currently, in the planning proposal stage project sites represent a combination of site reuse/renovation, potential rezoning, and unknown need for zoning & land-use changes. The selected locations take into consideration the current planning and land use context, appropriate use/potential impacts and mitigation measures, health/well-being, and environmental risk based on available information and international best practices. Most projects with the exception of infrastructure projects will not likely involve significant site disturbance. Due to the urban setting of most proposed projects, sites may be under development pressure with competing urban/industrial uses.

B. Utilities & Facilities Most proposed projects will likely not require ancillary production facilities. However, one exception would be roadway extension projects which may require temporary batch plants to minimize hauling of processed material to the project site. The need for accommodations or service amenities to support the workforce during all construction would be dependent upon the scale and phasing of approved projects.

C. Water & Soil Contamination Nearly all projects will temporarily disturb the soil during the construction phase and may require the removal of vegetation on site. One strategic long-term goal of all projects is to improve water quality and soil health in the project areas through holistic design and layering functionality. Decisions and actions to improve and protect water quality and soil health must start at the planning and design phase, be maintained through construction, and upheld through site operations and maintenance, supported by a detailed site understanding, integration of appropriate mitigation measures, capacity building for all project team members, and followup monitoring. Mitigation Measures: Site disturbance on all projects should be limited to only the necessary areas. Appropriate erosion control measures and responsible construction practices must be followed to prevent soil/water contamination on and off site. Properly installed erosion control measures shall intercept

Khost 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.

Khost

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.

Hazardous Substances.

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.

F. Destruction/Disruption of Land & Vegetation

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 updates to urban parks, drainage corridor improvments, and new hillside conservation areas may cause temporary, focused disturbances to sensitive areas - but should be limited. However, the end goal is to improve the quality and function of these landscapes while fostering greater awareness and appreciation for their numerous benefits. Mitigation measures: For each site, identify, map, and protect/restore sensitive features such as floodplain areas, riparian/wetland buffers, natural drainage patterns, healthy/ undisturbed soils, erosion-prone/unstable slopes, beneficial trees/vegetation, and intact ecosystems. If the site and context are highly urban and do not present many of the sensitive landscape features noted, strive to enhance the function and performance of the site by intercepting/harvesting precipitation for on-site use and integrating beneficial native vegetation. Monitoring: Similar to/overlaps with Section C. Water & Soil Contamination and Section D. Noise, Air Pollution, &

Capacity Development & Training: Similar to/overlaps with Section C. Water & Soil Contamination and Section D. Noise, Air Pollution, & Hazardous Substances.

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 Projects proposed for Khost may only indirectly impact culturally significant sites, with only one project (Women’s Park) proposed for the urban center, outside of infrastructural improvements city-wide. All other projects should consider their proximity to both all heritage and religious sites, following proper protocols and best practices including chance finds procedures to minimize any adverse impacts and respect the culture and history of the city.

H. Expropriation & Social Impacts At this time, most proposed projects do not have specific locations and will need to undergo a careful site selection process to verify if land expropriation or demolition of existing structures will be necessary. Undoubtedly, some projects may impact squatters or informal users. This will be better understood as the site selection process is advanced. Most projects are small in scale and may not require construction camps, however, that will be determined by the final scope and phasing of construction.

ESA Review

Sub-Project Checklist Summary Site Characteristics

Section II - Site Characteristics Pages 8 - 11 represent a summary of the Draft Sub-Project Pre-Screening Checklist, Section II - Site Characteristics. This provides a broad, comprehensive view of the existing context/ site understanding and potential challenges of siting each Capital Investment Projects to be reviewed by the World Bank. Each question area links to key resources and sections in the Baseline Assessment and Diagnostic Report and Synthesis Notes for additional information.

Question 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?

Proximity to Natural Reserves

Of the noted potential CIP projects, those near the core of the city and along major corridors must take proximity to heritage sites into consideration during future planning, design, and construction. See page 548-553 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Is the subproject located in an area with designated natural reserves?

Question 5

Question 1

Mountain areas surrounding Khost are noted as natural reserves/national parks. While nearly all proposed projects are located in urban or peri-urban areas, the northern hillside park and additional conservation areas are the only projects that interact with this landscape, focused on a restorative/ regenerative approach to improve safety and resiliency. See pages 604-607 & 626-627 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 Khost are primarily located away from the proposed project sites in the surrounding hills. The northern hillside park and additional conservation areas are the only projects that interact with this landscape, focused on a restorative/regenerative approach to improve safety and resiliency. See pages 480-483 & 626-627 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, Khost is situated in the Baluchistan Xeric Woodlands Ecoregion (critical/endangered), surrounded by the East Afghan Montane Conifer Forest region. National data regarding Conservation Priority Zones place the region in a “medium” conservation priority ranking. See page 485 in the Environmental Resources section (pages 452-487) of the Baseline Assessment & Diagnostic Report for additional information. 8

Khost Strategic Development Framework

Wildlife or Livestock Migration Corridors Is the subproject located in an area that would create a barrier for the movement of conservation-worthy wildlife or livestock? With a focus on urban and peri-urban sites, a significant majority of the proposed projects will likely not impact livestock or wildlife migration. Projects which should consider and design for potential impacts include improvements to roadway corridors where they traverse drainage corridors or large tracts of open land (may impact the movement of terrestrial fauna), hillside greenbelt improvements and development of wastewater treatment facilities (which both may benefit resident and migratory avifauna).

Question 6

Surface Water/Groundwater Protection Is the subproject located close to groundwater sources, surface water bodies, watercourses or wetlands? Geologically, Khost lies on an alluvial plain called the Khost Bowl in which existing undeveloped lands may contribute to groundwater recharge. Existing surface water consists of the Shamal and Matun Rivers, feeding a complex network of irrigation canals and drainage channels. Development/ redevelopment in these sensitive areas should integrate best practices outlined in the SDF, to create multi-functional landscapes that help to protect surface and groundwater supplies while enhancing resilience during flooding and drought. See pages 322-329, 336-337, 340-341, & 480-483 of the Baseline Assessment & Diagnostic Report for additional information.

Question 7

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

Khost

Within and around Kandahar, there are 5 categorized heritage sites. Given the city’s strategic significance throughout history, projects located near these sites should factor proximity and chance finds into planning, design, and construction of future infrastructure and facilities. See pages 548-553 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Question 8

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

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.

Noted in Item #7 above. See pages548-553 in the Major Culture & Heritage Sites section (pages 510-561) of the Baseline Assessment & Diagnostic Report for additional information.

Khost Spatial Framework Khost 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 heritage sites and the dramatic mountain landscape surrounding the city. In the planning and design process, sight lines and view corridors leading to these significant historic, religious, and cultural site, and natural features must be considered. With each project, an additional inquiry will be needed to determine the visual significance of sites and landscapes through the lens of local residents to guide the planning and design process.

Question 11

Landslide or Erosion Susceptibility Is the subproject located in an area susceptible to landslides or erosion? All proposed projects are located an alluvial plain, away from areas susceptible to landslides or excessive erosion, with exception of hillside open space improvements and conservation efforts which aim to reduce risk. Nonetheless, measures should be taken to minimize soil erosion on all project sites by following recognized best practices. See page 504 in the Environmental Risk section (pages 488-505) of the Baseline Assessment & Diagnostic Report for additional information.

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 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 34-35 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 irrigated agriculture in the region, potential investments are limited to densifying existing corridors and settlement areas near the city, primarily to the east and west of Khost. See pages 344-365 & 382-385 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 a Transpressional Plate Boundary tectonic region, Khost is located approximately 50 km east and west of minor, faults 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 491 in the Environmental Risk section (pages 488-505) of the Baseline Assessment & Diagnostic Report for additional information.

Waste Dump Proximity Is the subproject located near a waste dump? The exact location of the municipal landfill in Khost is currently unknown, 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 & 260 in the Baseline Assessment & Diagnostic Report for additional information.

Question 17

Existing Access to Potable Water Does the subproject have access to potable water?

Question 13

Population Density Is the subproject located in a densely populated area?

Khost Strategic Development Framework

Information on Khost’s drinking water network has not been obtained yet.. See pages 192-193 & 198 in the Baseline Assessment & Diagnostic Report for additional information.

Khost

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 Khost 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 Khost.

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 Khost.

Khost 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 Khost.

PROJECT

ESA COMMENTS

LOCATION

Women’s Park

In addition to being a dedicated open space for women, the park should also provide essential ecosystem services including: stormwater mgmt., climate reg. etc.

Downtown Khost City core (Pilot Location)

Women's Market & Entrepreneurship Center

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

District 6, South of Sheikh Zayed University (Pilot Location)

Urban Infill around Emerging Nodes

In addition to improving street infrastructure for multimodal use, improvements include enhancing green space and complete street strategies

Infill around Sheikh Zayed University

Secondary Urban Corridor Improvements

In addition to improving street infrastructure for multimodal use, improvements include enhancing green space and complete street strategies

Along Matoon Tapa hill connecting south of Sheik Zayed University

Solid Waste Transfer Station & Facility will need to be strategically located to minimize MRF Solid Waste Truck Roadway hauling distance while minimizing environmental risk Improvements and potential conflicts with nearby residents

Green Infrastructure Network

Flood-way improvements to better manage stormwater quantity and quality, including ecological restoration and recreational amenity development

Ghurambi River south of Sheikh Zayed University

Structured Development around Old Civil Airport

In addition to improving street infrastructure for multimodal use, improvements include enhancing green space and complete street strategies

Old Civil Airport and Khost Gardez highway

Northern Hillside Park & Trail

Regulatory guidelines to and conservation efforts to protect sensitive landscapes for risk mitigation and open space, including ecological restoration & recreation development

Hills Matoon Tapa Hill (Pilot Area)

Primary Urban Corridor Improvements

In addition to improving street infrastructure for multimodal use, improvements include enhancing green space and complete street strategies

Primary corridor along Khost-Gardez Highway and secondary corridor along Matoon Tapa hill

Khost Strategic Development Framework

TBD by Municipality

Khost

PRELIMINARY ESA CATEGORIZATION

POTENTIAL CHALENGES FOR FURTHER REVIEW

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

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction

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

Land expropriation & potential demolition of existing structures Potential increase in local traffic

Category B (Moderate-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction Densification and potential increase in local traffic

Category B (Moderate-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction Densification and potential increase in local traffic

Category B (Moderate-Risk)

Increased traffic, noise & pollution (vehicle exhaust) Odor and potential drift of waste material Potentially contamination from materials handled

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

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction

Category B (Moderate-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction Densification and potential increase in local traffic

Category C (Low-Risk)

Land expropriation & potential demolition of existing structures

Category B (Moderate-Risk)

Land expropriation & potential demolition of existing structures Temporary disruption of neighborhood activity during construction Densification and potential increase in local traffic

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 Khost.

PROJECT

ESA COMMENTS

LOCATION

Agricultural Research, Development, and Training Center

Center dedicated to advancing agricultural productivity

Throughout the city

Strengthen Regional Connections around New Civil Airport

Part of proposed logistics corridor, the project would include infrastructure and roadway paving, including a new ring road

Southwest of KhostGardez Highway

3 Agro-Industrial Hub

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

Adjacent to the new Khost civil airport

4 Urban Food Park

A small-scale agro-processing and market complex integrated into communities at the urban periphery, providing both community facilities and infrastructure for low-level processing

District 4 (TBD)

Regional Hillside and Forest Conservation Program

Regulatory guidelines to and conservation efforts to protect sensitive landscapes for risk mitigation and open space, including ecological restoration & recreation development

Hills North of Khost City Urban Core adjacent to urban development

Water Network Upgrade and Expansion

Consider catchment-wide land use and conservation strategies to protect the future water supply and strengthen drought resilince

Citywide

Decentralized Wastewater Treatment Facility

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

Established as an extension of Sheikh Zayed University

Decentralized Wastewater Pilot Program

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

Sheikh Zayed University

9 Khost Solar PV Project (10 MW)

Biomass Waste-to-Energy Anaerobic Digester

Prevent singular use of the land and integrate additional Shared between Gardez uses into the space if possible City & Khost Innovative waste management facility to create natural gas and energy from waste, also generating valuable compost material to enhance agricultural lands

Khost Strategic Development Framework

Adjacent to Salarno Base

Khost

PRELIMINARY ESA CATEGORIZATION

POTENTIAL CHALLENGES FOR FURTHER REVIEW

Category B/C (Moderate-Risk/Low-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

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 C (Low-Risk)

Minimal adverse impacts

Category B (Moderate-Risk)

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

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 Land allocation/expropriation to accommodate treatment facility Odor/air quality management of facility operation

Category B (Moderate-Risk)

Land expropriation & demolition of existing structures Note life-span of panels (life cycle analysis) to optimize benefit

Category B (Moderate-Risk)

Land expropriation & demolition of existing structures Increased traffic, noise, and potential odor with material transfer

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

Khost 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)

Khost 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

Khost Strategic Development Framework

Theme 5 Inclusive Planning and Governance

Goal 5.1 Strengthen trust in institutions and empower citizens

Key Indicators % of Voting Population in Local Elections Proportion of Population who Believe Decision-making is Inclusive and Responsive: By sex, age, disability, and population group (SDG 16.7.2) Proportion of Population with a Direct Participation in Urban Planning (SDG 11.3.2)

5.2 Leverage sustainable financial resources and improve municipal revenue generation

Revenue Collection (including per capita) Proportion of Fixed Revenue vs. Total Revenue Collected Revenue Collection Efficiency Ratio

5.3 Strengthen coordinated urban governance, planning, and land management techniques 5.4 Develop a sustainable framework for natural resource management in the region

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

Establishment of Water and Sanitation Management: Local administrative Units, operational Policies, and procedures for local participation (SDG 6.B.1) Change in the Extent of Water-related Ecosystems Over Time (SDG 6.6.1) Amount of Development Assistance from Government for Water and Sanitation-related Investment (SDG 6.A.1)

5.5 Establish a SDF implementation framework

N/A

Appendix

Municipal Responsiblities Appendix Responsibilities of Municipalities as outlined in the new Municipal Law

The responsibilities of municipalities have been expanded and outlined in the new Municipal Law. This represents a significant addition of responsibilities that municipalities will need to plan for. The SDF has identified key pilot projects that can be used to build capacities for managing and implementing expanded roles. List of Key Respnsbilities (chapters within the Municipal Law) » Municipal Planning and Land Use (Chapter 11) › Preparation of Master Plan (Land Use and Zoning) › Issuing of Building Permits » Engagement in Urban Development (Chapter 13) › Carry out public works › Use or development of derelict land » Cultural Heritage Protection (Chapter 14) › Management of properties › Control of development in the vicinity of historic or cultural properties › (Includes responsibilities assumed by Institute of Archaeology) » Management of Municipal Budget and CIP (Chapter 15) » Management of Social Housing (Chapter 21) › Construction of social housing is responsibility of MUDL » Construction of Roads, Bridges and Tunnels (Chapter 22) › Includes sidewalks, subways, footbridges, pedestrian crossings, lighting › Management of these facilities

» Traffic control facilities, lights, public parking, and signage (Chapter 23)

» Markets (Chapter 28)

» Sanitation (24)

» Flood Management (Chapter 30)

› Collection of waste › Solid waste management including transportation, disposal, and operation of waste facilities › Provision of litter bins › Recycling » Construction, repair, and cleaning of rivers and other watercourses, ditches, and cesspools (Chapter 24) › Management of drainage » Provision of Public Toilets (Chapter 24) » Management of transit (Chapter 25) › Provision of permits, vehicles, and depots › Monitoring of activity » Green spaces, parks, and recreation (Chapter 26) › Planting of trees, shrubs and grasses, and other plants › Public parks and playgrounds › Recreational facilities » Environmental Health (Chapter 27) › Oversight of food safety provisions and inspections › Hygiene improvement notices › Oversight of swimming pools, bath houses, hotels and guest houses

Khost 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)

Khost Municipal Organogram Executive and Council Mayor

Municipal Council

Key Personnel and Directorates

General Executive Manager

M&E Department

Urban Governance Directorate

Office Department

Technical and Sectoral Services Directorate

Administration and Finance Directorate

Building’s Control and Supervision General Manager

Finance & Accounting General Manager

Districts/Nahia Departments

Management Public Outreach and information Specialist Gender Equity Specialist Legal and Public Security Specialist Customer Services Center General Manager Cultural and Social Services Manager

Planning and Development General Manager Real Estate and Asset General Manager Cleaning and Greenery General Manager Engineering and Infrastructure General Manager

Revenue General Manager Human Resources General Manager General Servces and Procurement General Manager

IT General Manager

IFMS General Manager

Appendix

City Consultative Workshop Goals Summary Appendix Workshop Critical Themes

Workshop Goals

1 Water Resource Management 1.1 Electricity for Industrial Development and Energy Production

Workshop Strategies

SDF Goal Alignment

Solar energy production

2.2 Invest in sustainable infrastructure and building urban resilience

Construction for dams for hydropower Building infrastructure for industrial development

1.2 Energy Production

Thermal energy from coal power N/A plants Electricity from hydropower dams

1.3 Water Resources for Agricultural Development

Construction of check dams and diversion dams Construction of new irrigation systems and canals Construction of rainwater harvesting wells and water storage

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

Support natural forests, nurseries and plantation forests 1.4 Natural Disaster Risk Reduction

Introduction of appropriate technology for risk monitoring and response

2.2 Invest in sustainable infrastructure and building urban resilience

Forestation program to plant shrubs, trees, and build nurseries

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

Construction of flood control structures to manage runoff 2 Expansion of Urban Infrastructure and Transportation System

2.1 Providing Facilities to Improve Invest in improving electricity, 2.4 Improve access to Urban Livability telecommunications, affordable housing and canalization construction, water community infrastructure supply management, ICT, and education Ensure clean and livable environment Create new, affordable and adequate housing 2.2 Facilitate Access to Natural Resources

Improving accessibilie to natural 1.3 Improve connectivity and resources such as mines mobility choices Build expressway as special trade corridor Construct substations to expand access to power Construction of bypass and ring roads

Khost Strategic Development Framework

4.1 Strengthen regional logistics capacities and crossborder linkages

Workshop Critical Themes

Workshop Goals

Workshop Strategies

SDF Goal Alignment

2.3 Regional Business Development and Connectivity

Construction of terminals and border trade infrastructure

4.1 Strengthen regional logistics capacities and crossborder linkages

Build Haji Bottle highway for trade purposes Balance resource production and consumption Improve the production and marketing of agricultural harvests, food supplies, and livestock 3 Equitable Social Development

3.1 Enhance Revenue

Create an electronic system for collecting tax and revenue Create new sources of income and revenue

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 5.2 Leverage sustainable financial resources and improve municipal revenue generation

Revive inactive revenue sources 3.2 Reduce Poverty Levels

Improve industrial economic sector Improve agricultural sector and agri-businesses

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

4.3 Strengthen the agricultural Incentivize and support creation sector and develop of small businesses sustainable value chains 3.3 Attract Investments

Establish procedures and protocols to simplify investments Create and development industrial parks

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

5.3 Strengthen coordinated urban governance, planning, Create an administrative body to and land management coordinate private sectors with techniques management agencies 3.4 Facilitate Job Creation

Implement and expand basic infrastructure projects

2.1 Provide adequate urban services to all citizens

Establish vocational and training 4.2 Facilitate economic institutes diversification and develop local labor market to support Create NGOs for assistance and future economies support 3.5 Find Markets for Local Products

Increase value chain of domestic products

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

Appendix

City Consultative Workshop Goals Summary Appendix Workshop Critical Themes

Workshop Goals

Workshop Strategies

SDF Goal Alignment

4 Urban Development with Cultural and Natural Heritage

4.1 Improve Land Management and Land-Use Planning

Designate land-uses for different activities and urban character

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

Develop land-use plans and detail plans Resolve legal disputes over land 4.2 Protect Historic Monuments and Natural Heritage

Raise public awareness about the preservation of cultural and natural heritage

3.1 Foster local identity through investment in culture and built heritage

Develop plans for reparing and protecting historic monuments Holding public exhibitions on cultural heritage 4.3 Planed Urban Development

Develop plans for unplanned urban areas Develop and implement urban development plans Ensure balanced development of housing

4.4 Encourage Cultural Development

5 Invest in Research and Innovation

Raise public awareness Inclusion of cultural issues in educational curriculum

5.1 Invest in Natural Resource Detection and Diagnosis

Conducting research to explore and detect mineral resources

5.2 Encourage Technological Development

Establish an information and technology institute

2.4 Improve access to affordable housing and community infrastructure 5.3 Strengthen coordinated urban governance, planning, and land management techniques 2.3 Support inclusive social development for underserved populations 3.1 Foster local identity through investment in culture and built heritage

4.4 Promote a sustainable extraction economy and develop mining related value Setting up research laboratories chains

Facilitate overseas or exchange programs for students

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

Promote private sector investment in research fields 5.3 Train Specialists

Create masters and PhD programs Create exchange programs for training specialists

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

Send specialists to foreign country to study new technologies 5.4 Promote Technological Inventions

Invest and fund invention incubating facilities Create incentive programs for innovators Establish private centers of innovation

Khost Strategic Development Framework

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

Workshop Critical Themes

Workshop Goals

Workshop Strategies

SDF Goal Alignment

6 Empowering Women and Enforcing Rule of Law

6.1 Ensure Social Justice

Raising public awareness and move public opinion towards social justice values

2.3 Support inclusive social development for underserved populations

Establish a culture of enforcement and justic

5.1 Strengthen trust in institutions and empower citizens

Include rule of law and civic duties in education curriculums 6.2 Encourage Self-Reliance of Women

Facilitate specialized education institutions for women Promote work opportunities, markets, and jobs for women through Chamber of Commerce Ensure educational opportunities for women in fields of agriculture, livestock, and entrepreneurship

6.3 Reduce Culture of Violence

Public awareness campaigns Prevent production of narcotics and manage drug use

2.3 Support inclusive social development for underserved populations 4.3 Strengthen the agricultural sector and develop sustainable value chains

2.3 Support inclusive social development for underserved populations

Increase literacy levels

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

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

Text

National National National District/ Municipality National

Verified Useful Verified Useful Verified Useful Verified Useful 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

UN Habitat, MUDL UN Habitat, MUDL MUDL

Area

Shapefile

Area

Shapefile

Area

Shapefile

MUDL

Report

MUDL

Report

Verified Useful

Khost Khost District Boundaries [Local]

2015

Khost Municipal Land Use Existing 2015 Khost Municipal Land Use 2017 Planned Khost Economic Development 2018 Plan Khost Financial and Development 2019

Khost Strategic Development Framework

Text

District/ Municipality District/ Municipality District/ Municipality Province

Verified Useful

Text

Province

Verified Useful

Verified Useful Verified Useful

Exchanged/Received Data Inventory (continued) Name Khost Municipality Financial Profile Khost Provincial Profile Khost Hi Resolution Satellite Imagery Khost Amenity Points Khost Housing Points

Data Date(s) 2019

Received From/Source MUDL

Class

Data Type

Scale/Area

Evaluation

Report

Text

Verified Useful

2019 2014, 2018

MUDL MUDL

Report Basemap

Text Raster

MUDL

Social, Infrastructure Basemap

Shapefile

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

Khost Master Plan CAD (Drawing)

UN Habitat, MUDL MUDL

Area

Shapefile Points CAD

Khost Master Plan Report (Text)

MUDL

Report

Text

Khost Master Plans GIS (Drawing)

MUDL

Area

Shapefile

Khost Planned Road Network

MUDL

Infrastructure

Shapefile

Khost Priority Projects Category B Descriptions Khost Priority Projects Category B GIS

MUDL

Infrastructure

Text, Images

MUDL

Infrastructure

Shapefile Points

Verified Useful Verified Useful Verified Useful Verified Useful Incomplete Verified Useful Verified Useful Verified Useful Verified Useful Verified Useful

Appendix

Data Inventory Appendix Public Data Inventory Name

Class

Data Type

Scale/Area

Evaluation

Demographics for UNHCR's populations of concern residing in Afghanistan Cities 2001

Received From/Source UNHCR

Social

CSV

District

Verified Useful

USDA

Area

2001

USDA

Rivers

2001

USDA

Environmental Shapefile

Soils

2001

USDA

Environmental Shapefile

Watersheds

2003

Environmental Shapefile

Cultivation Area

1997-2004

UNDP, Watershed Atlas AIMS

Regional/ National Regional/ National Regional/ National Regional/ National Regional/ National

Reference Use

Lakes

Shapefile Points Environmental Shapefile

Environmental Shapefile

National Landcover

1997-2004

AIMS

Environmental Shapefile

Elevation DEM (30m)

2005

USGS

Basemap

Raster

Mineral and Mine Locations

USGS

Economic

Shapefile

Geology and Lithology

1970s2006 2006

USGS

Environmental Shapefile

Hydrological Basins

2006

Environmental Shapefile

Oil and Gas Infrastructure

2006

USGS HydroSHEDS USGS

Economic

Shapefile

Oil Fields

2006

USGS

Economic

Satellite (8 band, 14m)

2006

USGS Landsat

Basemap

Shapefile, CSV Raster

Global Gas and Oil Freshwater Ecoregions

2007 2008

Environmental Shapefile Environmental Shapefile

Rivers

2008

Anthropogenic Biomes

2009

PRIO WWF, Nature Conservancy USGS HydroBasins SEDAC

Terrestrial Ecoregions

2009

WWF

Social, Raster Environmental Environmental Shapefile

Water Risk

2009

WRI

Environmental Shapefile

Wind Energy Potential Zones

2001-2010

Infrastructure

Raster

Elevation DEM (30m)

2010

World Bank ESMAP NASA SRTM

Basemap

Raster

International Railroads Settlements

2010 2010

NaturalEarth ESOC

Infrastructure Social

Livlihood Zones

2011

USAID, FEWS

Shapefile Shapefile Points Shapefile

Mining and Natural Resources

2011

USGS

Social, Economic Environmental Shapefile

Data Date(s) 2000+

Khost 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 -

Khost 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 Mohammad Yunous Mamoor Jan Abdul Samad Farahi Mohammad Anwar Zahid Laiq Mohammad Zainullah Hazrat Gul Totakhil Jawidullah Mohammad Arif Ahmadzai Hafizullah

Organization Planning expert Legal affair expert Director Director Director Director Director Sustainable Development Manager Director Director

Position Sectorial directorate Sectorial directorate Transportation directorate Information and Culture directorate mines directorate water and energy directorate CSO NEPA MICT DAIL

Appendix

Stakeholder Contacts Appendix Key Informant Interviews Stakeholder Type Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Municipal Officials/Partners Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Civil Society and Partners to Vulnerable Groups Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Community Representatives/Elders Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Business Owner) Private Sector (Shop Keeper) Private Sector (Shop Keeper) Private Sector (Shop Keeper) Private Sector (Shop Keeper) Private Sector (Chamber of Commerce) Private Sector (Union Representative) Private Sector (Urban Union) Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority

Institution Mayor Head of Cleaning & Greening Department (Municipality) Provincial Director (NEPA) ARAZI Provincial Director AWSSCC Provincial Director Provinicial Director (MoRR) Provincial Director (MoLSAMD) Head of Mangal Civil Society Director ofCivil Society Organization (Male) memberof Civil Society Organization (Female) Chief Executive of Civil 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 Head of CDC Member of Ulama Shura Member of Ulama Shura Respected Elder(retired officer) Respected Elder Businessman Bussinessman National Businessman Shop Keeper Shop Keeper Shop Keeper Shop Keeper Head of Irfan Company and head of industries union head of Miakhil electrical Tools company Head of Shopkeeper union Representative of most major Education NGO in the city ProvincialExecutive Director of Public Health

Name Eng. Abdul Basir Sabawoon

Representative ofMost major Health NGO in the city Provincial Director of Education

Abdul Wali

Representative of most major Education NGO in the city

Khost Strategic Development Framework

Mohammad Daud Said Yunous Eng Shafi Said Karim Said Mohammad Mohammad Rafiq Gharwal Abdul Wahab Liala Sadat Fazal Jan Jahesh Mohammad Nawaz Takra Daud Naizy Saifurahman Mohammad Atif Rahmatullah Bashir Shah Jalal Atiqullah Azizi Jamal zari Arzo Nooria Maulan Abdul Karim Qari Mohammad Nabi Haji Wakil Mangal Zakeenullah Hazratullah Rayan Noorshazad Anwar Tani Dinwali Hedayat Qadir Shah Mohammad Aseel Mohammad Mohammad Rahim Jamal Tani

Mohammad Qasim

Roshan

Key Informant Interviews (continued) Stakeholder Type Health / Education Professionals and Disaster Management Authority Health / Education Professionals and Disaster Management Authority Law & Order Authority ( Provincial Chief of Police ) Law & Order Authority ( Head or Deputy of Huquq Department) Law & Order Authority ( High Officer in Attorney General )

Institution Teacher of theEngineering Faculty

Name Qudratullah Zwak

Head ofNational Disaster Management Authority in Khost Director of Terrorism

Mahbooba sadat

Head of Huquq Department

Mohammad din Gul

High Officer in Attorney General

Sabawoon

Israr Yar

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.

Khost 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%). 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).

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.

Questions » How can Mazar-i-Sharif builds on its good human resources (educated men and women) and relatively good infrastructure to further develop its economy? » What is the profile of the most vulnerable people and where do they reside? » How can CDCs be empowered to play a greater role in the community, in cooperation with the trusted Wakil-i-Gozar?

Future Analysis It seems that the provision of affordable and reliable public transport could boost economy and increase social interaction. This assumption could be verified through further studies. Considering the current high rate of women in the economy it would be useful to further understand what skills they might need to play a greater role in the economy.

» 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 It is well-documented that construction of basic infrastructures and delivery of services are important catalysts of a modern city urbanization. However, in order to develop an inclusive urbanization framework, pre-assessment of the existing state of the mentioned integral components are very critical. Therefore, the tools designed for this study recorded the perception of both residents and officials for the coverage, maintenance and cost-effectiveness of roads, drainage as basic infrastructures and water, electricity and waste collection as services in Khost city. The general view is that some progress has been made in constructing central roads in Khost, but absence of an effective maintenance on the part of municipality and the use of low-quality materials in their construction have caused huge road damages, overshadowing the little progress that has been made. The failure of both Municipality and Ministry of Urban Development and Lands (MUDL) to coordinate their activities with each other has been also described as a big challenge, particularly at the time when water pipes and communication cables are constructed, resulting in subsequent re-excavation and damage to newlyconstructed roads. Accepting the failure on its part, Municipality officials cite lack of adequate budget to repair road-damages. “All roads are in a very bad condition. I am not quite sure that they would be repaired in the near future because most of them have been utterly destroyed. So, I mark the maintenance of these roads as “zero” “. (Community Elder/Khost) Having inadequate access to piped water supply system, most households use domestic shallow wells for drinking and cooking, which is said to be contaminated as there is no water-borne sewerage system in Khost. Non-existence of solid waste management is another big problem for many households in Khost city where population growth and industrialization have resulted in increased waste generation. Most respondents interviewed believe that Municipality does not have enough required resources to collect and dispose the large volume of waste. As a result, respondents reported that households dump waste onto street surface and wait for storm or rain to take them off the streets. “We ourselves take out the waste and then throw it outside and wait for the rain to wash it away”. (Civil Society Activist/Khost). 26

Khost Strategic Development Framework

However, the supply of electricity in Khost has apparently improved as compared to previous years, encouraging manufacturing factories to start operating in the city. The high costs of supply and constant power outages remain a major concern for many respondents.

Social Stablity and Political Agency Tenure Stability Tenure stability is not a huge challenge facing residents of Khost as, based on the interviews conducted, most house-owners possess official deeds, certifying their property ownership. However, many tenants fear eviction for non-payment of rent. In order to bring about reform in land management in general, respondents proposed distribution of land for households that live in informal settlements or on rent Physical Security Residents of Khost are deeply worried about their physical safety as kidnapping and other organized crimes have recently surged. The police and security forces were generally deemed to be effective in addressing public complaints. Family and Community Agency Given the political importance attached to the devolution of local governance, it seems significant that a large proportion of respondents were aware of the head of their Community Development Council (CDD) but have not participated in the elections to such bodies. Similarly, many female civil society activities stated that they know their Wakil-e-Gozar and Imam and regularly meet them to solve community problems.

Economic Capability and Livelihoods While Khost is a transit route allowing imports and exports to take place between Afghanistan and Pakistan, many respondents felt that their economic situation has not improved in the past 12 months, mainly due to the absence of an enabling environment for investments. This is perceived to have created high levels of unemployment in the city and lack of local business confidence. Respondents from the private sector suggested that the economic situation could be improved if local productions are promoted and that anti-corruption mechanisms are strictly followed, particularly in government institutions.

Environmental Risk and Health

Changes in Urban Form and Land Use

Air and water pollution were cited as two major environmental risks facing the population, along with air pollution resulting from vehicle emissions and factories operating inside the city. It was also noted that some residential areas are vulnerable to seasonal flooding due to non-existence of drainages.

Absence of a master-plan and proper monitoring on the side of Municipality has led to development of unplanned settlements in Khost province in recent years. Local residents and officials acknowledged that space has not been properly distributed for private manufacturing firms and private residential buildings across the city.

In the meantime, medical facilities are not perceived to be satisfactory as both public and health facilities are not well equipped. For this reason, many respondents reported that they had been forced to seek treatment, particularly in neighboring Pakistan when they fell ill during the past 12 months. “Private and public hospitals here can’t do MRI test CT scans”. (Female Resident/Khost)

Political and Governance Issues Municipal officials in Khost acknowledged that lack of inadequate budget, along with population growth as the reasons for their inability to effectively manage the city or implement development initiatives. While acknowledging a shortage of professional skills, they identified lack of experienced staff to design and develop waste collection and better water supply plans as significant challenges. Other respondents listed administrative corruption and nepotism as major obstacles to effective urban management.

Population Dynamics The current population size of Khost is estimated to be over 500,000. The size is expected to be almost doubled in the next ten years as more people are migrating to the city from rural areas as violence in their places of origin sees no sign of abating. Youth bulb is expected to be another growth trajectory as young people are coming to Khost city and register in high schools and universities.

“The city has expanded in the last 5 years. The reason is that residential areas have been turned into business communities. A public park has been made there as well by the name of Hakim Taniwal. So, I should say that this area has been expanded a lot.” (Municipal Official/Khost) Municipal officials stated that newly built irregular settlements lie beyond municipal boundary and it is almost impossible to extend services to these areas if Kabul does not increase the number of their staff and allocate more resources. Other respondents are of the view that the expansion of informal developments and unavailability of resources should be considered as major components of future urban planning and implementation reforms.

Cultural Landmarks, Institutions, and Traditions Like many other cities of Afghanistan, Khost can also be a relatively nice tourist destination for having cultural monuments and historical sites including Khost Tali, Khwaja Matoon Tapa and Ghazi Babrak Qala. However, many respondents remain concerned as these sites are not protected.

In the meantime, there seems to be no huge cultural differences among long-term residents of Khost and internally displaced families. Therefore, the general view among residents towards IDPs was positive, calling on the central government to allocate more resources including educational and employment opportunities for them to be integrated into urban society. Municipality officials, however, warn that coverage of basic services cannot be extended to IDP camps and irregular settlements if adequate budget is not allocated by Kabul.

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.

Khost Strategic Development Framework

D5 D3 D6 D4

D2 D1

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 Corridors Secondary Corridors Nodes

Growth Development Strategies 30

Khost Strategic Development Framework

D5 D3 D6 D4

D2 D1

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 32

Khost 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

D5 D3 D6 D4

D2 D1

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

Khost Strategic Development Framework

D5 D3 D6 D4

D2 D1

Environmental Risk Assessment

District Boundary

Sources: AF GeoNode 2019, FAO 2015

Nahia Boundary

Municipal Boundary Roads Existing Built-up Area

4 km

Composite Environment Hazards High Risk Areas Moderate Risk Low Risk Negligible Risk

Areas susceptible to environmental risk were identified based on landslide and flood susceptibility. During the overlay process, a higher score was given for areas of higher risk susceptibility, and a higher maximum weight was given for layers with a higher probable impact on infrastructure.

Input Layers Slow Bedrock Landslide Rapid Bedrock Landslide Cover Material Landslide

Using data from Afghanistan’s Disaster Risk Information Portal, three different types of landslide susceptibility data were used in this analysis. Slow evolution bedrock landslide susceptibility was given a lower maximum weight because it has a lower impact on infrastructure compared to rapid bedrock landslides and cover material landslides.

Flash Floods 100-year Floodplain 500-year Floodplain Water Bodies

Landscape Risk after reclassifying for simple scores

Appendix

Preliminary Spatial Framework Strategic Policy Guidelines Summary The spatial framework illustrates a high-level development considerations based on Rapid Landscape Characterization assessment, scenario modeling, and identification of strategic development areas. The spatial framework will guide strategic investments by incorporating key social and environmental criteria that can inform a zoning and land use policy coordinated with the goals and objectives of the SDF. The table below outlines key policy guidelines and alignments with strategic objectives within the SDF. Zone Policy Guidelines High Mitigation Existing built up areas within a floodplain should be identified as a priority area for mitigation efforts including building of flood-prevention infrastructure or buyout and removal programs.

Low Mitigation

Strategic Objective Alignment U2.2 Build urban resilience through landscape strategies

U1.1 Secure sustainable drinking water supply

P3.1 Establish landscape and natural resource Existing built-up areas within areas that provide important ecological services, such as potential aquifer planning standards recharge areas, should be implement strategies to mitigate pollution and allow for water infiltration

High Preservation

U2.3 Preserve and enhance regional ecology

Areas that provide high-value ecological servces should be preserved through land use and zoning regulations and coordination with MAIL and NEPA for landscape monitoring

P3.1 Establish landscape and natural resource planning standards

Low Preservation

U2.3 Preserve and enhance regional ecology

Areas that provide moderate ecological services should be preserved through land use and zoning regulations and coordination with MAIL and NEPA for landscape monitoring, but should be evaluated based on urban growth needs

P3.1 Establish landscape and natural resource planning standards

High Limitation

U2.2 Build urban resilience through landscape strategies

Low Limitation Areas with development pressure that provide important ecological services should be regulated by development standards to mitigate pollution and allow for water infiltration

Development Promotion (TBD) To guide development in a beneficial way areas of development promotion will be identified, including policy guidelines.

Greenbelt Buffer (TBD) Agricultural areas that can help prevent sprawl and promote compact development should be protected through regulation and incentives to improve the value of land and prevent land conversion.

Kabul-Gardez Hw

P3.2 Develop integrated regional natural resource management capacities

Shamal River

P3.2 Develop integrated regional natural resource management capacities

U2.2 Build urban resilience through landscape strategies

U3.3 Structure and integrate areas for urban expansion U3.1 Develop integrated corridor networks E3.3 Promote high-value crops and improve agriculture production infrastructure U2.3 Preserve and enhance regional ecology

Spatial Framework Plan See methodology in Appendix

Existing Urban Areas

U3.1 Develop integrated corridor networks

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

U3.2 Upgrade and integrate neighborhoods

Existing Agricultural Areas

U2.3 Preserve and enhance regional ecology

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

E3.3 Promote high-value crops and improve agriculture production infrastructure

P2.3 Build capacity for land management and zoning regulation

0 36

Khost Strategic Development Framework

2 km

Kho

st R

D5 D3 D6 D2

D4 D1

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

Khost Strategic Development Framework

100 km

U Z B E K I S TA N CHINA

Qarshi TA J I K I S TA N

Dushanbe Northern Basin

Kabul (Indus) Basin Mazar-e-Sharif

lkh

Kabul R

Harirud River

iver

Peshawar Islamabad

Kabul

gh Ar

r ive bR

a rn

ve Ri

i gh Ar

Khost

an st

Jalalabad

Faisalabad

Lahore

Kandahar Quetta

Multan PA K I S TA N

INDIA

Water Body Agriculture Area

Major Water Basin Boundary

Forest Area

Major International Water Basin Boundary

Rangeland Area

Sub-basin Boundary

Urban Area

Non-drainage Areas

Alluvium Geology

Existing Dam

Potential Aquifer Recharge Area

Appendix

Terrestrial Ecoregions

T U R K M E N I S TA N

Appendix Ecoregions are one of the most contemporary and widely accepted ecological classification systems. The classification was developed by David M. Olsen et al. (2001) and distributed by the World Wildlife Fund as a global dataset. Ecoregions are intented to be units for conservation action built upon classical biogeography. Ecoregions reflect the distribution of species and communities more accurately than global and regional models that are purely derived from biophysical features (rainfall, temperature, vegetation structure) or remote-sensing approaches. Ecoregion classifications account for endemic genetic families, communities of species, geological histories, and flora-fauna distribution.

Northwest Afghanistan Game Managed Reserve

Herat

At a broad level, Afghanistan has four biomes: 1) Closed Forests / Woodlands Biome; 2) Subalpine and Alpine Vegetaion Biome; 3) Xeric Shrublands / Open Woodlands Biome’ amd 4) Deserts and Semi-deserts Biome. Closed Forest Biome comprises 8% of Afghanistan’s land area and is the most threatened biome in the country. This biome consists of pistachio and juniper woodlands depending on elevation. Almost all of the historic closed forest cover in Afghanistan has either been lost or degraded. Reforestation in this biome should be a priority.

5 IRAN

Subalpine Biome spans the mountainous north-east and central parts of the country that mostly sit above 3000m. The Desert and Semi-desert Biomes can be found to the north and south of the mountainous Central Highlands or Hazarajat. Desert and Semi Desert biome cover about 39% of Afghanistan’s land area. Xeric Shrubland biomes can be found between the mountains and desert. The eastern extents of this biome are capable of supporting conifers and oak forests due to increased precipitation in these areas.

14 Hamun-i-Puzak Waterfowl Sanctuary

Eco-regions offer a framework to determine existing biodiversity, identify families of plant species that may be considered for forestation efforts, and recognize historic patterns of vegetation. This understanding is critical to restoring Afghanistan’s forested biomes that have been reduced to dry shrublands or barren lands. The following spreads will link these ecoregions to the five provincial capitals as well as other datasets that suggest conservation priorities. As regional hubs, these cities have the potential to support higher educational institutes and training facilities that create the institutional capacity and human capital needed to embark upon large scale efforts needed to protect and manage Afghanistan’s unique environmental resources.

National Terrestrial Ecoregions Source: Olsen et al. 2001, Evans 1994

0 42

Khost 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

Khost Strategic Development Framework

100 km

U Z B E K I S TA N CHINA

Qarshi TA J I K I S TA N

Dushanbe

NORTHERN BASIN

AMU D A R YA BASIN

Mazar-e-Sharif

HARIRUD BASIN Peshawar Kabul

Islamabad

Jalalabad INDUS BASIN Khost

Kandahar Lahore

Faisalabad

PA K I S TA N Quetta

Multan

INDIA

Major Water Basin Boundary

Age

Cenozoic

Period QUA

Major International Water Basin Boundary

Sedimentary

Fault Lines

Igneous

Urban Area

Metamorphic

TER

Mesozoic CRE

JUR

Paleozoic TRI

CAM CAR

DEV

ORD

Precambrian PER

SIL

ARC

Appendix

PRO

Extractive Resources

Ashgabat

Appendix

T U R K M E N I S TA N

Mary

Commodity Source Breakdown Key for map on right page Source: 1 USGS 2006, 2 MoMP License Inventory 2019 Commodity Source Occurrence / Current or Past Producer

Identified Sources1

Active Sites2

Precious Metals and Gems

182

Industrial Metals

767

Building Minerals

Industrial Minerals

110

Energy Resources

233

Prospective Hydrocarbon Structures

1,369

145

Total

Mashhad

Herat

Faults

IRAN UZB

TKM

TJ K

Mazar-e-Sharif A

Herat

D IRN

E Kandahar G F

Jalalabad Khost PA K IND

Mineral Districts Source: USGS Geologic District

Identified Sources

A Afghan-Tajik Basin

Copper, strontium, mercury, lead

B Karakum Basin

Copper, gold, iron, molybdenum, zinc

C Balkhab

Copper

D Tirpul Basin

Tungsten, copper, lead, tin, zinc, gold

National Geology & Mineral Resources

E Central Mineral District

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

Source: USGS Geologic Survey 2006, MoMP 2019

F Helmand Basin

Uranium, rate earths, phosphorus, copper, tin

G Kundar Urgan Basin

Mercury, chromium, lead, zinc 0

Khost Strategic Development Framework

100 km

U Z B E K I S TA N

CHINA

Qarshi TA J I K I S TA N

Dushanbe

Mazar-e-Sharif

Peshawar Islamabad Kabul

Jalalabad Rawalpindi Khost

Faisalabad

Lahore

Kandahar Quetta

PA K I S TA N

Multan

INDIA

Areas of Interest

Bakhud fluorite

17 Kunduz celestite

Kundalan copper and gold

18 Dudkash industrial minerals

Herat barium and limestone

Dusar-Shaida copper and tin

10 Daykundi (Uruzgan) tin and tungsten

Tourmaline and tin

Nalbandon lead and zinc

12 Zarkashan copper and gold

21 Panjsher Valley emeralds and silver

Khanneshin carbonite, rare earths and uranium

13 Baghlan clay and gypsum

22 Nuristan pegmatites (gems, lithum and cesium)

Chaigai Hills travertine, copper and gold

Kharmak-Khanjar mercury

Balkhab copper

14 Haji-Gak iron 15 Katawas gold 16 Aynak copper, chromite and cobalt

19 Takhar evaporites 20 Takhar old placer

23 Badakhshan lode gold 24 Ghunday Achin magnesite and talc Appendix

Agricultural Resources

T U R K M E N I S TA N

National Agricultural Typologies Irrigated Agriculture Irrigated agriculture generally refers to intense cultivation of agricultural crop with the application of controlled water through irrigation systems of some sort. This control allows for the cultivation of fertile but otherwise dry landscapes. Based on the land cover statistics this category includes intensively cultivated land with 1 or two crops per year, active Karez systems, and marginal agricultural land. The livelihoods connected to irrigated fields in Afghanistan are based along major rivers and streams. These zones are prone to meteorological, agricultural, hydrological and political drought.

Herat

Irrigated Agriculture – Special (Orchards, Vineyards) Special fields indicate the cultivation of high-value horticulture corps such as fruit trees, incl. pistachios, turmeric, pine nuts, pomegranate, apricots, etc. These fields are connected to active irrigation systems from surface water. According to the land cover statistics, this cultivation category also includes vine yards, which are tied to grapes. The main constraints on the production of high-value horticulture are insufficient irrigated land, inadequate diversity and quality of seeds, aging orchards, poor management, and insufficient value chain to further promote horticultural production.

R. Harirud IRAN

Rain-fed Agriculture This category describes agricultural cultivation of herbaceous crops in flat, sloping and rolling regions, which are based on rainfall for water. Rain-fed agriculture accounts for more than 50% of land cover producing food in Afghanistan. Livelihood zones relying on rain are extremely vulnerable to climate change such as drought and flood.

Rangeland Rangelands are grazing and pastoral lands of mainly native vegetation (predominantly grasses, forbes, and shrubs). Rangelands include natural grasslands, savannas, some deserts, and certain forb and shrub communities. Livelihoods within rangelands are generally connected to pastoralists and agro-pastoralists who raise livestock for meat, eggs, milk, fur, leather and wool production. The key income of pastoralists is generated from animals, especially for the nomadic pastoral Kuchis. An estimated 45% of the country’s total land mass is under permanent pasture. Rainfall-related drought is of big concern for these livelihoods.

Agriculture University Universities with agricultural programs are a central resource and have the potential to further develop into interactiveinstructional networks with the objective of educating and training scientists (agriculture, forest, animal, food and nutrition), technicians (processing, fermentation technology, irrigation technology), agricultural engineers, ecologists and landscape architects, business managers (agricultural economics, agribusiness, international development), health care providers, and other professionals. This educational link is a key foundation for Afghanistan’s agricultural future.

Khost Strategic Development Framework

Agricultural Resources Afghanistan

Agriculture University

Source: FAO, 2015

Water

Rivers National Boundaries

Irrigated Agriculture Rain-fed Agriculture Rangeland 0

100 km

Built-up Area

TA J I K I S TA N

U Z B E K I S TA N

CHINA

Mazar-e-Sharif

R. Balkh R. Morghab

Charikar

R. Kabul Kabul Jalalabad

Khost Kandahar

R. Helmand

PA K I S TA N

INDIA

Water Body Built-Up Area

Irrigated

Perm. Snow

Orchards Overall Agricultural Land Cover 58.7%

Barren

Sand Cover Rangeland

Irrigated

Rain-fed

Forest and Shrubs

Rain-fed

Agricultural Surface Area 37,778,754ha

Orchards

Rangeland Appendix

Agriculture & Livelihoods

T U R K M E N I S TA N

National Livelihood zoning map was developed by FEWSNet with the Afghan government as part of the 2011 Livelihood Zoning “Plus” Exercise. Livelihood zones offer an alternate analytical unit that considers labor, livelihood, and market dynamics beyond provinces or districts. Each zone is linked to a detailed livelihood profile. Livelihood zones allow us to better understand how agricultural income varies across regions and the seasonality of agricultural production, trading, and other forms of labor. Given the diversity of livelihood zones that depend on the city as markets, suggest that strategic urban investments could have catalytic impact across much wider geographies and population.

Torghundi

Provincial capital cities play a central role for many agricultural livelihoods as markets for raw products and hubs for increasing agricultural value chains. The five cities serve between five to six different livelihood zones covering a total of 21 zones. The following spreads feature livelihood zones that are directly connected to the five cities’ markets. Livelihood zone profiles include key income sources, types of food grown, nature and time of activities, natural hazards, other shocks, and access or reliance on markets.

Islam Qala 29

29 Herat 27 R. Harirud

Note on Warehouses

IRAN

This points representing ‘Warehouses’ on the map are from a dataset hosted on Afghan Geonode and does not clearly explain what facilities apart from warehousing are available in these locations. Warehouses can be very important socio-economic nodes within the agricultural value chain specially if they are paired with processing facilities and cold storage. Their strategic location within the region along trading routes and at key international border-crossings are critical in improving incomes across all livelihood zones. The current dataset does not seem to be comprehensive. A complete list of existing warehouses, processing facilities, and cold storage is a major data gap preventing us from spatially understanding strategic nodes within agricultural value chains.

National Livelihood Zones Source: FEWS-Net, USAID 2011

Warehouse Rivers International Borders

100 km

Amu River Irrigated Cereals and Oilseed Zone East-Central Mountainous Agro-Pastoral Zone

East-Central Orchard and Agriculture Zone

East-Central Vineyard, Cereal and Horticulture Zone

National Ring Road

Eastern Agro-Pastoral and Forest Zone

Existing Rail Line

Eastern Cross-Border Trade and Labor Zone

Future Rail Line

Eastern Deep-Well Irrigated Agriculture Zone

Eastern Intensive Irrigated Agriculture Zone

Key River Basins 0

1 2

Khost Strategic Development Framework

Eastern Mixed Agriculture and Forest Zone

Eastern Semi-Arid Agriculture Zone

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

Mazar-e-Sharif Hairatan

Dasht-e-Qala 25

Fayzabad

Kunduz

12 R. Balkh

17 18

Charikar

R. Morghab

R. Kabul 2

Kabul

Ghazni 19

INDUS BASIN

Khost 23

R. Helmand

Jalalabad

Kandahar

4 Bamyan

21 22 PA K I S TA N

29 Spin Buldak

INDIA

Helmand Intensive Irrigated Wheat and Cash Crop Zone

S-E. High-Migration, Forest-Product and Livestock Zone

Kunduz-Baghlan High Cereal Production Zone

Southeastern Zabul Rainfed Cereals and Orchard Zone

Kabul and Logar Irrigated Zone

Southern Intensive Irr. Vegetable and Orchard Zone

Northeastern Highland Agro-Pastoral Zone

Southern Semi-Arid Agro-Pastoral Zone

Northern Intensive Irrigated Agriculture Zone

Takhar-Badakshan Mixed-Agriculture Zone

Northern Kandahar Agriculture and Livestock Zone

West-Central Highland Agro-Pastoral Zone

Northern Rainfed Mixed Farming Zone

Western Intensive Irrigated Agriculture Zone

Northwest Agro-Pastoral Zone

Western Semi-Arid Agro-Pastoral Zone

South-Central Mixed Farming Zone

Western and Southern Cross-Border Trade Zone

S-C. Mountain Wheat, Dried Fruit and Livestock Zone Appendix