Capacity Assessment Organisations and Institutions

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Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy

Organisations and Institutions

Short-term Mission Report

October 2009 Version 12

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Capacity Assessment in the Subsector of Rural Electrification through Re- newable Energy – Organisations Short-term Mission Report Bemmerlein-Lux - August 2009

Content

1. BACKGROUND AND AIM OF THE MISSION ...... 3

2. METHODOLOGY AND DELIVERABLES ...... 7

3. THE TARGET INSTITUTIONS AND ORGANISATIONS ...... 13 3.1. General Situation ...... 13 3.2. Ministry of Energy and Water – MEW ...... 16 3.3. DABM / DABS ...... 37 3.4. Ministry of Rural Rehabilitation and Development - MRRD ...... 42 3.5. ICE and ICE Subcommittee ...... 54 3.6. Provincial Departments of Line Ministries MEW and MRRD ...... 61 3.7. Provincial Organisations / Institutions ...... 66

4. TRAINING PROVIDERS ...... 72 4.1. Technical Vocational Education and Training (TVET) ...... 73 4.2. DED and Vocational Training ...... 77

5. SUMMARY OF MAIN PROBLEMS, CHALLENGES AND RECOMMENDATIONS ...... 84 5.1. Summary of main Problems and Challenges ...... 84 5.2. Suggestions for Organisational and Institutional Development ...... 87 5.3. Suggestions for Capacity Building Measures ...... 107 5.4. Gender Issues - Comments ...... 120

6. ANNEXES 1 ...... 121 6.1. Material Used ...... 121 6.2. Competence Fields and Training Contents ...... 123 6.3. List of existing training concepts and/or materials ...... 131 6.4. Characterisation of Training Types...... 132 6.5. List of Technical and Vocational Institutes/Schools ...... 134 6.6. List of Training Providers for Managerial Subjects ...... 138 6.7. Acronyms ...... 139 6.8. Recent Stakeholders of the Subsector Rural Electrification through Renewable Energies ...... 142 6.9. Organizational Structure of the Ministry of Energy and Water (MEW) ...... 146 6.10. ESRA suggestions for MEW and MRRD responsibilities for RESRET ...... 147 6.11. Lists of Interviews and official Meetings: ...... 150

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6.12. Terms of Reference ...... 152

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1. Background and Aim of the Mission According to the Afghan National Development Strategy - ANDS1 rural energy development is a crucial mean for poverty reduction and improving livelihoods in the rural areas of the country. The remoteness, dispersed settlement patterns, lack of institutions and resources requires innovative ways to couple energy service delivery with economic activities. Due to the dispersed nature of the rural population, renewable energy offers the best solution for electrification for the majority of Afghanistan’s rural population that currently does not have access to electricity and has no real expectation of connection to the grid. Main sources and possibilities for Rural Electricity Supply through Renewable Energy Technologies (RESRET) are:

Hydropower: Afghanistan has significant resources for hydropower. “It is estimated that 23,000 MW of hydropower resources potential are available of which only 260MW have been so far developed. About 125 sites have been identified for micro-hydro schemes of 100MW potential. In mountainous areas there is sufficient head to make even very low flow streams effective, and glacier-fed streams provide year-round minimum water flow”2. It is likely that there is no detailed assessment of the total hydroelectric potential. A study of MRRD3 estimates 25 000 MW with an installed capacity of 304 MW (with 183 MW operation capacity – but references are not given. MRRD has pre feasibility studies of 1MW for micro hydropower plants in 9 provinces. For all future planning of hydropower plants future impacts of Climate Change related effects have to be taken into consideration4. The estima- tions of the effects of Climate Change suggest that water resources are especially vulnerable. For smaller hydropower plants are likely to suffer from stronger flow peaks in winter and less flow in summer as well as increased competition for water use from upstream irrigation.

Photovoltaic: The resource for photovoltaic power generation is good, especially in the central, western and southern regions (approximately 300 days of sunshine a year providing on average 65 kilowatt-hours per square meter per day5) 6. PV Systems are very costly and at the moment with low general importance. Selling of whole systems can be feasible for stand-alone solar PV application households (lighting) with some effort in the training users. The quality of the material / modules used is crucial to reduce maintenance and assure quality production. Maintenance is simple, but need financial resources, by changing broken modules and batteries. Problems (esp. with the NSP programme and with Facilitation Partners) in the past were severe because of low quality products and very high prices.

1 Islamic Republic of Afghanistan (2008b): Afghan National Development Strategy. Volume II, Pillar 3, Infrastructure. Energy Sector Strategy 2 DIFID 2009 3 A. Azimi MRRD (July 2009): Policy for Renewable Energy for Rural Electrification – Afghanistan. Draft study 4 DIFID 2009 5 DIFID 2009 6 see also Dr. Naumann: Deliverable g): Draft chapter O&M provincial electrification by PV

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Photovoltaic can have an importance for single households, small village grids, official buildings, lightning and special uses. The value generation for the economy connected with Photovoltaic is small, because – except of installation material – the technology has to be imported.

Wind: Wind as energy source had a traditional use in Afghanistan for mills and water pumps on a small scale, but not for electricity. Areas with feasible sites for installation and sufficient wind for power production are rare – except in the in the western provinces and some spot areas in the East. Problems of transport and construction (lack of road infrastructure!) and lack of transmission lines to feed-in wind energy for bigger units add to the difficulties. Constant electricity contribution needs careful and steady maintenance. At the moment there is a lack of skills, available technology and infrastructure. There is a pre-pre study of the US of sites in Panjshir, but the potentials are generally very low. The Provincial Reconstruction Team (PRT) – USAID – has one 10 x 10 KW wind energy device, but this is technically complicated, needs special maintenance and the PRT is not able to link it with the villages. The conclusion of experts7: “A potential contribution can only be marginal for rural electrification.” Because of the technical characteristics, wind generated electricity is only feasible if connected to a grid. It is not constantly delivering power and needs carefully planned storage capacity. For stand alone systems wind energy is too unstable. (See also a report by ESRA/integration E&E to assist the Ministry of Energy and Water with the employment of wind technology in Afghanistan8).9

Biogas Power production from Biogas has no importance at the moment. In the south and southwest there are cattle and the dung is collected and burned (potential for Biogas to replace air pol- luting dung). Domestic waste collection and biogas production is an idea in MEW (Renew- able Energy Department). There seem to be small biogas digesters10 installed in Kandahar but their success and use is not clear. A “sustainable biomass for power generation would require significant reforestation and irrigation efforts. Afghanistan now has only 3% forest or woody shrub land cover and this continues to be deforested for the illegal timber trade in Pakistan and domestic heat and cooking purposes”11. Generally the climate does not allow too much biomass production to make biogas production to a larger extent feasible. Bio-fuel is only an option if it does not conflict with food production. Power generation on biomass basis may play a minor role in special cases only.

7 Dr. Frings, Dr. Naumann and ERDA 8 GTZ/ ESRA (March 2009): Study on Wind power, integration E&E 9 Azimi MRRD (July 2009): Policy for Renewable Energy for Rural Electrification – Afghanistan. Draft study: “Commercially exploit- able wind resources exist in many parts, with Class 4+ (good-to-excellent for utility-scale applications) in 31,600 sq km, almost 5% of Afghanistan’s total land area with 158,000 MW of potential installed wind capacity (assumes 5 MW/sq km); and almost 12% of Afghanistan’s land area has Class 3 or better wind resource. Major wind resource areas include Northwestern Nimroz, Western Farah, Western Heart, Eastern Balkh, Northern Takhar and wind corridor areas include Near Jabalsaraj, Sarobi, and Tirgari in eastern Afghanistan”. 10 A. Azimi MRRD (July 2009) 11 DIFID 2009

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The need for small-scale, site specific solutions means that significant technical and financial resources are required to bring modern energy services to the bulk of the rural population. One of the important consequences is the development of institutional and professional capacities. The ESRA project reached a stage where the need of further development of capacities becomes crucial. A comprehensive Capacity Assessment - a clear view on the existing and the needed capacities for rural electrification through renewable energies as well as the major gaps in processes, rules, awareness, knowledge and skills - is needed for: • the support of the Inter-Ministerial Commission for Energy (ICE) with its responsibility to present to the Cabinet a national strategy for renewable energy development with a focus on rural electrification, • better coordination and support of a RE strategy from funding agencies and to develop a perspective for the German Development Cooperation to effectively participate in the further development in this subsector, • the support of ESRA interventions to improve efficiently and sustainability, • setting priorities for interventions to meet with the absorption/implementation capacity of the stakeholders. There is only general and incomplete overview and disperse knowledge on existing capacities of the subsector. The involved government institutions (like MEW, MRRD, MoEC, DABS etc.), are still developing and in the process of administrative change. The responsibilities for rural electrification are not clearly concentrated and different stakeholders perceive them under different development perspectives: rural/local development and community based activities by the MRRD and a more technical electricity supply perspective by MEW. The Inter-Ministerial Commission for Energy (ICE) established a Subcommittee for “Renewable Energy and Rural Electrification Strategy” to concentrate the coordination in the subsector. This subcommittee established technical working groups (and sub groups) in 2009 with the responsibilities to give technical input and to feed the decision making structure with suggestions for strategies, existing gaps and constraints and concepts for institutional and capacity development.

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Objective of the CA mission The objective of the Capacity Assessment mission, with two visits to Afghanistan, was to start a Capacity Assessment (CA) for the subsector of rural electrification through renewable energy (RESRET). The Terms of Reference and general deliverables are annexed (6.12). The purpose was to: • enable subsector authorities and funding agencies to decide on strategy for rural electrification through renewable energies so that it is commensurate with the implementation capacity in the sector; • establish more firm collaboration modalities between several actors in the subsector, based on a joint understanding of capacity and constraints; • enable authorities to approach other important stakeholders (e.g. Ministry of Finance) to propose remedies for institutional constraints that cannot be solved at subsector level; • and to enable ESRA to decide on targets & interventions on Capacity Development in the subsector. The contents of the assessment is focussing on electrifying rural areas through renewable energy (hydropower, wind, photovoltaic and biomass) and includes the identification of the capacity gaps in the subsector and the definition of thereto relating Capacity Development (CD) objectives and interventions. The Capacity Assessment (CA) will be a baseline to develop capacities within the Afghan government and the private sector to elaborate and implement the strategy on rural electrification through renewable energy. The specific tasks were a Capacity Assessment on the individual and organizational levels in close cooperation with Dr. S. Schmid, analyzing the network and system level, and with the senior ESRA advisor, Dr. E. Naumann, designing and advising about legal, institutional and technical requirements and settings of RESRET in Afghanistan. The first mission (March and April 2009) concentrated on • the familiarisation with the ESRA-Concept and the diverse approaches of RESRET with a focus on rural electrification in the institutional set up in Afghanistan, • a first assessment of the set up and the structure and relevant subsector organisations, their interrelations and capacity deficits, • and on the planning processes of RE. The second mission (20 days May to June 2009) concentrated on • the revision and development of a general outline of the process of RESRET including involved institutions and the necessary tasks and responsibilities for the different steps, • and on supplementary interviews and discussions with subsector relevant institutions, inc. potential training providers.

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2. Methodology and Deliverables The field work had three steps: 1. Design/improvement of a guideline for interviews/interactions with the main stakeholders in combination with the formulation of methodology for the general approach of a capacity building needs assessment for institutions (see Annex 2 “Outline of CA Approach / Guideline for Interviews”). 2. Overview of the main stakeholders (stakeholder map) and their roles for rural electrification through renewable energies and constant interaction with ESRA project coordinators (see Annex 6.8) incl. collection of relevant documents. 3. Interviews (45 min to 2 hrs) with representatives of a selection of main stakeholders from the national level and from the ESRA project area Badakhshan (List in Annex 6.11). • 18 with national level Institutions (incl. 1 training provider), • 10 provincial level Institutions (inc. 2 training providers) • 5 ESRA experts • 5 international donors / cooperation partners (3 training providers)

The conceptual and analytical work of the CA assessment faced some difficulties because the whole process of RESRET was/is still in the process of definition and essential questions are still unanswered: “How the development in RESRET should be organised?” “What strategy and policy should be adopted and who will be the main actors of the implementation: independent agency for RESRET under MEW, only MEW, MEW and MRRD, DABS, or a mix of different agencies or institutions?”. In such an undefined situation an analysis of institutions for a Capacity Assessment has limited value. 1. There is at the moment no functioning and sufficiently staffed department in the correspond- ing ministry MEW. 2. The MRRD reconstruction efforts are programme based and community driven and limited to small scale electrification (only up to 50 or 100 KW) that makes productive use difficult or impossible. Additionally they are organised and implemented by NGOs, so called Facilitating Partners that are not easily accessible in the given time of the assessment. 3. Older de-central utilities managed by DABM have an unclear perspective in the corporiza- tion process of DABM-DABS and their future ownership – also in the light of non-profitability. The change process from DABS to DABM is ongoing and responsibilities are not at all defined. 4. The staff for RESRET (in central, provincial and local organisations and institutions as well as in training providers) does not exist or the institutions are extremely understaffed and pro- fessionally overburdened.

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Therefore the following approach was taken: 1. List the tasks of a RESRET development process grouped into important steps in the policy making, the planning and implementation sub-processes12 ¾ See deliverables: 2) Process of implementation of RESRET

2. Add responsible institutions and relevant actors (existing or “planned” -> for some of the mentioned tasks no structures or institutions are in place yet but the GTZ Energy Program develops proposals which institutions are needed.) ¾ See deliverables: 2) Process of implementation of RESRET

3. Define general target groups (functional groups like ‘Managers’, ‘Administrators’, etc.) 4. Summarise the needed awareness, knowledge and skills in 12 competence fields and draft a first list of content for each of the fields -> these content topics should be used when designing syllabi and/or curricula for the target groups. 5. Link the “important steps in the policy making, the planning and implementation” with the “target groups” and the necessary “competence fields”. ¾ See deliverables: 3) Human Resource Development needs - terms of needed awareness, knowledge & skills and 6.2

6. In the current state of development of RESRET a major emphasis has to be on Awareness Building activities, especially for key persons like politicians and managerial decision makers at all levels. Possible measures and background information are summarised in a separate paper. ¾ See deliverables: 4) Outline of a possible measures for Awareness Building

7. In this short term mission report suggestions are made for the “organisational and institutional development” and as well as for “capacity building” for the most important analysed institutions. A separate table lists suggestions of “Capacity Building Measures” for the respective institution. The building of capacities is only possible if a certain state of organisational development exists. Organisational/institutional development and capacity development are inter-dependent and measures to build capacities have to be integrated into an institutional development. The main agents are dealt with: MEW and the relevant departments for RESRET, MRRD with one department and 2 programmes, DABM/S to a certain extent (because the development process of the corporatization is very dynamic and at the moment only concerned with grid based systems) and with the energy planning process in the provinces (example Badakhshan) and the relevant actors in the planning process. Many other agents, like the Afghan Energy Information Centre, the MoEC, MoEF, NGOs (Facilitating Partners), producers etc. (see list in table in Annex 6.8 Recent Stakeholders of the Subsector Rural Electrifi- cation through Renewable Energies) could not be covered in the time of the studies.

12 The list is based on an ESRA / Dr. Naumann draft called “Value Chains for Capacity Assessment - Preparatory Document”

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¾ See deliverables: 1) CA Mission Report: Institutions Relevant for RESRET (section 3: The Target Insti- tutions and Organisations and the summary of all recommendations in section 35: Summary of Main Problems, Challenges and Recommendations) 6) Planning of the Provincial Electrification process 8. One of the main suggestions of the CA is to concentrate on all kinds of Human Resource Development through training and education. An own section outlines briefly some of the fin- ings on training providers (mainly for vocational training): ¾ See deliverables: 1) CA Mission Report: Institutions Relevant for RESRET (section 4: Training Provid- ers) 5) Outline of a Training Course Project for Technical Operators

Summary of the written deliverables13

1) CA Mission Report: Institutions Relevant for RESRET

Important organisations and institutions in RESRET in Afghanistan: Their characterisations, strength - weaknesses and capacities in the Rural Electrification through Renewable Energy System The report covers the objectives of the CA part, the methodology and it gives an outline of the capacities of the most important institutions for RE. The report includes a brief explanation of the relevance of the CA to the ESRA indicators and summary of all the deliverables. • 1 CA FBL Mission Report - Organisations RESRET.doc

Annex 2

□ Outline of CA approach / Guideline for interviews

13 The list was sent to the ESRA team in June 2009 – no objection was received.

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2) Process of implementation of RESRET 3) Human Resource Development Needs - Terms of Needed Awareness, Knowledge & Skills (This process implementation RESRET was Based on the table “Process of implementation of elaborated together with Dr. E. Naumann) RE-RE” for each Target Group the necessary awareness, knowledge & skills requirements are The process of implementation, from national compiled and structured. This compilation will be (policy focussed) to provincial and to the con- used for a general overview of the Capacity De- struction and user level is listed in steps/topics, velopment needs and specifically for outlines of involved institutions and their tasks is listed in a measures for “Awareness Building” and “Provin- table. These tasks outline a general process. cial Planning”. The table is used by Dr. Naumann to elaborate on the administrational and institutional struc- • 4 CA FBL Awareness Knowledge and ture and to derive necessary Competence Skills for Process RESRET.doc Fields (in terms of needed awareness, knowledge and skills and the preconditions). • 2 CA FBL Process RESRET Tasks and Responsibilities.doc

4) Outline of a Possible Measures for Awareness Building

The “Awareness Building” component refers to the observed need of nearly all the levels and the only rudimentary knowledge about technology, limits and characterisation of Rural Electrification. The main categories considered are: Presence of Information, sensitisation on RE, orientation about what to do, motivation to start acting and mobilisation to take concrete measures. Different suggestions of measures will be formulated (target groups specific). • 5 CA FBL Awareness Building Component.doc

5) Outline of a Training Course Project for Technical Operators

(in cooperation with Andre Möller) The Capacity Building Programme for the VTC has 4 sections: The developing parts: 1. Development of a training programme 2. Upgrading of the lab facilities of VTC

Implementation parts: 3. Training of Trainers 4. Implementation of the training programmes with coaching of the new trainers A first budget estimation is given for the 4 year programme

• 6a CA FBL Upgrading MEW- VTC April 2009.doc • 6b CA FBL Upgrading MEW-VTC April 2009.ppt

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6) Planning of the Provincial Electrification Process

(in cooperation with Anita Richter with inputs of Dr. S. Schmid and Dr. E. Naumann) The paper explains the 3-planning lines how RESRET projects are planned and integrated in the national system of planning and budget allocation. It lists major problems and suggests interventions (not only for ESRA) on national and provincial level. • 3a CA FBL Baseline provincial energy planning.doc & .pdf

Additional Material

0-1 CA intermediate Mission Report May 0-2 Presentation of the CA approach 2009 Summary of the field work in April with outline of for the ICE-Subcommittee meeting 23.3.09 methodology, suggestions and questions/tasks Explanation to the meeting of the CA process for the next field visit and objectives • 0-1 CA FBL April Report.doc • 0-2 CA FBL Presentation ICESUB Ca-

pacity Assessment.ppt

Collected and structured material Summary Report and final presentation March/April and discussion All the collected material, baseline papers, in- Summary report and presentation of the main terviews are compiled and readable (possible to results of the CA. navigate) HTML version. The structure covers the policy papers, the National, Provincial level, • 0 Summary CA Assessment final- Training Providers, Donors, ESRA, and CA fb_20100306.doc concept and results. • CA-Results March 082010 final-short- • 8 HTML – All used data for the CA - 1fb.ppt RESRET - collection on (offline web- page) (79 MB)

Coordination with team members: All interviews and background material (papers, charts) were documented in a structured way in a MindMap/ HTML version. This documentation was used for data exchange and coordination with E. Naumann. A copy is provided to the ESRA team. The coordination with Dr. S. Schmid concentrated on suggestion of a stakeholder map, the ex-

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change of information on function and performance of the stakeholder and the sharing of interviews. Her suggestions concerning awareness building measures were used for the Awareness Building component. Dr. Naumann gave substantial professional input during the visits in Af- ghanistan and guided the development of the report and the background papers. The list of the tasks of a RESRET development process “2) Process of implementation of RES- RET” was jointly designed with Dr. E. Naumann and discussed with the ESRA team. It is the basis for Dr. Neumann’s work and the needs assessments elaborated in the deliverables outlined above.

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3. The Target Institutions and Organisations

3.1. General Situation In the energy sector seven ministries have a stake, but for rural electrification only two Ministries share the responsibility – the Ministry of Energy and Water - MEW and the Ministry of Rural Rehabilitation and Development – MRRD14. The national power utility - DABM is part of MEW. It is still existing and functional and relevant for small hydro power stations in the provinces if they are not managed by funding organisations or under MRRD community based projects. Newly established national electricity company that will operate and manage electric power generation, transmission and distribution throughout Afghanistan – DABS is in the process to replace DABM. It is an independent and autonomous 100% State-owned corporation and was incorporated on 4th May 2008. DABS will operate on a commercial basis, and guided by the overall policies and regulation developed by the MEW for the energy sector. The process of making DABS operational is slow. In April 2009 there still was a search for filling the management positions and discuss the integration of the DABM assets into the new organisation. Up to now RE is not a main priority in the national development the electrification sector concentrates on (national) supply with grid connected systems (NEPS). After the finalisation of the main national grid connections in June 2008, the installation of an ICE Subcommittee on rural electrification in 2008 and the starting restructuring of the MEW Renewable Energy Department, the RE subsector has a chance to get more attention. ANDS15 gives the responsibility for “... energy that serves remote communities … where the settlement is less than 5,000 persons that is at a reasonable distance from a transmission line… or any other area that would be covered by MEW” to MRRD. MEW was given the responsibility for developing rural-remote energy and for electrification of i) urban and peri-urban areas; ii) secondary towns and cities of 5,000 persons or more; and, (iii) large industrial, mining, commercial or agro-industries. While MEW and the DABM/DABS concentrate in principal on providing (grid connected) electricity, the MRRD has the focus on rural / communal development and infrastructure with a community development approach, including off grid electricity supply. With respect to capacity development (for the whole energy sector) ANDS states: "Improved technical, commercial and regulatory skills are essential in all energy sub-sectors. This strategy supports (1) the development of vocational training for power and energy sector workers to become familiar with installation, health and safety and monitoring of operations; (2) improved university and other academic training to instil project finance, project management, legal skills and overall commercial capacity; (3) professional training for government officials to implement important regulatory and oversight functions; (4) commercial skills to manage and operate the sector." (ANDS16) In MEW a Renewable Energy Department and a Small Hydro Power Department, both under

14 Islamic Republic of Afghanistan (2008a): Afghanistan National Development Strategy – page 135 15 Islamic Republic of Afghanistan (2008b): Afghan National Development Strategy. Volume II, Pillar 3, Infrastructure. Energy Sec- tor, Version February 2008 16 Islamic Republic of Afghanistan (2008a): Afghanistan National Development Strategy – page 135

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the General Energy Planning Directorate, are the responsible units. They were joined and upgraded into a new Directorate for Renewable Energy in July/August 2009. MRRD is active in rural electrification by deployment of small diesel generator- sets, Micro Hy- dropower up to 100 KW and sometimes Photovoltaic systems via 2 programmes: The National Solidarity Programme - NSP and Energy for Rural Development for Afghanistan - ERDA (a sub programme within the framework of the National Area Based Development Programme (NABDP). The coordination is supposed to be done by the Department of Rural Energy and Economic Development – REED.

Table 1: Ministries involved in the energy sector17 following the ANDS Relevance for Units Portfolio RESRET MEW – Ministry of Energy Electricity generation, transmission, distribution yes and Water (incl. DABM) MRRD - Ministry of Rural Rural electrification yes Rehabilitation and Devel- opment DABM/S - Central institution for electricity generation, transmis- yes sion, distribution – probably the new DABS will play a role in future RESRET strategy

MoCI - Ministry of Com- Liquid fuels No merce and Industries MoM - Ministry of Mines Oil, gas, coal exploration No MoUD - Urban Develop- Street lighting (mainly in Kabul) No ment Heating of the five Macrorayan Apartment blocks in Kabul MoEC - Ministry of Econ- Chair of the Inter- Ministerial Commission on Energy yes omy (ICE) MoF - Ministry of Finance Determining of and agreeing to development- and na- general tional budget- funds for energy-related projects

ICE - Inter-Ministerial Responsible for coordination of donors, IFIs and other yes Commission on Energy stakeholders in the power sector; initial focus has been (ICE) on funding gaps within NEPS; in the future ICE should focus on policy, institutional and commercial issues relevant to power sector sustainability and financial self sufficiency

17 ESRA 2009: Table adapted: Approach of an Institutional Setup in Rural Electrification and Renewable Energy in Afghanistan – background paper. (A. Möller)

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ICE Subcommittee on RE Develop a Renewable Energy and Rural Electrification yes Strategy and Implementation Policy, with cross ministerial and donor input, that will be suitable for presentation to the Cabinet.

Cabinet of Ministers inter-ministerial council – political decision making Yes High Economic Council of These councils have a say in “reviewing energy project Not clear Ministers selection, funding levels and approval at various times and various degrees.” Parliaments Economic Not clear Committee

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3.2. Ministry of Energy and Water – MEW Mandate and responsibilities: MEW18 is the line ministry for energy within the government structure, and responsible for the development, establishment, planning, monitoring and survey and design of power supply systems and networks, distribution infrastructures, power generation units, and preparing long term plans for improving and developing living standards of people. The main focus is on power supply networks and energy generation systems for cities and industrial organizations to meet social and economical requirements. Long term plans for the establishment of power supply for whole of Afghanistan should be prepared. MEW (should) prepare regulations, procedures and all other normative structures and methodi- cal guidance to relevant ministries, including the organisation and approval of financial and technical indicators for supervision of the respective administration. It is also responsible for the promotion of larger renewable energy projects and for all activities related to rural electrification through extension of electricity grids. Apart from the necessary agreements with MRRD for detailed demarcation of responsibilities and procedures in RESRET planning and coordination, one can state that MEW is responsible for electrification including generation by Renewable Energy Technologies in rural and urban areas, where the electricity service is provided by local, regional, and the national grid and operated by DABM. DABS – as a government private enterprise is in the process of establishment (see below). For RESRET the operation by the private sector or any private-public partnership is principally wanted, but official legal and regulatory condition are still not defined19. According to the Director of the Directorate General Planning, the role of MEW should be designed under the following guiding principles20: − “Responsible for providing policies, policy making, planning and monitoring rural electrification and assessments. But the ministry should not provide services – theses should be outsourced − Service delivery should be provided by the private sector. The newly established DABS - a public enterprise for Electrification and Operation will take the main responsibility. − In case of poor private commercial infrastructure and potentials and if RE is not economically attractive MRRD should implement and plan the power generation and organise the operation and management. − Projects will be assessed by MEW (pre study, project implementation strategy), prepare procurement and project agreements. − Pre feasibility studies for power generation should be made by private companies (also do- nor funded). The supervision and operation of power generation should be in the hands of DABS. − Priority for Afghanistan is definitely food production because it provides income to rural areas. RE is important in the future – consequently all issues dealing with irrigation have priority. − The main importance for Afghanistan – with respect to RE – is hydropower, PV and wind.”

18 Approval No. 432 of the Minister's Assembly of Republic of Afghanistan about the Regulation for Organizing Activities and Execu- tions of Water and Power Ministry Kabul City - Date 27/2/1368 19 Comments from the deputy minister in March 2009 20 Interview 27.5.09 with Eng Ms. Zia Gul - "Salijuki"

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For RESRET the responsibilities are – at the moment (June 2009) – mainly with the • Directorate of General Energy Planning21 in two departments, o the Renewable Energy Department (RED) (with an Energy Efficiency Cell) and o the Hydro Energy Department • the Directorate General Planning with o the Planning & Project Department has a substantial influence on the few projects of rural electrification o the MEW Training Centre is not concentrating at RESRET at the moment.

There is an ongoing restructuring process in the MEW. After the central structures are revised in the first phase, the sub-national structures will be revised in a second phase. One option is that the provincial representation of the energy responsibilities of the MEW will be an extended function of the water section of the ministry on provincial level – Department of Water Management (DoWM).

Strengths and weaknesses, gaps and potentials of MEW

Strengths: □ Mandate and responsibility for electrification (national grid and decentralised) and the main and leading role in water and electricity /energy) issues □ Own Training Centre for technical training and education □ Human Resource Development is already an important theme and started to be institu- tionalised in an own department

Weaknesses/Gaps: □ RESRET is not high on the political agenda of the Ministry because up to now the focus was on national grid based supply for non rural areas □ RESRET does not have an adequate institutional place compared with the importance for development of decentralised electrification in rural Afghanistan □ MEW lacks organizational strength (manpower, infrastructure, concepts) for RESRET and resources for implementation (partly because of the re-structuring to a sole planning and policy- making body) – especially it lacks qualified staff for small hydropower, wind and photovoltaic systems, as well as for concept development, strategy input and policy formulation

21 Effectively there was no director present at least in the first 5 month 2009 – indicating the lack of qualified personnel and/or the relative low importance of the Directorate in the current set up of the Ministry structure

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□ The internal working processes and cooperation between directorates and departments are not always clear and especially for RESRET not functional □ The Afghan National Development Plan (ANDS) is not clear enough about the responsibilities of MRRD and MEW in decentralised electrification □ No RESRET master plans are existing so far and at the moment no expertise is available to draft such plans □ There is no technically adequate representation of electricity affairs in the provinces, and with the corporatization process of DABM to DABS the situation is not clear, leaving still a lot of unclear issues concerning the transfer of assets, manpower and expertise, responsibilities for RESRET and working procedures (see section 3.3)

Potentials: ¾ There are serious discussions to upgrade “Rural Electrification” to an own directorate in MEW. ¾ The process of coordination between MRRD and MEW - in the field of RESRET - started with an initiative from the Ministers of MEW and MRRD in January 2009. Already in 2008 ICE-Subcommittee and technical working groups were installed and work on a “National De- velopment Strategy in the Areas of Renewable Energy and Rural Electrification with Specifi- cation of the Policy Requirements to Implement the Strategy”. ¾ There is a political will to concentrate the activities of MEW to policy making and to out- source all service functions. The process started with the transition of DABM – responsible for the utilities under MEW - to DABS a state owned utility enterprise.

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Directorate of General Energy Planning Mandate and responsibilities: The Directorate should be responsible for providing policies and policy making, planning and monitoring rural electrification and assessments but services should be outsourced. The departments under this Directorate are responsible for Energy Engineering, Energy Transmission & Distribution, and Thermal & Diesel Energy and there were 2 departments with focus on RES- RET, the RED and the Hydro Electric Department. In summer 2009 these 2 departments were merged and form now the Directorate for Renewable Energy. The directorate was extremely understaffed (in March 2009 probably only 7 of 72 planned places were occupied). The departments are only marginally equipped with technical infrastructure. The head of department was only a temporary representative (March 2009 onward).

RED - Renewable Energy Department and Energy Efficiency Cell22 The mandate and responsibilities are focused on ‘Renewable Energy and Electrification’ in rural and urban areas, where the electricity generation and service is operated through local and regional grids and operated by DABS or its subcontractors. At the moment the responsibilities are restricted to Photovoltaic Systems, Wind energy and Biomass and in May 2009 only 5 of 10 positions are occupied (Head of Department, Wind Energy and Solar Energy Managers and 2 Experts on biogas – one was trained with USAID in Bangladesh). The World Bank is supporting 3 new engineers to concentrate on energy efficiency but no training plan for their upgrading is in place23. To strengthen the position of the RED and to support the coordination between the RED and the Directorate of General Planning and the Minister/Deputy Minister Energy a “Na- tional Senior Coordinator for RE or a new head for new department” will be hired by ESRA. A first candidate could not be appointed because of salary expectations (July 2009).

Hydro Energy Department24 The mandate is to prepare conceptually new Small Hydropower Plants (100 KW up to 1 MW) (according to the responsible manager at the moment about one proposal per month is processed – no examples were indicated). The department prepares preliminary reports with site specifications and technical and financial information, but the site survey, the design and the engineering input will be made by the “Directorate of General Planning – Survey Department”. A final report can be approved by an ‘Energy Commis- sion’ and then integrated by the MEW General Planning Department into the next year’s budget and implementation plan. With such a procedure the department has no real chance to fulfil any planning respon-

22 Information from ESRA and interview with Had of department and solar energy manager 23 It was planned to support 6 young engineers through World Bank and ESRA financial support and with a tailor made upgrading training programme for 2 years. This project did not materialised and the World Bank hired 3 of them. 24 Information ESRA and Interview with the “Small Hydropower” manager

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sibilities. In March 2009 only 1 position (2.rank) from 7 was occupied and a head of department was not nominated. According to the manager of Small Hydropower, the optimal number of professionals for the department would be 10 professionals. There was a plan to em- ploy 2 engineers from MRRD. The available infrastructure is not sufficient - the Small Hydropower department was ig- nored during the assessment of necessary infrastructure. There is no representation in the provinces.

Strengths and weaknesses, gaps and potentials of the Directorate of General Energy Planning

Strengths: The departments have the theoretical mandate to formulate/contribute to formulate policies for renewable energies.

Weaknesses: □ In the organisational set up of MEW, the departments have only marginal influence. With the low rank of importance of RESRET the actual activities of the departments are mar- ginalised and without effective leadership it is difficult to compete in the internal resource allocation. □ Compared to other departments of MEW the “Directorate of General Energy Planning” has more difficulties to attract qualified staff. The low rank of “rural electrification”, the lack of leadership, the weak position of the departments in the ministry as well as the better and higher salary job offers of the donor community are factors that increase the general lack of qualified engineers and other managerial personnel. □ The departments dealing with RESRET are short of professionals with adequate qualifications esp. for rural electrification and the necessary technical and conceptual skills as well as office management skills (and many posts are still not occupied). □ Basic infrastructure is weak or absent. □ No substantial ideas for a policy input and the formulation of a strategy for proactive promotion of RESRET are visible. □ Interlinks of the ‘Directorate of Energy Planning’ and the ‘Directorate of General Planning’ are not clear and seem to be not functional. □ The newly integrated engineers (Energy Efficiency) need to have a clear training plan (see below). □ Overlap with MRRD and unclear demarcations of responsibilities. □ Unclear internal procedures and regulations. □ Lack of standards development of design and quality standards for transmission and distribution systems.

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Gaps: □ No adequate institutional place compared with the importance for development of the sector in Afghanistan □ No adequate leadership □ Not enough skilled professionals with basic understanding of rural electrification and knowledge in the focus areas of: o Master planning on national and provincial level o Regulation o Research and Development □ No ‘Human Resource Development Plan’ to upgrade existing staffs knowledge and skills □ Unclear demarcations between MRRD (and programmes NSP and ERDA)

Potentials: ¾ There are discussions and plans in MEW to upgrade the RED to a “Directorate” with direct reporting to the Deputy Minister and shall be given more independence and a stronger position in the Ministry. Within these discussions a new director is also planned. ¾ If the RESRET gains more importance in the policy of the MEW and if it will be equipped with sufficient qualified staff and infrastructure as well as with clear objectives work processes, it can have more policy influence and concentrate also in a national planning of RESRET. ¾ There seems to be signs for changes in the structure / tasks of MRRD which may require a substantial strengthening of the RESRET subsector in MEW as line ministry and with clear political leadership.

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Future mandate25 If upgraded to a Directorate the responsibilities of the RED could be formulated as: The RESRET Directorate will assist the Ministry to provide policy guidance, sector development oversight and support regulation in RESRET: Strategic Sector Planning Power supply to all classes of customers is developed for off grid areas following least cost path and security of supply by an efficient development of domestic energy resources (hydro power stations, photovoltaic, wind, thermal and biogas) is assured; the integration of district and provincial development plans into a national electricity supply plan is operational; economic development objectives are integrated; the integration of small local and independent supply grids into the national grid if foreseeable are overseen and considered in the planning process. Policy The Directorate must set policy objectives for RESRET that integrates economic and social development goals to assure sustainability. Regulation The Directorate must develop, support and guide a regulatory regime that promotes efficiency in power supply, good governance in the operation and evenly protect the interest of all stakeholders (the objective is for the RESRET “regulator” to become independent of poli- tics and special interest so it can represent the interest of stakeholders). Standards Improve / initiate standardized development of all components of RESRET supply on the path to assure quality, minimizing cost of design (collect and disseminate best practices), installation and maintenance of components and initiate spare part inventories and control its enforcement. Technologies Identify appropriate technologies for application in different environments to assure main- tainability. Enterprise development and stimulation and guidance of private investment Support the market and enterprise development for Rural Electrification Technologies to assure balanced development of the entire sector including hardware, institutional and commercial components. Research and Development Initiate and guide research and development in adapted technologies, implementation schemes, optimised operation models, productive use and gender/social compatibility. Human Resource Development Initiate and support training programmes in coordination with MEW-Training Institute, international and local (vocational) training providers with assistance in programme development

25 Discussions with Peter Jezek – Senior advisor to MEW Minister

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(needs assessments, professional requirements etc.) – cooperation with the proposed “Cen- tre of Excellence for RESRET (RE Training Academy)” (see: Bemmerlein-Lux and Naumann 2009a). Cooperation and Coordination o AEIC – the Afghan Energy Information Centre to be used as basis of substance-based decision making in the RESRET planning at national and provincial level; o MRRD and its implementation programmes NSP and ERDA o ANSA - Afghan National Standards Authority o International cooperation partners and donors o MEW – water sector for coordination under the requirements of the water rights for electricity production o MoEC and MoF for promoting and strengthening the Provincial Energy Planning requests (incl. lobbying) o DABM/S o Training Providers (incl. MEW Training Institute)

If the suggested institutions26 are implemented - support, guide and advise: o Regulator o Centre of Excellence for RESRET (RE Training Academy) o Rural Electrification Agency (REU or REA)

26 See Endnotes A - D in “ESRA - Bemmerlein-Lux and Naumann 2009a: CA delivery 2: Process of implementation of RESRET”

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Suggestions:

RED and Small Hydropower (since summer 2009 “Directorate for Renewable Energy”)

Organisational and institutional development In the present organisational and institutional set-up capacity building of individuals is unlikely to have any sustainable effect. The preconditions for a substantial development are: • Reformulate the responsibilities and mandates under a general policy and concept of RESRET and streamline the planning processes and standards for design and planning – a task to be part of the “National strategy for rural electrification through renewable energy” - cabinet proposal • Support as much as possible the upgrading of RESRET in the institutional set-up of MEW • Provide advisory service to the head of the department for policy formulation and linkage to other departments and stakeholders (such as MRRD, AEIC Afghan Energy Information Centre, ANSA - Afghan National Standards Authority, donors and international cooperation partners etc.) • Concentrate on Hydropower and Photovoltaic Systems – give minor importance to wind and biomass focussed activities • Upgrading with qualified staff with experience in policy formulation. The attraction of qualified staff needs o A clear institutional structure o A payment scheme that attracts engineers and assistant and managerial staff without violating the existing rules and regulations o Professional perspectives o Integrated capacity development

• Medium term: Within efforts to start a change process - work for the future outsourcing of all service related tasks to a: o Regulator (quality assurance of service, observation of international standards and fund management) o Centre of Excellence for RESRET (RE Training Academy, interface to international RET research and development) o Rural Electrification Agency (REU or REA), responsible for Rural Electrification policy and strategy

Capacity Building

For the Directorate for Renewable Energy the “competence field” are “MANAGEMENT” and “PLANNING OF ELECTRICITY SUPPLY (ON NATIONAL AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS” (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 6.2. Special focus has to given to: • Project planning and management incl. office management and networking • Know the political and legal formal and informal system in Afghanistan and the institutional settings • Basic knowledge about energy and power - have an overview of the RE conditions and characteristics – compared to traditional technologies (mini grids, stand alone systems) • Basic requirements for energy efficiency • Know the main overview (international and regional) approaches for RE and RET, their strength and limitations (RE planning, energy supply concepts, production, distribution and use) • Have an overview on models of operation and management • Be familiar with the RE-project development process • Interpretation of survey data and prediction models ( incl. estimation of pattern and annual percentage increment in demand growth) • Flood and landslide hazard evaluation

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Suggestions:

RED and Small Hydropower (since summer 2009 “Directorate for Renewable Energy”)

• Planning of small grids and grid interconnection • Funding sources for RE-projects • Risks and conflicts related to rural electrification (Do-no harm approach) • Environmental impacts • Gender specific aspects of electricity usage • Tendering and public tender regulations

Capacity Building measures for

RED and Small Hydropower (since summer 2009 “Directorate for Renewable Energy”)

Awareness building - Exposure Visits to functional project sites (light house projects) Objectives: Sensitisation about problems and importance of Rural Electrification and the specific requirements in planning, siting, implementation and operation – discuss possible solutions. o Target group: Directors and existing staff and new staff o Topics: functioning system of RESRET from government to field level (agencies, ministries, private providers, implementation agencies and user groups – training providers like barefoot trainers may be included) – focus on planning and policy issues o Duration: 2 weeks o Places: Nepal or India (contact GTZ energy Indo – German Energy Programme (IGEN) in cooperation with Bureau of Energy Efficiency (BEE) and - Rural Electrification Corporation Limited (Government Enterprise) http://recindia.nic.in/ Nepal: Alternative Energy Promotion Center (AEPC) http://www.aepc.gov.np/

Work and Learn Programme – skills programme*)**) (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills” - Main Types of Human Resource Development Measures) Objectives: Updating existing knowledge and skills in RESRET with focus on the competence fields MANAGEMENT, ADMINISTRATION and PLANNING OF ELECTRICITY SUPPLY o Target group: existing staff and new staff o Topics: Modularised programme with contents specified above (hired trainers / specialists) o Duration: 12 months o Place: Kabul Short duration technical skills training incl. “RESRET Summer School”*) Objectives: Updating existing knowledge and skills in RESRET with focus on the competence fields MANAGEMENT, ADMINISTRATION and PLANNING OF ELECTRICITY SUPPLY o Target group: existing staff and new staff o Topics: Modularised programme with contents specified above (hired trainers / specialists) o Duration: 6 weeks o Place: Kabul A course design has to start with a general syllabus and an individual needs assessment to specify the priorities and intensities for each individual.

*) The “Work and Learn Programme” and the “RESRET Summer School” could be implemented in the MEW training centre. **) Work and Learn Programme – skills programme - courses for updating existing knowledge (programme for evening classes of one day a week classes with up to one week intensive sessions and exposure in combination with the routine work) see also Annex 6.4

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Directorate General Planning – (incl. Survey & Project Unit -Survey) 27

Mandate and responsibilities: The Directorate has a major role in the definition of policies and donor coordination and plays a significant role in the yearly planning process in coordination and cooperation with the MoF and MoEC and is responsible for analysing natural resource potential and elaborating implementation strategies. Further it is responsible for professional input in the budgeting process of the MEW (representation in the budget hearings, planning of budget etc.) and for fund raising. The departments in the Directorate28 provide technical services to the Ministry and surveys, designs and evaluates projects (Water and Energy) with a number of departments like Engineer- ing, Geology, Hydrology, Hydrogeology, Hydro-techniques (Dams, Gates, Channels etc.), Lab and WAPICA (Water and Power Engineering Institute – a temporary independent institute, now to be integrated again in the MEW). At the moment there are 123 professional staff (engineers, technicians) and no vacant posts for technical staff. There is no representation in the provinces. For irrigation projects as well as for energy projects a request comes from the provinces via the provincial DoWM. These proposals and project ideas are checked and send to the Survey & Project unit for technical investigations and surveys. The Survey & Projects unit makes then a preliminary Survey – the results are discussed in a committee of 8 engineers and, if approved – sent to the Planning Department for further processing. The Planning Department approaches donors to start the development of projects (with Pre- feasibility and feasibility studies). Feasibility studies are prepared in the unit/departments (with and without donors).

A detailed institutional analysis was not made because of time constraints and because the main focus of the departments is on larger, national grid based electricity projects.

Strengths and weaknesses, gaps and potentials of the Survey & Project Department

Strengths: □ The equipment with staff is relatively well and the sub departments cover the necessary subjects (but not RESRET) □ The departments can provide technical expertise for siting and master planning □ The cooperation with international donors and cooperation partners as well as the relation

27 Information ESRA and Interview with the “Directorate Survey and Projects” 28 It could not be clearly determined if the Survey and Project unit and its “departments” are clearly under the Directorate of General Planning.

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to the decision making level in MEW was seemingly good. After the elections in August 2009 the political situations is still not clear and there may be changes in decision making positions in MEW.

Weaknesses: □ The survey activities and the input for rural electrification planning are weak or absent. This might be the case because RESRET has hardly any influence and/or because only larger grid based projects are seen as more relevant □ The coordination and cooperation between the departments (like the Renewable Energy / Small Hydropower Department) seems to function only suboptimal because the cooperation processes are not clearly defined or unclear

Gaps: □ RESRET does not play a significant role in the present working procedures and the activities concentrate on large network based projects but it has basic technical competence for subject matter surveys and engineering design □ Awareness about the importance and technical requirements of RE (mini grids, community based electricity production) □ Additionally and according to the director, Eng. M. Tamin, there is a need for upgrading and training in the areas: o Technical training for survey staff o Design o Hydro-Techniques o Canal and Dams – irrigation civil engineering o Quality control

Potentials: ¾ The contacts of the Directorate and its departments are useful for the national RESRET master planning in terms of technical competence and involvement in yearly budget discussions with MoEC ¾ Technical expertise of the Departments of Engineering, Geology, Hydrology, Hydrogeology, Hydro-Techniques (dams, gates, channels etc.) can be used for advisory service and contributions for RESRET ¾ Support of the Renewable Energy Department (or future Directorate) in possible future integration of mini grids to the national grid (input for long term electricity supply master planning)

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Suggestions: Survey & Project Department

Organisational and institutional development Support of the formulation of MEW internal working procedures and cooperation between different departments. • Needed are efficient procedures of cooperation and a common understanding and sharing of development approaches for RESRET • Consider the expert knowledge and service potentials of the departments for the establishment of a procedure for rural electrification master planning in order to efficiently use the available technical expertise in MEW. (The responsibility for designing projects and subcontracting projects to the private sector for RESRET should be fulfilled by the Renewable Energy Department – RED.)

Capacity Building

For the Survey & Project Unit the “competence fields” are “MANAGEMENT” and “PLANNING OF ELECTRICITY SUPPLY (ON NATIONAL AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS” (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 6.2. Spe- cial focus has to given to: • Awareness rising of RESRET with the main objectives: “Create positive attitude towards rural electrification and its potentials for the development and stability of Afghanistan” and “Understand the importance and added value of rural electrification through renewable energies for provincial development” • Project planning and management incl. office management and networking • Technical training for survey and design of RESRET

Capacity Building measures for Survey & Project Department

Awareness building - Exposure Visits national level to functional project sites (light house projects) Objectives: sensitise the departments of the importance of Rural Electrification and the specific requirements in planning, siting and implementation : o Target group: Directors and existing staff and new staff o Topics: Importance of RESRET for the development of Afghanistan, practical examples and best practices of siting of small hydro power stations, - focus on planning and technical issues. o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan Short duration technical skills training – modularised after a detailed individual needs assessment of technical staff Objectives: Updating existing knowledge and skills in RESRET with focus on the competence fields MANAGEMENT, ADMINISTRATION and PLANNING OF ELECTRICITY SUPPLY o Target group: existing staff and new staff o Topics: Energy Plan development, siting of small Hydropower stations, conditions set by the new water law and consequences for rural electrification, Integration of small local grids into the national grid o Duration: approx. 1-3 days each topic o Place: Kabul

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Departments and Units with potential relevance for RESRET: Two more departments in MEW have an indirect role for RESRET, especially for the ministries internal capacity development – the “Department of Organisation, Structural Development and Capacity Building Assessment” and the “MEW Vocational Training Centre”:

Department of Organisation, Structural Development and Capacity Building Assess- ment Mandate and responsibilities: Under the Directorate “Human Resources” (head Mr. Sultani) the department is responsible for human resource development of the staff in MEW29. The Department (with 10 staff) is doing “Capacity Assessments” and offering courses30. For the assessment there is a formalised process: 1. the department asks the head of a unit about the requirements for different staff 2. they ask the single persons about their qualification, experience, educational background, English and computer skills and technical/administrative needs According to the results they offered in the past 7 different courses31: − Accounting − General management − Computer − Project management (technically focussed) − E-government − Planning − Human Resources Management − English courses of 6 month duration (3 runs from in 2007 and 2008) by trainers from the IARCS in rooms of MEW. There was no upgrading after the courses and they were stopped (funds, difficulties for the staff to come for the courses).

29 It could not be cleared how many staff is working in MEW – even the Deputy Minister of Administration had only a guess (about 2300 – 2500 staff) (May 2009) 30 Interviews with the Director of the Department (Mrs. Rahela), Associate International, Inc.(AEAI) Director Mr. Dan Vincent and Sen. Advisor Mrs. Nafisa Nabiel 31 USAID is now offering more technical courses for 16 persons – 2 months – 3 days a week for each of 2 groups (engineers and technicians) – trainers come from Kabul Polytechnic. After the training the participants will stay in their position. They get 7$ per day (per diem). - USAID will also give a management training for 70 persons (focus on general technical management matters) – in the ministry.

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Since spring 2009 there is an in-housed external team. USAID contracted AEAI for the Ca- pacity Building in the Energy Sector (but not for RESRET). They are directly responsible to the Deputy Minister Energy32. The team is responsible for the coordination of Capacity Building and “Donor Coordination” with a strong focus on “administrative capacity deficits” and only partly for technical upgrading and capacity strengthening. These technical training efforts are on grid based systems and requirements of NEPS.

Concrete Activities in Capacity Building − At the moment a 2 weeks course about procurement is implemented at (with) the Insti- tute of Civil Service – Kabul (Mr. Mehidi – Iran/US). − 25 new Engineers (from Kabul Polytechnic Univ.) will go (in September 09) to India to a course at the National Power Training Centre, Delhi. The complete training will be 2 years on grid based systems with a variety of customised programmes according to the needs of the grid related programmes.

Strengths and weaknesses, gaps and potentials of the ‘Department of Organisation, Structural Development and Capacity Building Assessment’

Strengths: This department is the focal point for “Human Resource Development” in MEW. It started to develop structured methods (like needs assessment of individuals) for the assessment of existing administrative and managerial capacities and the planning of training plans.

Weaknesses: □ At the moment there is no data base for the overview of past and ongoing training courses etc. (but there is a plan to start with a data base in 2009 using a design from USAID) □ Technical subjects are not systematically included in the assessments and only by the influence of external funding agencies initiatives are taken in this directions □ No or too little MEW budget for systematic upgrading of staff □ Only weak connections and integration of the MEW training centre for development and conduction of training courses □ For the participants there is not sufficient time for training, lack of financial improvement after training and unclear of absent perspectives for further professional development after upgrading of knowledge and skills

Gaps: □ Training management and guidance of staff of all departments □ Basic awareness and knowledge of RESRET specific subject so a level to understand

32 Head of the team is Mr. Dan Vincent (before Mr. Edrees Saljuki). The Senior Capacity Building Advisor Advanced Engineering Associate International, Inc.(AEAI) is Mrs. Nafisa Nabiel.

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the requirements and relevance

Potentials ¾ The department could be developed into a coordinating and guiding department for professional development in MEW by including also assessments of technical skills assessment ¾ A closer cooperation and coordination with the MEW training institute could provide input for the development of tailor made courses for RESRET ¾ The responsibilities could be expanded and include guidance and management of the qualification process of individual staff, agreements with training providers for tailor made courses etc.

Suggestions:

Department of Organisation, Structural Development and Capacity Building Assessment

Administrative Capacity Deficits

• The need for training in MEW in all departments is enormous. With short skills courses the deficits cannot be covered. But it is nearly impossible to send MEW staff for longer duration courses, because there are no experienced replacements for the daily work. • Because of low quality and infrastructure of trainings the cooperation/training offers for technical skills training with countries like Nepal, India, Pakistan is essential. • Cooperation with the “Department of Organisation, Structural Development and Capacity Building Assessment” is strongly advised in all planning of Capacity Building in RESRET. Support for training management is needed incl. the development of a comprehensive training plan for the MEW – RET. • Mrs Nabil (Associate International, Inc. (AEAI)) is interested to be included in the ICE sub group process; respective documents for information about tasks / TOR of the RE RET Subcommittee and the cooperation with ESRA. • A thought should be given to establish a separate “Human Resource Development Directorate”, to concentrate on technical related capacity development, training and training coordination. Capacity Building

For the administrative sector (that includes the departments/directorates directly relevant for RESRET) the “competence field” are “MANAGEMENT” and “ADMINISTRATION” are most important (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 7.2. According to a needs assessment of individual staff from MEW the following topics are of priority: o Office management o Time management o Conflict resolution o Filing of documents and document handling o Budgeting o Procurement o Computing and for some internet access and handling

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Capacity Building measures for

Department of Organisation, Structural Development and Capacity Building Assessment

Skill training in training management and non utility based managerial and administrative skills

Objectives: The training management is improved and linked to the human resource development efforts of MEW-VTC o Target group: in-house decision makers and training managers (incl. MEW-VTC)) o Topics: all “MANAGEMENT” & “ADMINISTRATION” incl. competence for MEW for coordination of Capacity Building – Capacity / Training Management. o Duration: series of training courses of 1 to 2 weeks o Place: Kabul Could be outsourced (see list in Annex 6.6 ) Close cooperation with the USAID funded project “Capacity Building in the Energy Sector” is necessary.

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MEW - Education Department – Vocational Training Centre (MEW-VTC) Mandate and responsibilities: The Training Centre is an own MEW Department under the ‘Directorate of General Plan- ning’. Its responsibility is to train MEW staff in electrical engineering (upgrading in evening classes) and prepare students from universities. The centre is registered within Ministry of Education (MoED). The curriculum is developed by the Ministry of Higher Education and approved (Deputy of the Education Section). MEW finances the centre and it reports to the ‘Directorate General for Planning’. It offers education courses mainly to educate future electricians in electricity supply, transmission and distribution in medium to high voltage range. Close cooperation exists with MEW departments, the Kabul Polytechnic University, the Ministry of Higher Education and USAID. At the moment courses for about 800 students – in 2 programmes are implemented: − Course duration is between two (entrance after 12th grade) and five (entrance after 10th grade) years − There are 2 classes- one in the morning – for students of the Kabul University and others and one in the evening (16:00 – 20:00) for MEW staff. 3 semesters theoretical, one semester practical After class 14 the students have a degree as “assistant electrical engineer”. Every year, about 100 trainees graduate with the title. The programme includes for the 4th semester practical exposure. No information could be achieved about the processes required for selection and signing for training courses. Full time trainers/teachers are engineers normally graduated for the Kabul Polytechnic Univ. and teach the morning class and – with additional money – in the evening classes. The teachers of centre (teachers committee) are preparing the contents according to the curriculum. It is planned to be registered in the Ministry of Higher Education.

Strengths and weaknesses, gaps and potentials of the Vocational Training Centre (MEW-VTC)

Strengths: □ The centre provides the possibility of in-house training according to the requirements and needs of all the departments in MEW. □ The offered courses lead to a formal and official degree, recognised and supervised by the Ministry of Education. □ There seems to be close cooperation with the MEW “Department of Organisation, Structural Development and Capacity Building Assessment”.

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Weaknesses: □ There is a lack of teachers and salaries are low. So far there is no systematic support from donors except from USAID with English courses, some hardware and the support of the teachers committee for content development and training material. □ Train the Trainers courses are needed in nearly every aspect. □ The training courses are – because of lack of facilities and also teaching methodology – not practical orientated. □ At the moment there is no training in Renewable Energies and RESRET. □ Very weak teaching infrastructure and teaching material (and probably teaching skills) for practical work and exposure to real live problems and tasks. □ Necessity to improve the existing programmes - incl. the practical semester.

Gaps: □ Teachers / trainers (full time and part time) - capacities for proper practical and theoretical training in the area of RESRET including the development of curricula □ Equipment and labs space for practical skills training □ Places and structure for internships/on the job training □ Ability/skills to manage a practically oriented course offer (identification, selection and guidance of participants, supervision and support of trainers, quality control mechanism for teaching methods and on the job training / internships)

Potentials ¾ As in-house training centre of MEW can develop to a centre that provides technical related and demand driven training in the area of RESRET ¾ The MEW-VTC can play an important role as training provider for the versioned “Centre of Excellence for RESRET (RE Training Academy)” or VTC could be included in a ‘Pub- lic Private Partnership Centre’ to facilitate greater flexibility of operation33 ¾ MEW-VTC could guide and educate trainers for provincial based professional training centres – also in coordination with other vocational training providers (like the network of the German Technical School, Kabul) ¾ The MEW-VTC is very open for courses in RESRET but those courses have to include Training of Trainers components34 ¾ There is a big interest to visit – as part of the practical semester, ESRA (and KFW) installations

33 Vision of Advisor Peter Jezek for MEW: 34 After the request of the Deputy Minister a proposal was prepared “Outline for the Upgrading of the Vocational Training Centre of the Ministry of Energy and Water for Training in Renewable Energy Technologies with a Focus on Hydropower” it includes 4 years with Train the Trainers and 2 coached 1 year courses. See CA delivery “Outline of a training course project for Technical Operators”

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Future mandate

A future mandate is depended on the restructuring process of MEW the strengthening of the RESRET Department / (Directorate) and the possible installation of a “Centre of Excellence for RESRET (RE Training Academy)”. The MEW-VTC can take the function of a training provider for this ‘Centre of Excellence’.

Suggestions:

MEW - Education Department – Vocational Training Centre

Organisational and institutional development

• Initiate support programmes for the upgrading of the MEW VTC including: o Increase of training staff o Train the Trainers courses for RESRET *) o Training management including needs assessments, tests and quality control steps with indicators and tests with testing criteria/indicators o Necessary equipment and maintenance structures for a laboratory and workshop teaching o training module objectives and expected outcome (including prerequisites in knowledge and skills), o Necessary training material (handbooks, equipment for lab, trainers handbooks ) o Curriculum development for RESRET with theoretical parts and focus on practical exposure o List of possible places/installations for on the job training / internships o Institutional processes for demand oriented training offers

• Support a “network of training providers” in RESRET to share experience, training staff, lab facilities and modules • Consider the potential relation to a future “Centre of Excellence for RESRET (RE Training Academy)” – the MEW-VTC can serve as a Training Provider for this Centre (if it will be established) • Initiate and facilitate international cooperation with RET re-search and development)

*) Material and syllabi are for instance available from courses in Pakistan (Dr. Naumann) covering theoretical background incl. wind and photovoltaic systems Capacity Building

The main focus has to be on o Curriculum Development for RESRET o Development of training material o Train the Trainers courses (including Lab and workshop management) o Training management with managerial and administrative skills (and including individualised training needs analysis)

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Capacity Building measures for

MEW - Education Department – Vocational Training Centre

Train the Trainers courses on RESRET

Objectives: Trainers from MEW-VCT are familiar with RESRET and able to implement their knowledge with demand oriented and practical skills o Target group: in-house and external faculty/trainers o Topics: all “COMPETENCE FIELD” are principally relevant. The priority should be the technical oriented fields like “QUALITY AND REGULATORY CONTROL”, “PLANNING OF ELECTRICITY SUPPLY (ON NATIONAL AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS”, “TECHNICAL KNOWL- EDGE ON RE-RET DEVELOPMENT”, “ENGINEERING (PRACTICAL IMPLEMENTATION TASKS)”, “OPERA- TION & MAINTENANCE” (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 6.2. o Duration: approx. 6 month to 1 year o Place: Kabul

The Train the Trainers courses could be done in a joint effort with other Training Providers, like the “German Technical School Kabul (DED-TSK) and its network”

“Development workshops” for modularised Capacity Building programmes Objectives: Develop of a methodology for the design RESRET related modules and develop syllabi and based on them curricula *). o Target group: in-house and external faculty/trainers o Topics: all “COMPETENCE FIELD” are principally relevant. o Duration: approx. 3-4 times 3 days for design methodology and up to 3 month for each programme (outsourced?) o Place: Kabul

*) This development should be in close cooperation with the Ministry of Education (MoE), - Deputy Minis- try of Technical Vocational Education and Training (DTET) - Department of Technical and Vocational Education Training – DTVET, the National Skills Development Program (NSDP) and the ASDP - Af- ghanistan Skills Development Project (World Bank)

Skill training in training management and non utility based managerial and administrative skills Objectives: The training management is improved and linked to the human resource development efforts of MEW o Target group: in-house decision makers and training managers (incl. Department of Organi- sation, Structural Development and Capacity Building Assessment) o Topics: all “MANAGEMENT” & “ADMINISTRATION” incl. competence for MEW for coordination of Capacity Building – Capacity / Training Management. o Duration: series of training courses of 1 to 2 weeks o Place: Kabul Could be outsourced (see list in Annex 6.6 )

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3.3. DABM / DABS (Da Afghanistan Breshna Moassassa / Da Afghanistan Breshna Sherkat)

Mandate and responsibilities: DABM (under MEW) was the central institution for electricity generation, transmission, distribution and will also play a role in future RESRET strategy. The establishment of DABS35 – to take over the assets and tasks of DABM in the future - started in 2008. According to the ‘Articles of Incorporation’ (March 2008)36, the objectives of DABS are: 1. “To supply and expand electric energy to all areas of the country. 2. To generate, purchase, procure, transmit, distribute and supply such electric energy to its customers. 3. To construct, erect, purchase, lease and in any manner acquire, hold, own, maintain, operate, sell, dispose of, and lease buildings, plants, works, machinery, supplies, apparatus, equipment and transmission and distribution lines or systems for, operating, maintaining and financing the supply of electric energy”. DABS is an independent and autonomous 100% state-owned corporation, incorporated on 4th May 2008. DABS has to take over all assets at book value and evaluate their real value afterwards. Reading the ‘Articles of Incorporation’ and according to information of the present DABM, all the RESRET assets are included in the transfer. DABS will operate on a commercial basis, and guided by the overall policies and regulation developed by the MEW for the energy sector. DABS will divide the 34 provinces into 9 regions37. Each region will have a so- called “hub”. Each hub is affiliated with 4 “profit and cost- centres”. At the moment the ownership of DABS will be distributed to the: − Ministry of Finance: equivalent to 45% of the initial capital; − Ministry of Energy and Water: equivalent to 35% of the initial capital. − Ministry of Urban Development, equivalent to 10% of the initial capital; − Ministry of Economy, equivalent to 10% of the initial capital.

The energy planning is not considered a responsibility of DABS, but rather of the MEW38. The “old” DABM has about 5800 staff in all the country – about 40 to 50% may be taken finally to work in DABS. According to DABM39 the consequence may be that a lot of experience will be lost and non profitable services will create a problem. Existing staff is composed of experienced officers (with 20 to 30 years of experience), Afghan experts that studied abroad and new graduated technical engineers form local universities. New staff is introduced with on the job training of 2-6 month, depending on their abilities and competence. Specific training is provided by ex-

35 Islamic Republic of Afghanistan 2009a: Comprehensive Agreement – (Februar 2009) 36 Islamic Republic of Afghanistan (2008c): Da Afghanistan Breshna Sherkat - Articles of Incorporation (March 2008) 37 ESRA memo Sept. 2008: - for the Northern region the hub will be Kunduz, P+C- centres will be established in Faizabad, Takhar, Baghlan and Samangan. 38 ESRA memo Sept. 2008 39 Interview with Eng. Humayoon Kohistani Technical Assistant to DABM

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perience DABM staff, contracted teachers/specialists and USAID (esp. for operation and maintenance) for national grid based systems.

Strengths and weaknesses, gaps and potentials of DABM/DABS

Strengths: □ DABM is a subordinate body to the MEW and still present in the provinces □ With the installation of DABS the commercialisation became a realistic platform and may lead to improved quality of service, loss reduction and improved revenue collection (especially for national grid connected systems) □ By law all power generation facilities will be under the custody of DABS with the government as the owner40 □ With the existing and qualified personnel of DABM, the new DABS has a basic capability for construction and service and, with the transition of staff, the possibility to choose only the most qualified □ DABS plans a “Rural Electrification Department” for research and development in close cooperation with the MEW

Weaknesses: □ DABM (and future DABS) lacks expertise in RESRET □ After the corporatization of DABM is completed, MEW’s presence on provincial level will be limited to the ‘Department of Water Management’ (with no “Energy Section”). At the moment a parallel structure with DABS in a transition period and the outcome and duration of this period is unclear. It is unclear for the RESRET subsector: □ how small, decentralised power stations will be integrated into DABS and who will be the owner. This is especially relevant for all stations (hydro power stations, wind and photovoltaic systems) installed under MRRD programmes and stations build and operated under internationally funded programmes □ what role MEW (General Planning and Renewable Energy Department) will have in relation to DABS □ if DABS will have a rural electrification department for future operation of decentralised RE power stations □ what procedures and processes for cooperation in planning and construction of decentralised RE power stations will be developed and how the roles between MEW and DABS will be distributed □ if private sector involvement (Independent Power Producers) will be possible and under which conditions in the future (at the moment GTZ experiences in Badakhshan shows that the differentiation between “operation” and “ownership” works) □ how the provincial electrification planning process (for instance via the Provincial Develop-

40 Refers to personal talks of ESRA with DABS, MEW

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ment Committee – Energy Working Groups) will be coordinated – and finally implemented – with DABS (Will DABS be committed to take the ownership? What happens if the utilities are commercially not attractive?) □ what happens if decentralised power supply grids can be connected in the expanding national or provincial grid □ if the more commercially oriented DABS will attract better – and higher paid staff – than MEW with its supervisory, policy and planning responsibilities. Large differences in salary may lead to asymmetries of “planning and policy functions” on the one hand and power service provision on the other41.

Gaps:

Gaps in human capacities could not be assessed because the staffing pattern including the organisational and regulatory set up is too undefined and in the making. Clear regulations and demarcations between MEW, MRRD and programmes and DABS are needed for: □ Funding of RESRET □ Tariff setting and its control – tasks of an independent regulator? □ Rules and regulations (acts) for the transition of ownership and their operation and maintenance (Will there be a lower limit of energy production for power stations not to be included in the ownership of DABS?) □ Standards development and enforcement as well as quality control of power stations

Potentials: ¾ DABS provided the possibility to introduce a more economically and service oriented electrification policy, but there is a large gap in defined procedures and settings for the integration of (especially small, community based), decentralised power stations. It may be an important task for the ICE- subcommittee to develop a policy and suggestions for the roles of MEW/MRRD and DABS during the transition time of DABM to DABS.

Future mandate “The development of DABS will be a long and complex process; on this development path, improved quality of service and efficiency must be the guiding principles; to assure least cost development is followed, culminating in financial self sustainability of the electricity suppliers, while maintaining the lowest possible tariffs.” 42 At the moment it is still unclear43 if DABS will have the responsibility – as stated in the ‘Articles of Incorporation’ - “To supply and expand electric energy to all areas of the country”. There seem to be interests that DABS should not take the responsibility of commercially not profitable off grid plants but it remains unclear who should then be responsible.

41 This was stressed by DABM by the Technical Assistant of DABM 42 Discussions with Peter Jezek – Senior advisor to MEW Minister 43 Comments of the Deputy Minister in an ICE-subcommittee meeting in March 2009

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As grid based operation is now of higher importance rural electrification plays at the moment a minor role for DABM. According to DABM Rural Electrification is (and should) be under the responsibility of MEW in planning and implementation. There are discussions that the future DABS will have ‘Renewable Energy Department’ to look after the operation and coordination of decentralised RE power stations – and later their possible grid connection. Ownership of RE power stations – if constructed by international cooperation partners – is not yet decided on, however it might be transferred to DABS.

Suggestions: DABM / DABS (Da Afghanistan Breshna Moassassa / Da Afghanistan Breshna Sherkat)

Organisational and institutional development Many unclear and undefined settings exist for the transitions of the power utilities from the MEW DABM to the state owned, commercially oriented DABS (especially in the subsector RESRET). The development tasks for a national strategy and policy in the subsector has to include DABS in process of the development of a RESRET strategy and constantly coordinate the suggestions made in the fields of • Demand oriented planning and plan coordination • Regulation of electricity quality • Standard development • Tariff settings (or financial support for operation, cross financing, subsidies for construction) • Operation models and ownership of small and mini utilities • Potentials of connection decentralised small grids into the provincial/ national grids when these are extended

Capacity Building

Since RESRET is at the moment not on the agenda of DABS and only a minor concern in the transition phase DABM to DABS, awareness building activities on RESRET are fundamental to increase the sensitivity and understanding of the contribution of RESRET to provincial and rural development. These activities should be combined with “Development Workshops” to jointly find constructive and feasible contributions to the national strategy on RESRET.

Capacity Building measures for

DABM / DABS (Da Afghanistan Breshna Moassassa / Da Afghanistan Breshna Sherkat)

Development workshops integrated into Awareness building - Exposure Visits national level to functional project sites (light house projects) Objectives: to sensitise the key persons in DABS of the importance of RESRET and to develop joint ideas for the RESRET strategy: o Target group: Directors and decision makers of DABS(DABM together with MEW/MRRD decision makers) o Topics: Importance of RESRET for the development of Afghanistan, practical examples and best practices of siting of small hydro power stations, - focus on planning and technical issues, different models of ownership and operation o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

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Afghanistan Energy Information Centre AEIC44 “Collect, analyze, and share unbiased information about energy in Afghanistan that is, accurate, and timely. The scope of coverage includes information about electricity, oil & gas, coal, energy efficiency and renewable energy. Energy information needs to relate with immediacy to residential consumers, and industrial and commercial users, and to producers and suppliers of energy products. The EIC supports energy policy and planning, through these functional goals: − Collect and maintain a library of technical drawings and information about power plants − Collect and maintain a library of AEAI professional reports − Forecast future energy needs and keep historical energy data, including studying region- ally-focused energy security − Be a reference source for the information about power plants and imports − Promote energy efficiency, track energy technologies and support renewable energy − Provide market support to existing, new and emerging renewable technologies − Support public understanding regarding energy and its interaction with the economy and the environment − Transfer international best practices to local experts and to GoA

The EIC exists on behalf of USAID and operates as per USAID’s strategic vision. The EIC is also responsible to counterparties at various levels in MEW and DABM, according to a brief statement of principles with specific goals, which is agreed upon with GoA. Within the parameters set by USAID, EIC has a policy of open sharing with international donors and their consultants who are active in the energy sector in Afghanistan. The EIC is headed by an Afghan information services professional supported by international technical assistance consultants.”

44 No visit during the assignment – information from http://www.afghaneic.org/

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3.4. Ministry of Rural Rehabilitation and Development - MRRD Mandate and responsibilities: MRRD designs, finances, and implements relief and economic development programmes for rural areas of Afghanistan according to rural development needs, including irrigation, water supply, rural roads, enterprise development, rural credit, and rural energy. With respect to electrification, MRRD is responsible for all activities related to development of rural-remote energy as defined by ANDS (communities of a village or village and where the settlement is less than 5,000 persons). The rural remote energy technology may include conventional energy such as diesel, liquid fuels, and coal and it may include small scale renewable such as biogas and micro or mini hydro. MRRD is responsible for electrification in rural areas where the energy generation is community- operated through: − Provision of electricity and of other energy systems in villages with the population of 5000 or less − Formulating policies and strategies related to rural-remote energy − Preparing master plans for promoting rural-remote energy in Afghanistan. This will be done in consultation with MEW − Establishing institutions necessary for promoting rural-remote energy at all levels of governance − Preparing necessary technical standards and quality control mechanisms related to rural-remote energy − Capacity development activities to promote rural-remote energy − Mobilizing resources from donors for promotion of rural-remote energy as a focal agency.

Main development work is organised and financed through “programmes” with a limited duration: the National Solidarity Programme – NSP and the National Area Based Development Pro- gramme – NABDP and since 2008 with the sub programme Energy for Rural Development – ERDA (and to a small extent with DIAG - Disarmament of Illegal Armed Groups). Thus, MRRD has no own budget for planning, installation and operation of decentralized electricity supply, but administers donor budgets. Via the provincial departments (DRRD) and community representative bodies45 and with the support of national and international NGOs (local Facilitating Partners) more than 1200 micro hydropower plants, 1700 diesel generators and more than 100,000 solar home systems were installed. The programmes also supported the communities to extend the regional electricity grids for rural electrification in several provinces. The implementations of the programmes are demand driven and organised through Community Development Councils (CDC). MRRD has an established management structure for its programmes and has also a strong representation in the provinces through its departments (DRRDs). The Programmes – except ERDA – are financially well equipped by donor agencies. The RESRET relevant Departments are the Rural Energy and Enterprise Department – REED and the Rural Infrastructure and Technical Services Department – RITS. RITS is providing engi-

45 See “ESRA - Bemmerlein-Lux and Richter 2009b: CA delivery 3: Planning of the Provincial Electrification process”.

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neering design and project management services and construction oversight services for roads and buildings to the various activities managed with MRRD, but it also established a renewable energy unit to support MRRD rural energy projects – but no concrete examples of their activities in RESRET could be identified. The coordination and relation to MEW has started in January 2009 with an agreement of the two Ministers46 and in April/March with Technical Working Group (chaired by the two Deputy Minis- ters) to provide a basic direction for the clarification of roles and responsibilities (see section 3.5 ICE and ICE Subcommittee).

Strengths and weaknesses, gaps and potentials of the MRRD

Strengths: □ The Ministry has financially well equipped programmes and its approach of establishing a community rooted development was in principal successful. □ The community based institutions in the provinces (voluntary Community Development Councils CDC – and lately the established District Development Assemblies – DDA) are the main operational structures for implementation of MRRDs development policy. □ An established management structure exists for its programmes and a strong representation in the provinces through its departments. □ According to ANDS47, MRRD is responsible for developing a rural-remote energy master plan and the responsibility for all rural-remote energy efforts should be consolidated within one institution. □ There are studies prepared to upgrade the institutional setting for activities in RESRET and to strengthen the cooperation with MRRD48, 49 □ The basis of the development work of MRRD is the ANDS sector strategy with the mandate for MRRD for rural electrification □ MRRD is able and has the manpower to implement, supervise and develop future energy planning in the provinces through PDC and DDCs. □ MRRD (NSP) learned from the past and intends (see ERDA) to include O&M and monitoring mechanisms. The major problem of the past was the lack of ability of the communities to operate the MHPs. □ Training for operation of MHPs: After the experiences so far, initiatives started to train people

46 Decision in a joint meeting January 15, 2009 47 Islamic Republic of Afghanistan (2008b): Afghan National Development Strategy. Volume II, Pillar 3, Infrastructure. Energy Sec- tor, Version February 2008 (Page 73-74) 48 NRECA International - December 22, 2008: Organizational Review and Recommendations for the MRRD Energy for Rural De- velopment Program 49 Islamic Republic of Afghanistan (2009b): Policy for Renewable Energy for Rural Electrification – Afghanistan (expert report Mr. Azimi) - DRAFT

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as operators and for maintenance and to involve facilitating partners in training initiatives.

Weaknesses / Gaps: □ Although the NSP programme started with a new phase (with a new budget) it will be of limited duration. □ The “Rural Energy and Enterprise Department – REED” is not well equipped and lacks staff and implementing power. □ The ERDA programme has no solid financing (budget of 56 Mio $ was not approved by MoF). □ The community based institutions in the provinces are in discussion in the new policy on sub- national structures initiated by the “Independent Directorate of Local Governance – IDLG50”. The new policy may downgrade these operational structures. □ A master plan for RESRET does not exists □ See below the sections “Rural Energy and Enterprise Department – REED”, “National Soli- darity Programme – NSP” and “Energy for Rural Development – ERDA”

Potentials ¾ In expert reports51 it is recommended that MRRD establishes a Rural Energy Unit (REU) to consolidate all engineering, project implementation, community organization, training, and monitoring & evaluation, a Rural Energy Fund (REF), to attract rural energy program financing from multilateral and bilateral donors and investment agencies and a RE Training Acad- emy, to provide training for project identification, design, evaluation, and implementation and to develop engineering design and system construction courses for private engineering and construction firms. It is strongly advisable that a proposed REU should be under MEW (or its guidance) so that local and regional electricity supply systems (generation, transmission, distribution) can be coordinated / linked to a provincial or national grid of DABS if required and possible. ¾ There is a willingness of the Ministers and Deputy Ministers to coordinate activities in RES- RET52 in Technical Working Groups under the ICE subcommittee RESRET (these suggested institutions could be an option for a new setup between MEW and MRRD). Similar suggestions are made by the ESRA Capacity Assessment53 (independent Regulator and RESRET fund, Centre of Excellence for RESRET (RE Training Academy) and a Rural Electrification Agency (REU or REA). ¾ The lessons learned54 in the projects in rural electrification (with renewable and thermal energy sources) are an important source for future project planning and performance in all the steps from planning, construction, operation and follow up. These lessons are now used by the new programme ERDA and are brought into the cooperation discussions between MEW and MRRD.

50 ESRA 2009: CA report Dr. S. Schmid July 2009 51 NRECA International - December 22, 2008 52 Information from Deputy Minister MRRD in May 2009 53 See Endnotes A - D in ESRA - Bemmerlein-Lux and Naumann 2009a: CA delivery 2: Process of implementation of RESRET 54 University of York 2006: Mid-term Evaluation Report of the National Solidarity Programme (NSP), Afghanistan May 2006

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Rural Energy and Enterprise Department (REED) Mandate and responsibilities: It is the nominal authority to design and oversee rural energy programs within MRRD and the responsibility for the coordination (and cooperation) with the NSP and ERDA. At the moment it has the status of an advisor for plans and to revise and overview the procurement system. REED works with one director and 3 non professional support staff and without own budget and infrastructure.

Strengths and weaknesses, gaps and potentials of the MRRD

Strengths: □ Conceptual overview and coordination function of all MRRD RESRET related activities

Weaknesses /Gaps □ The department has no own budget and lack of funding □ No significant program management responsibilities □ Not well equipped and lacks staff and implementing power. □ To date no significant role in program design or implementation

Potentials ¾ The department gives MRRD the possibility to compile and analyse experience from the different programmes activities and translate them into “lessons learned” and to integrate the findings into a change policy of programmes and strategies. ¾ The collected experience can be integrated into the development of a policy and strategy of RESRET in the Afghanistan.

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National Solidarity Programme – NSP Mandate and responsibilities: The main task of NSP was to start and strengthen community development and to em- power communities (creation of community development committees – District Devel- opment Committees and Provincial Development Committees). Electrification was an important but not the only possible goal. The responsibility in RE is for micro-hydro power projects (1 to 100 KW) and PV projects (solar home systems) with a budget re- striction of 200$ per family. Many of the communities were selecting electricity supply as a project for implementation. NSP has financed over six thousand rural energy projects, community demand driven (bottom up process) with strong ownership. Strong relation exists with facilitating partners (NGOs e.g. Aga Khan Foundation, Afgha- naid, Concern, Flag International, ACTED – in Badakhshan). The work process from ‘plan to implementation’: − The CDC decides on a project and send a proposal to the Facilitating Partner − The FP checks and helps with the proposal and sends it to NSP provincial Office − NSP provincial office checks and sends it to MRRD-NSP for final approval − On average in Badakhshan there are 4 out of 30 projects rejected at national level because of formal reasons (not all signatures etc.) and some for technical reasons. No electrification project was rejected. − The proposals are on a general format that describes the technical part and the social part − In Kabul there is the technical expertise to check thoroughly

The CDC is the owner and formally has all the responsibility also for procurement (and is assisted by the FP). The layout and prerequisite of NSP supported projects is for 15 years. There are explicit rules for maintenance and operation. NSP Province has the task to check the quality, find solutions for emerging problems, look at the full involvement of the community according to NSP fundamental mandate and the supervision and monitor the FPs and CDCs. In Badakhshan there are 13 NSP staff (called Provincial Management Unit – PMU) for the provincial tasks. Total of 5 engineers, 1 engineer (Mr. Kadir) is responsible for electricity projects for 5 provinces! As soon as the project is over and the FPs withdraw there will be 2 social workers (1 male, 1 female) for follow up activities. At the moment this is installed in 14 of 28 districts. They are financed by NSP and later should be financed by MRRD.

In 2009 only micro-hydro power projects (1 to 100 KW) are implemented. (see also Department of Rural Rehabilitation and Development DRRD / NSP and ERDA

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Strengths and weaknesses, gaps and potentials of the MRRD55

Strengths: □ Establishment of an Afghan wide structure of Community Development Councils - CDCs, DDAs and Provincial Development Committees. There is a functioning representation of MRRD in the provinces and a guidance/supervision of the different programmes. The programmes have well established procedures for community based project development - also in RESRET □ Community based and demand driven planning □ Established process of application for electrification (and other) projects with a system of Facilitating Partners - especially Aga Kahn and UN Habitat brought in more qualified people with better performance □ Previous deficits in the electrification (like no sustainable operation and maintenance of installed utilities, no or not sufficient monitoring and quality control of the implementing facilitating partners, etc.) are recognised □ Facilitating Partners are a functioning mechanism for implementation and are principally open to be involved in capacity building activities □ The Afghans were – also due to the war – very innovative and creative and made turbines from what they could get. NSP was taking up these experiences of self help.

Weaknesses: □ Weak or no cooperation between NSP and MEW/DABM because there are no MEW RESRET specialists in the provinces, and no provincial master plans exist □ No well defined project evaluation criteria □ The limitation of 200$ per household did normally not allow for adequate engineering □ Rapid deployment of the programme led to quality control issues, and sub-optimal allocation of financial and human resources56: o No clear and logical project development framework but identification through community active Facilitating Partners (NGOs) o Bad design of MHPs (manufacturers made design of “deconstruction” and rebuild turbines on low level) o Bad construction o Wrong siting o Bad technical quality

55 Interview with ERDA experts and Head of REED: Department of Rural Enterprise and Energy, April 2009 - Interview DRRD – NSP Badakhshan, April 2009 - Ministry of Finance 2007 56 When NSP started it was totally new situation and they had to copy and adapt experiences from other countries under strong limitations. Some of the limitations were the budget, short time to have effects and marketing issues like the necessity to buy turbines from local market, not more than 25 KW effective deliveries (cross flow turbines only).

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□ Undefined technical sustainability o Lack of definition of design and fabrication quality and standards (micro turbines, PV systems), although with the ERDA programme there is now an approach to develop these standards – but no secure budget seems to be available for ERDA at the moment o General lack of quality control o Limited operating capabilities o No and improper maintenance - limited capacity to repair and maintain the production and supply systems o Often a lack of qualified engineers of the FPs - NSP did not and still doesn’t have a formalised training programme. Now the FPs start to plan training of staff and operators (like Aga Kahn in Badakhshan). At the moment (Septem- ber 09) it is only planned. Coordination with all stakeholders (like ESRA) is for standardisation and the use of synergies is weak.

□ Undefined and problematic financial sustainability of the installed systems - unsolved problems and capacities for cost recovery and uneven tariff collection □ The projects have suffered from uneven community training and support □ The implementation of PV projects (solar home systems) has been suspended due to quality problems of the systems and during installation □ Productive use may not be feasible because of low production (average 25KW) □ The planning processes for RESRET are not integrated into provincial electrification plans (those plans don’t exist at the moment and only in Badakhshan the energy working group started with the preparation of an Electrification Plan in 2009)

Gaps: □ There are no electrification plans for the provinces and the planning of electrification is only dependent on the wish of communities contributing to lack of integrated planning □ No clear advisory service for communities for operation maintenance costs and possibilities of productive use □ Lack of qualified operators □ No mechanism of training the Facilitating partners □ No Standards □ No Monitoring mechanism and instruments of interventions

Potentials ¾ In the first years there was no system at all (2004 – 2006). In 2006 training started and design was better. According to information of NSP Badakhshan and ERDA: since then the manufacturing became better, NSP engineering became better and the Facilitating Partners (NGOs) performed better with more experience ¾ NSP learned from the past and intends (see ERDA) to include O&M and monitoring mechanisms. The major problem of the past was the lack of ability of the communities to operate the MHPs

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¾ There is a need to expand technology options, and to assure that the hydro technologies are being used for appropriate flow regimes/applications ¾ Future efforts would profit from a certification process for engineering services, and establishing standards for design and construction of hydroelectric and electric distribution facilities ¾ There is a start to develop training procedures for operators that are likely to be more formalised. A coordination with all stakeholders (Directorate for Renewable Energy, FPs, ESRA, MRRD (REED, NSP, ERDA), USAID, WB etc.), especially at provincial level, is strongly recommended.

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National Area Based Development Programme Sub Programme of Energy for Rural Development – ERDA Mandate and responsibilities: “ERDA will provide support to different actors at various levels of governance to help improve the situation. It will support the MRRD, especially Rural Enterprise and Energy Department (REED), to plan and monitor rural energy development activities, RITS in technical matters, provincial entities to survey and monitor field level activities, DDAs on decentralized energy planning and supervision of community led activities and the CDCs on installation and operation of sustainable energy systems. In addition, ERDA will support the communities in understanding the productive uses of electricity to reduce drudgery and improve livelihoods in rural areas.”57 ERDA works under NABDP since 2008. ERDA has evaluated NSP project performance, identifying key performance and sustainability issues, and defining improved project preparation and management strategies for future projects. In addition to project development and management assistance, it has also begun to design a program to assist in promoting productive uses of electricity for project beneficiaries. It started of developing technical guidelines for project design and viability analysis. While still at the beginning stages of development, these guidelines mark a significant step towards codifying the processes and procedures required to qualify for MRRD financial support. At the moment ERDA works with 6 local HP engineers and 2 Nepalese (Energy Advisor and Renewable Energy Expert) in 2 provinces with 7 projects, 5 of them in Badakhshan, 2 in Bamyan only to install and operate micro hydropower plants, training community members on operation and management of systems (because of past – and till now unsolved - quality and implementation problems of photovoltaic systems, their promotion has not been taken up). ERDA is supposed to work all over AFG. The type now work need stability, therefore they now only work in 2 rather safe provinces. There is a plan (and the mandate) to expand, but there is a lack of funds. Technical expertise for expansion is in principal available with the RITS engineers. In the 1388 budget the MRRD proposed a rural energy project with a budget of 56 Mio $, however it was not approved as the MoF stated that the MRRD has not raised any funds. Recently, MoF has required the MRRD to write a proposal for an energy project with a fund of 5 Mio USD.

57 Ministry of Finance - Budget Department (2007): Energy for Rural Development in Afghanistan (ERDA) - ADB/TSG/CBID-I Janu- ary 2007 Kabul, Afghanistan - Interview with Mr. Satish Gautam & Mr. Ram Prasad Dhital (Nepalese), Mr. Rahimi (Head of Dep. Rural Energy - MRRD: Department of Rural Enterprise and Energy

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Strengths and weaknesses, gaps and potentials of the ERDA

Strengths: □ ERDA is an example of a fruitful learning process – it is a consequence of the suboptimal performance of NSP to reach sustainable electricity supply in the concerned communities □ Together with the Rural Enterprise and Energy Department – REED, the task is policy planning with substantial input in the ICE-subcommittee □ ERDA get support from the “Rural Infrastructure Engineering Technical Support – RITS” – engineers and support staff □ It works within the framework of the National Area Based Development Programme (NABDP) to promote Renewable Energy through: o Capacity Building o Demonstration projects (Micro Hydropower up to 100 kW) o The preparation of policies

Weaknesses: □ The ERDA programme has no solid financing □ Its main strength is predominantly determined by international professionals (2 Nep- alese engineers) □ The private sector (turbine and equipment manufacturers) are weak with suspect quality products58 □ NSP supported CDCs understand the electricity supply as a donor given asset that needs no maintenance and is free of cost. There is not the awareness to pay for the energy □ For any outreach and implementation there are big problems related to skilled people: o Concepts and recourses for training of MHP operators o Organise and coordinate Train the Trainers courses with the Facilitating Part- ners o once trained: they leave for better jobs

Gaps: □ Sufficient financial resources □ Standardizing engineering design and quality control of equipment and materials is urgently needed

58 like: cross flow turbines, developed in Hungary the early 20th century need no casting, only welding – they were introduced into Nepal with little water and high head flow – in AFG there is much water but generally low head flow – thus the usually produced cross flow turbines are not an optimal solution

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Potentials ¾ ERDA has ambitious plans in close cooperation with REED, DDAs, ESRA: o support RE initiatives and manufacturers to adapt the turbine techniques o awareness building and cost covering initiatives o Consolidate all rural energy development activities from NSP o Support a next step of community development of NABDP to initiating the District Development Assemblies o Intensify the processes of coordination with other programmes o Contribute substantially in the Technical Working Group of the ICE- Subcommittee o Support of Provincial Rural Energy Units and DDA Rural Energy Groups

¾ The following training measures are planned o Training of operators (1 programme) and managers (1 programme) – the curriculum exists and includes 1 moth theoretical and 1 month practical training with manufacturers of turbines and equipment of transformation and distribution o There is a list of 29 turbine and transmission manufacturers – 7 of which have been short listed for training providers in the practical on the job training. The manufacturers improve. They mostly started imitating with “decomposition / re- verse engineering” of old turbines and rebuild tem with available resources o A workshop for training the people for basic repairs o Train provincial engineers for site survey of potential MHPs

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Suggestions:

Line Ministry of Rural Development and Rehabilitation – MRRD, Programmes and Departments

Organisational and institutional development

(In the ICE subcommittee for RE-RE and its technical working Groups)

Support and facilitate the coordination process MRRD with MEW (and DABS) in the RESRET sector with the goal to join efforts and develop a dedicated and effective institutional structure for Rural Electrifica- tion. At the moment there are various ideas in the discussion that should be considered and concentrated in a joint and comprehensive approach: • Programme based RESRET implementations (NSP and ERDA) – community demand driven approach • Draft concepts and suggestions of MRRD advisors to establish (jointly with MEW) a Rural Energy Unit (REU), a Rural Energy Fund (REF), and a RE training academy • DABS plans a “Rural Electrification Department” for research and development in close cooperation with the MEW • Suggestions and discussions in ESRA (Reports of Dr. Naumann and “ESRA - Bemmerlein-Lux and Naumann 2009a: CA delivery 2: Process of implementation of RESRET”

Capacity Building

• Development workshops with REED, ERDA and NSP for the development concepts and content based on experience • Technical skills training for Facilitating Partners involved in community based RESRET (small hydro power stations and Photovoltaic)

Capacity Building measures – Development with

Line Ministry of Rural Development and Rehabilitation – MRRD, Programmes and Departments

Development workshops – Capacity Building contents and concepts o These workshops could be conducted for the preparation of ICE-subcommittee meetings with international experts for different fields. Each Workshop needs intensive preparation (comprehensive compilation of existing national and international material, tasks lists for working groups, professional moderation and indicators for the results to be achieved) and follow up. Objectives: Use the experience of REED in combination with ERDA and NSP as input for training course development and preparation of content input for the ICE subcommittee meetings and Technical Working Groups o Target group: Experienced professional from ESRA, NSP, ERDA – AFGEI (and others) as well as international subject matter specialists depending on needs o Topics: main “competence fields” (detailed list of content suggestion in ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery 4: Human Resource Development needs - terms of needed awareness, knowledge & skills) Quality and regulatory control Mobilisation Technical knowledge on RESRET development Engineering

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Capacity Building measures – Development with

Line Ministry of Rural Development and Rehabilitation – MRRD, Programmes and Departments

Operation and maintenance Business and market - economics and social impacts o Duration 2 days each workshop (preparation time estimated 1 week minimum) o Places: Kabul – if necessary at sites with “best practices”

Special focus has to be given to: Engineering norms for MHP development Minimal technical standards fabricators, installers and designers and constructors Criteria for certification of fabricators and suppliers (taking into account that low quality equipment leads to follow up problems of low quality, higher operation and maintenance cost or failure of the utilities) Best practices Operators training Knowledge on safety Basic knowledge on energy efficiency Possibilities of productive use System management and operations (generation, distribution, load regulation) Maintenance and repairs (incl. trouble-shooting and taking actions following breakdowns) Financial Control (incl. tariff setting, billing, collections, savings and salaries) Record-keeping Agreement making with electricity end-users Resolving disputes arising from electricity usage within the community Monitoring and follow-up

Technical skills training for Facilitating Partners involved in community based RESRET (small hydro power stations and Photovoltaic) o Detailed Need assessment with the Facilitating Partners for identification of participants and their deficits and upgrading requirements is necessary. o Attendance of Facilitating Partners (project managers, engineers) should be mandatory Objectives: Basic skills of RESRET for mobilisers and implementers (a variant of the course could be an upgrading training programme for more experienced participants) o Target group: Facilitators and “master trainers” form FP and DRRD o Topics: main “competence fields” (detailed list of content suggestion in ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery 4: Human Resource Development needs - terms of needed awareness, knowledge & skills) Mobilisation Technical knowledge on RESRET development Engineering Operation and maintenance Business and market - economics and social impacts o Duration: A modularised training programme (2 to 4 weeks per module) o Places: Kabul or Provinces

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3.5. ICE and ICE Subcommittee Mandate and responsibilities ICE Commission: For the coordination of the whole energy sector an Inter- Ministerial Commission for Energy (ICE)59 was established by presidential decree and reporting to the president and the Cabinet trough GCC with support of ADNS-units. ICE is also responsible for the coordination of donors, IFIs and other stakeholders in the power sector. The initial focus has been on funding gaps within NEPS. For the ICE monthly meeting about 56 Members are invited (with other invitees depending on special issues). Core members are the Ministers of MEW, MoF, MoEC, MoM, and President Office Advisor to the Vice-Minister and it is chaired by the Minister of Economy. Ad hoc members are MFA, MoCL, MoUD, MRRD, DABS and Donors (USAID, GGO, JAICA WB, UN, etc.). Official Minutes are compiled and discussed. It has no own financial resources. The commission established a sub-committee “Renewable Energy and Rural Electrification Strategy” (see below) and working groups.

Strengths and weaknesses, gaps and potentials of the ICE

Strengths: ICE is the official meeting point of key persons for involved ministries and the main coordination area for all major donors in electrification ICE can/should make substantial suggestion for the cabinet and has influence in electrification policies and initiated the ICE-subcommittee to develop a draft “National Strategy for Renewable Energy Development with a Focus on Rural Electrification”

Weaknesses / Gaps: □ Apart from initiating the Sub-ICE on Rural Electrification, the focus is still on grid based electricity supply □ MRRD is not a core member of ICE □ No direct link to the development in the provinces

Potentials ¾ If the understanding within the committee of the importance and the added value of RESRET for provincial development rises it will have a favourable influence on policy decisions and coordination of involved ministries and decision makers ¾ The draft “National Strategy for Renewable Energy Development with a Focus on Rural Elec- trification” could initiate a broader national discussion about RESRET among the key decision makers and politicians

59 Terms of Reference Inter-Ministerial Commission for Energy (ICE) – Draft October 2008

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¾ ICE could guide the necessary upgrading of participating departments and their sensitisation and orientation with awareness building measures and concentrate on the preparation of policy suggestions for institutional and commercial decisions relevant to RESRET subsector sustainability and financial self sufficiency.

Suggestions:

Inter- Ministerial Commission for Energy (ICE)

Organisational and institutional development Since RESRET has been only a marginal topic in the past, it is important to put RE more into the centre of intra ministerial discussions. MRRD – at the moment not part of the regular members of the commission - should be part of ICE

Capacity Building Focus on awareness building and promotion of RESRET*) including basic principles and understanding with: • Posters – Promotion of Renewable Energy in Rural Electrification • Information / Promotion Brochure on RESRET • Information brochures / leaflets / Posters – “technical and behavioural information” • Sensitisation Workshops • Exposure Visits national level to functional project sites (light house projects) • Local Exposure Visits (provincial level) to functional project sites (light house projects) • International study tours

*) see also in: ESRA - Bemmerlein-Lux 2009d: CA delivery 5: Outline of a possible measures for Awareness building

Capacity Building measures for

Inter- Ministerial Commission for Energy (ICE)

Awareness building: International study tours - Exposure to best practices

Objectives: Politicians, key persons and other decision makers of the importance of Rural Electrification and the specific requirements in planning, siting and implementation

o Target group: Politicians (Ministers and cabinet members and politically appointed functionaries) Decision Makers: (Government Institutions, ministries, chambers, training institutions) o Topics: functioning system of RESRET from government to field level (agencies, ministries, private providers, implementation agencies and user groups) – focus on best practices - problems to be solved – perspectives for development o Duration: 1-2 weeks o Places: Nepal or India (contact GTZ energy Indo – German Energy Programme (IGEN) in cooperation with Bureau of Energy Efficiency (BEE) and - Rural Electrification Corporation Limited (Gov- ernment Enterprise) http://recindia.nic.in/ Nepal: Alternative Energy Promotion Centre (AEPC) http://www.aepc.gov.np/

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Capacity Building measures for

Inter- Ministerial Commission for Energy (ICE)

ICE Subcommittee for “Renewable Energy and Rural Electrification Strategy”: Mandate and responsibilities The Subcommittee shall draft a “National Strategy for Renewable Energy Development with a Focus on Rural Electrification” for ICE so that it can be discussed and presented to the Cabinet. The national strategy has to include inter-ministerial and donor coordination of the renewable energy projects with focus on cost-benefit and sustainability. The secretariat is organised by the GTZ Energy Programme Afghanistan (ESRA). The subcommittee is the only national and cross ministerial platform for the discussion of RES- RET related issues and policies. Only recently, in a meeting headed by the Minister of MRRD and represented by Deputy Minis- ters of MRRD and MEW among others (January 15, 2009) it was decided to form a Technical Working Group at the Deputy Ministers’ level to coordinate activities between the two ministries. The Technical Working Groups –TWG - were established in April 2009. The Terms of Refer- ence were formulated in May 200960 and the TWG started to work with two sub working groups. The main objectives of the TWG are: − to clarify the roles and responsibilities of MRRD and MEW and other main stakeholders regarding rural and renewable energy development − to coordinate activities in the field of rural and renewable energy to avoid duplication of works, enhance capacity at different levels, share knowledge and information and undertake joint field works and prepare joint proposal for resource mobilization and − to prepare a joint cabinet proposal of a strategy for rural electrification through renewable energies including policy instruments like laws and regulations and a master plan with objectives and indicators for the improvement of rural electricity supply.

60 Terms of Reference for MEW-MRRD Technical Working Group (TWG) Final version 14 May 2009

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The tasks of the two subgroups are defined: 1. Administrative and Legal Framework and Economics and Financing − Determine and propose future institutional setup − Suggest a legal and regulatory framework − Private sector participation − Suggest Capacity Building Measures − Financial modelling − Compile International financing mechanisms − Give input and suggestions for costs and tariffs − Suggest targets and indicator setting 2. Renewable Energy Technologies, Potential and Application − Review of projects and RET utilization − Assessment of natural resources and productive use − Assess the future rural electricity demand

Strengths and weaknesses, gaps and potentials of the ICE subcommittee

Strengths: □ Clear tasks and timeframe for the development of a “National Strategy” and a coordination platform for key persons of RESRET involved Ministries and all major donors

Weaknesses / Gaps: □ The continuous participation of skilled staff of the involved ministries in the technical working groups – the work in the working groups is seen as additional burden □ Different qualifications of the members of the Subcommittee and the working groups □ Intensive advisory service from international experts is necessary

Potentials ¾ The subcommittee can initiate and coordinate the discussions of RESRET and use the ideas for the drafting of the “National Strategy” ¾ The subcommittee can strengthen cooperation between the MRRD, MEW, MoF, MoEC and parliamentarians including the organisations/initiation of awareness campaigns - posters, information events and visiting tours for key persons in the policy making process ¾ Before the RESRET strategy is formalised and in place, training courses and educational programmes have to start / continue. It should be possible to start coordinating and also initiating such efforts as one short term – but important – requirement for RESRET improvement.

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Future mandate After the finalisation of the national policy and strategy of the subsector the Subcommittee can play a role as main coordination body for the institutionalisation of RESRET and as a cross ministerial advisory group for rural electrification. This will only be effective if RESRET becomes a more outspoken and understood concept and will be placed high on the political agenda of (rural) development.

Suggestions:

ICE Subcommittee for “Renewable Energy and Rural Electrification Strategy (ICE-RESRET Sub- committee)

Organisational and institutional development

Compilation, discussion and structuring suitable ideas for the drafting of the “National Strategy for Re- newable Energy Development with a focus on Rural Electrification” in workshops with international experts. The aim of these workshops is to discuss the content of different chapters of the “National Strat- egy” so that they can be drafted on the basis of the workshop results. The workshops should be organised by the Technical Working Groups with intensive preparation of contents and methodology. Themes could be (selection to be made by RESRET professionals and the Technical Working Groups):

Preparatory work for the drafting of a “National Strategy”: The RESRET activities and the institutional setting of MEW and MRRD has to be discussed for the development of a joint strategy: • Targets and indicator setting • Legal and institutional framework (clear mandates and responsibilities, implementation and regulations, incl. transition of decentralised small grids to larger (provincial or national grids) o INDEPENDENT REGULATOR o CENTRE OF EXCELLENCE FOR RESRET (RE TRAINING ACADEMY) o RURAL ELECTRIFICATION AGENCY (REU OR REA) • Clear guidelines and rules for private sector participation and PPP regulations

• Standardization (for rural electricity generation, transmission and distribution systems) • Standards and approval procedures and criteria of design and construction of power stations • Organisation and rules/regulations for Construction and equipment Implementation – Tendering procedures for and selection of private companies for design, construction, operation and management of power stations (Association of • Standards for fabricating that are checked and certified, standards for construction of civil works and structures and standards for raw materials and parts used in equipment fabrication • Certification of engineers, of construction firms and fabricators (involvement of ACCI)

• Regulation (tariffs and connection fees, enforcement of standards, conflict settlement procedures etc.)

• Operation models (based on PPP and concession models) for sustainable operation & maintenance

• Financing arrangements (including the planning and supervision of Rural Energy Fund , Develop- ment and supervision of RET- subsidies – compilation of international financing mechanisms and possibilities, suggestions for costs and tariffs )

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Suggestions:

ICE Subcommittee for “Renewable Energy and Rural Electrification Strategy (ICE-RESRET Sub- committee)

• Planning procedures (via Provincial Development Planning, central level planning) – national master plan and provincial plans, methods for the assessment of the future rural electricity demand

• Research & Development (assessment of natural resources on national and provincial level)

• Promotion of RETs on national level (Awareness campaigns and sensitisation/orientations of decision makers and funding agencies) • Capacity Building and education (networks of training providers for vocational training, demand driven training courses, managerial, administrative and technical skills development)

Capacity Building

• Awareness building - Exposure Visits national level to functional project sites (light house projects) • Development workshops for modularised Capacity Building programmes • Development workshops - institutional set up for RESRET – Objectives for small and micro hydro power stations and photovoltaic systems

Capacity Building measures for

ICE Subcommittee for “Renewable Energy and Rural Electrification Strategy (ICE-RESRET Sub- committee) Awareness building - Exposure Visits national level to functional project sites (light house projects) Objectives: Preparation of the joint development of the Draft National Guidelines through sensitisation about problems and importance of rural electrification and the specific requirements in planning, siting, implementation and operation – discuss possible solutions: o Target group: Key decision makers of the Subcommittee and participants of the Technical Working Group o Topics: Background of renewable energy and rural electrification, importance of RESRET for the development of Afghanistan, practical examples and best practices, problems to be solved, discussion of possible solutions (planning, building, operation & maintenance, distribution) - focus on strategic and policy issues. o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

Development workshops for modularised Capacity Building programmes

Objectives: Develop of a methodology for the design RESRET related modules and develop syllabi and based on them the design of curricula *). o Target group: in-house and external faculty/trainers – cooperation with the especially MRRD – ERDA, NSP-Facilitating Partners o Topics: all “competence field” are principally relevant o Duration: approx. 3-4 times 3 days for design methodology and up to 3 month for each programme (outsourced?)

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Capacity Building measures for

ICE Subcommittee for “Renewable Energy and Rural Electrification Strategy (ICE-RESRET Sub- committee)

o Place: Kabul

*) This development should be in close cooperation with the Ministry of Education (MoE), - Deputy Ministry of Technical Voca- tional Education and Training (DTET) - Department of Technical and Vocational Education Training – DTVET, the National Skills Development Program (NSDP) and the ASDP - Afghanistan Skills Development Project (World Bank)

Development workshops - institutional set up for RESRET – Objectives for small and micro hydro power stations and photovoltaic systems

Objectives: Development of clear criteria for the installation of hydro power stations and photovoltaic systems61 o Target group: in-house and external faculty/trainers - cooperation with the especially MRRE – ERDA, NSP - Facilitating Partners o Topics: Necessary standards, mobilisation, criteria for development of community participations, possibilities to create ownership feeling and creating an effective business-like style of management; cost range of an installation,- make a profitable micro hydro plant socially beneficial; financially sustainability, cash generating end-uses; planned billing and collection scheme, subsidies/cross financing in the form of low interest loans to communities, tax breaks to fabricators, etc, o Duration: approx. 2-3 times 2 days for design methodology and up to 3 month for each programme o Place: Kabul – Badakhshan – Takhar

61 For Details see: NEXANT (for USAID) July 2006: Micro-Hydropower in Afghanistan: An Audit Lessons & Conclusions -

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3.6. Provincial Departments of Line Ministries MEW and MRRD “Currently, all energy-related Ministries are represented through their vertical structures at the provincial level. As such, the MEW is represented through the DABM (it is at the moment a parallel structure with DABS in a transition period and the outcome and duration of this period is unclear) and the Department of Water Management (DoWM), the MRRD through its Depart- ment of Rural Rehabilitation and Development (DRRD), and the MoEC through its Department of Economics (DoEC). Through district offices and service delivery units the Ministries, particularly the MRRD, are also represented at the district and village level. In addition, the MRRD has, by means of election or appointment, established District Development Assemblies (DDA) and voluntary Community Development Councils (CDC) for the planning and delivery of services in the framework of the National Solidarity Program (NSP) and the National Area-Based Develop- ment Program (NABDP). Apart from the vertical structure of the line ministries, provincial and district governors as well as mayors have been appointed by the president as the local representatives of the executive branch.”62. The activities form the “Independent Directorate for Local Governance” to restructure the appointment and decision making process have to be observed and considered in all efforts to streamlined the electrification planning process (see also “ESRA 2009b: CA Report Dr. S. Schmid July 2009”).

Department of Water Management MEW-Province - DoWM Mandate and responsibilities: The basis of the work of the Department of Water Management is the (new) Water Law63. DoWM is responsible for irrigation, drinking water, ground water and hydropower. Under River Basin Programmes64 the departments are responsible for the preparation of master plans for the use of water, water flow, and potential of resources which includes the potential sites for Elec- tricity Production larger than 100 MW. There are efforts to concentrate all rural electrification projects (macro and micro scales) in the River Basin Management (RBM) approach but the suggested structure of the RBM is not specific about the representation of the energy side. Water rights are the major link between all hydropower installations and the river basin management. The present Water Law states in Article 25 - Utilization of Water for Generation of Hydro-electricity -: “Installation of micro hydropowers in the irrigation systems is subject to collective agreement of MAIL, MRRD and irrigation associations” 65. At the moment MEW does not have a representative in the RE field’, but the DoWM directors

62 ESRA - Bemmerlein-Lux and Richter 2009b: CA delivery 3: Planning of the Provincial Electrification process 63 Islamic Republic of Afghanistan (2009c): Unofficial English Translation of Water Law, UNEP Edit, March 15, 2009 (the Law was signed by the president beginning of May 2009) 64 For the organisational structure (Supreme Council for Water Affairs Management – SCWAM, the River Basin Agencies – RBA, the Sub-Basin Agencies – SBA and the River Basin Councils) the “ENERGY AFFAIRS” departments/units are foreseen, but not yet specified. The PDC will be represented in the River Basin Councils. 65 Islamic Republic of Afghanistan (2009c): Unofficial English Translation of Water Law, UNEP Edit, March 15, 2009

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are representing also the energy part of the MEW in the provinces. There seem to be plans place also energy professionals in the departments66, and, according to the Deputy Minister MEW67, the offices in the River Basins should represent generally the (renewable) energy sector of MEW (all sources) in the River Basins. In Badakhshan there are 2 engineers including the director for the whole province. However, the DoWM “Amu Darya River Basin Programme – ARBP”68: has 17 irrigation/civil works engineers and will be placed in the district offices in 3 Sub-Basins (Upper Panj Sub Basin, Lower Panj Sub Basin, Kokcha Sub Basin). The fieldwork of the River Basin Management is implemented by 3 NGOs (Aga Khan, Concern and AfghanAid) with a “social water management” and a “technical” water management part. According to the director DoWM in Faizabad, Eng. Rafi in Badakhshan, the future tasks DoWM are for big and small hydropower stations the 1) supervision during implementation, 2) organisation and 3) facilitation. Additionally the River Basin Management will also be responsible of other energy sources like wind and PV. Up to now the electricity sector is in the hands of DABM but it is not clear how responsibilities will be distributed for electricity planning, supervision and operation after the transition process from DABM to DABS is completed. In Badakhshan DoWM is part of the Energy Working Group. Therefore in this province there is a first coordination with MRRD and its programmes. But in the provinces with no “Energy Working Group” (probably all others) the coordination between DoWM and DRRD is unlikely.

Strengths and weaknesses, gaps and potentials of the DoWM

Strengths: □ The departments are representing the national line ministry and have a basic infrastructure for all water related issues. With the new Water Law and the River Basin Management approach at least all hydropower stations need “Water Rights” and therefore connection to the DoWM. □ With the River Basin Management approach the departments started to get an overview over the existing and potential hydropower sites in the provinces and to work with implementing NGOs in social and technical development.

66 Information from Eng. Rafi – Director DoWM Badakhshan – April 2009 67 5.4.09 – Dept. Min. A.W. Shairzay 68 EU Project for the Kokcha and Panj Watersheds, Badakhshan ARBP information from Dr. Philip Shaw (Monitoring and Evalua- tion) The Amu River Basin Management Programme (ARBP) is financed by the European Commission (EC) and implemented by the Ministry of Energy and Water (2006 to 2011). The Sub River Basin Association is building its headquarters in Faizabad. EU will equip it with infrastructure including internet. ARBP originates from the Kunduz River Basin Management Programme (KRBP) that started in 2004 and covers the two sub basins of Kokcha and Panj, (The whole province of Badakhshan and the northern part of Takhar Province). The components of ARBP are: • Construction Works. Rehabilitation of canals and construction of office buildings. Preliminary allocation EUR 9.3 million. • Social Water Management. Preliminary allocation EUR 2.5 million. • Upper Catchment Rehabilitation and Management. Preliminary allocation EUR 3 million. • Capacity building of line agency staff and communities.

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□ The employment of electricity experts is planned under the RBM approach.

Weaknesses / Gaps: □ The future organisation of responsibilities in the electrification sector is still not clear, especially for RESRET (smaller sizes) □ There is no expert / representative for energy matters although the new Water Law and the River Basin Management approach needs expertise in energy/electricity □ It is unclear if the DoWM will also be responsible for RESRET installations other than hydropower. The river basin oriented structure is not optimal for the use of renewable energy sources in general in particular non-hydropower sources. □ There is a lack of responsible and qualified (and sufficiently staffed) units for rural electrification in MEW to be able to guide and cooperate with the provincial departments and there is no staff and no expertise for rural electrification planning in national and provincial MEW departments □ The relation and cooperation with MRRD (and programmes) is not sufficiently defined

Potentials ¾ The new Water Law was officially released in June 2009 and it is important that the River Basin Approach and the planned regulations are considered in the further planning of a rural electrification strategy and policy. With the work of the RBM system a solid data base of the water resources can be established. ¾ After the complete transition of the responsibilities and assets of DABM to DABS there is a stronger need for energy experts for overseeing the electricity planning in the provinces (also as a result of the new water law). This could lead to a more pronounced – and policy forming – position of DoWM in the planning, supervision, organisation and facilitation process.

Department of Rural Rehabilitation and Development DRRD / NSP and ERDA Mandate and responsibilities: The provincial departments represent the MRRD in the province and coordinate all planning procedures of the infrastructure sector (under the Provincial Development Committee - PDC). The departments are responsible for all MRRD Programmes with a clear definition of ANDS69 for the development of rural-remote energy. All rural-remote energy issues are covered on a programme basis, the National Solidarity Pro- gramme – NSP and ERDA (Energy for Rural Development70) a sub programme of National Area

69 “... energy that serves remote communities … where the settlement is less than 5,000 persons that is at a reasonable distance from a transmission line… or any other area that would be covered by MEW [Ministry of Energy and Water]”. Islamic Republic of Afghanistan (2008b): Afghan National Development Strategy. Volume II, Pillar 3, Infrastructure. Energy Sector, Version February 2008 70 At the time only implemented in the provinces Bamjan and Badakhshan (because of the lack of funds)

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Based Development Programme – NABDP. With financially well equipped programmes (like NSP) and the development of provincial and local structures (like Community Development Committees- CDCs, District Development Com- mittees) the DRRD have a crucial role in provincial development. NSP Province has the task to check the quality, find solutions for emerging problems, and look at the full involvement of the community according to the NSP fundamental mandate and the supervision and monitoring of the FPs and CDCs. There are 13 NSP staff (called Provincial Management Unit – PMU) for the provincial tasks in Badakhshan with 5 engineers (1 Engineer is responsible for electricity projects for 5 provinces)71. For RESRET projects there are two ways for DRRD to start activities, both of them channelled through the CDCs to the District Governor: − Option 1: directly to the PDC that collects and select – in Badakhshan with the help of the Energy Working Group or − Option 2: over the NSP programme (with “Facilitating Partners - FP” (national and international NGOs) on village level). At provincial level a ‘Provincial Management Unit’ of NSP – (called PMU) compiles the requests and selects for implementation. o The CDC decides on a project and send a proposal to the FP (Facilitating Partner – local or international NGOs o The FP checks and helps with the proposal and sends it to NSP provincial office o NSP Provincial office checks and sends it to MRRD-NSP for final approval o On average in Badakhshan there are 4 out of 30 projects rejected at national level because of formal reasons (not all signatures etc.) and some for technical reasons. No electrification project was rejected. o The proposals are on a general format that describes the technical part and the social part o In Kabul there is the technical expertise to check thoroughly o The CDC is the owner and formally has all the responsibility also for procurement (and is assisted by the FP.

In Badakhshan there are around 1370 villages with 2000 projects covered by NSP. There is a budget limitation of 200$ per Family (and 60 000$ per village) and the villages decide if they want an electrification project. NSP has to be seen as an emergency programme with many shortcomings. Now people complain that the electricity delivery with hydro power stations and diesel generators is not enough and they ask for larger plans and better delivery. According to the director of DRRD, “at the beginning in 2002 not more than instalment was done and little care was given to operation, maintenance and distribution and quality of the electricity and DRRD was only coordinating. In the second phase of NSP (2006 onward) the NGOs72 gave more emphasis on training and increasing the capacities in the villages. There is a very high degree of illiteracy, difficult geographical situation and a very high expectation of the people for immediate output. NSP also had to buy turbines - mostly of low quality with not more than 25 KW effective delivery (cross flow turbines only) - from the local markets.

71 Interviews with the director DRRD Faizabad and Mrs. Eng. Nazira (Head of PMU), March 2009 72 5 NGOs in Badakhshan: Aga Kahn foundation, AfghanAid, ACTED, CARE international and one more

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After the installation of the project and as soon as the FPs withdraw, there will be 2 social workers (1 male, 1 female) for follow up. At the moment these social workers are installed in 14 of 28 districts. They are financed by NSP and later should be financed by MRRD.”

ERDA is now taking up the rural electrification but it is establishing only slowly and plans 5 own projects in the provinces. ERDA works on district level only with the District Development As- sembly DDA.

Only after the installation of the Energy Working Group in Badakhshan coordination with DoWM/DABM started, but there is not yet a formalised mechanism and too much uncertainty for the planning process. It is also not clear what consequences the new Water Law and the River Basin Management Plan will have for MRRD its programmes.. Plans are there from the Aga Khan Foundation and ERDA for a (masters) training programme for private and community operators of MHPs. It was not possible to get more information about approach, content and implementation plans.

See “Strengths and weaknesses, gaps and potentials”: 3.4 Ministry of Rural Rehabilitation and Development - MRRD

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3.7. Provincial Organisations / Institutions A description of the role of the PDC, the Provincial Development Plan and the Energy Group in RESRET is described in more detail in the deliverable ESRA - Bemmerlein-Lux and Richter 2009b: CA delivery 3: Planning of the Provincial Electrification process.

Provincial Development Committees PDC Mandate and responsibilities73: Within the framework of the Afghan National Development Strategy (ANDS) the PDCs have the responsibility to develop a 5-yearly and a yearly Provincial Development Plan (PDP). They are, in the current institutional structure, cross sectoral co-ordination and province-wide development planning fora of line departments, donors, international organisations and NGOs in each province. PDCs are also developing an important role in the MoF provincial budgeting initiative, participating in the formulation of budgets. The PDC is lead by the provincial government (governor or executive director) and comes together on monthly basis to coordinate development issues. The PDP should include also a chapter on energy since energy is part of the infrastructure sector but the responsibility for the design of the energy part is not clear. In Badakhshan, on initiative of ESRA, an Energy Working Group has been created in September 2008. While PDPs are emerging as central to the planning process at the provincial level, there remains a need to clarify exactly what PDPs are and can achieve. District development plans will be introduced as first level of project prioritisation.

Energy Working Group of the PDC (Badakhshan) EWG Technical Working Group Mandate and responsibilities: This working group74 is at the moment a unique installation of the Badakhshan Province, initiated by UNAMA and PDC and supported by the ESRA programme in September 2008. Its aim is to support the provincial government to coordinate all energy activities in the province and to provide recommendations to the PDC for RESRET planning. It is a platform for information exchange on ongoing and planned activities and the elaboration of planning instruments. All relevant actors in the field of energy are members of the group to ensure broad participation in energy sector decisions. In Badakhshan - as there was no clear responsibility defined among the departments of the line ministries and Da Afghanistan Breshna Moassese (DABM) - the leadership of the Department of Economy (DoEc) was decided.

73 World Bank 2007: Service Delivery and Governance at the Sub-National Level in Afghanistan. Comments on Provincial coordination and planning: PDCs/PAAs and PDPs 74 GTZ ESRA supports the working group as secretariat since its establishment.

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Strengths and weaknesses, gaps and potentials of the PDC and the Energy Working Group

Strengths: □ The planning process is embedded in the Afghan National Development Strategy - the PDCs are established and an important first step for the coordinated infrastructure planning in the provinces, including local, district, provincial and national level □ Afghan Government institutions have ownership □ Broad involvement of stakeholders in the Provincial Development Committee (also donors, NGOs etc.) □ The Energy Working Group (in Badakhshan) is the start – and also an experiment to initiate and strengthen the provincial electricity planning and to coordinate the RESRET process on provincial level

Weaknesses: □ The future organisation of responsibilities in the electrification sector in the provinces is still not clear, especially for RESRET (smaller sizes) □ No regulating authority exists to guide and control the electrification process and standards □ The Provincial Plan has no clear concept, is of low quality and is not standardised □ In the process of budget negotiations RE does not have an appropriate voice □ Lack of standards and procedures for provincial planning and a national planning process including budget allocations (processes) for infrastructure development projects o No policy and no strategy for RESRET is existing (MRRD and ICE subcommittee and technical working groups are working on it) o There is no regulating agency for structuring and supervising the quality and processes for rural electricity supply o There exists only dispersed – and low quality - data about potentials for all RET in Af- ghanistan o There is a lack of rules and regulations for implementation of operation models □ Lack of basic planning systems and organizational infrastructure – the institutionalization of practices just started o Data for basic planning are lacking and/or are not systematic o No provincial electricity concept and supply plan exists o The provincial development planning process has a weak national follow up and the integration into the national budgeting process is not favourable for provincial contributions. o No baseline data for rural electrification and potentials exist o It is not clear how selection, survey, assessment, design and decision etc. is made or processed (also for NSP relevant micro-hydro power projects)

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o No common criteria for evaluating the beneficiaries and costs, no socio-economic or technical survey for the development of RESRET projects o No criteria are defined to prioritise electrification needs. The identification of priority projects is based only on community requests –> larger electrification projects that allow productive use of energy and that need more sophisticated technical know-how are not proposed □ There is a lack of responsible and qualified (and sufficiently staffed) units for Rural Electrifi- cation in MEW to be able to guide and cooperate with the provincial departments and there is no staff and no expertise for rural electrification planning in national and provincial MEW departments. There is no expert / representative for energy matters although the new Water Law and the River Basin Management approach needs expertise in energy/electricity. o The capacities for identification, design and proposal writing for larger electrification projects do not exist on provincial level o Capacities for design of baseline data, electrification concepts and plan development do not exist. □ No training providers for RESRET relevant topics at province level □ District development plans will be introduced as first level of project prioritisation but the planning processes, planning criteria, planners etc are not clear.

Gaps: □ There is a lack of responsible and qualified (and sufficiently staffed) units for Rural Electrifi- cation in MEW and the relation and cooperation with MRRD (and programmes) is not sufficiently defined. □ No or not sufficient data (including data standards to specify planning information and to set project priorities) □ No planning standards (incl. those for RESRET planning) and no concise national guidance (national RESRET Master plan) □ Awareness about the characteristics and importance of RESRET for the provincial development □ Skills for provincial electricity planning (Master Plan) including all aspects like data collection, analysis, promotion and motivation □ No training offer for o electricity planning and planning methods incl. conflict resolution in the planning and implementation process o management, operation and maintenance of power installations o productive use and small business development

Potentials ¾ After the complete transition of the responsibilities and assets of DABM to DABS there is a stronger need for energy experts for overseeing the electricity planning in the provinces. This could lead to a more pronounced – and policy forming – position of DoWM in the provincial electricity planning process

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¾ PDPs could be developed as strategic documents giving of priority issues of development needs to guide line ministry and donor decision making in the provinces ¾ The Energy Working Group is an example for a coordinated electricity planning and should be developed as best practice. The approach should be prepared and tested to be replicated in other provinces ¾ Linking the work of the Energy Working Group with the national level RESRET planning and planning processes (in MRRD and MEW) can be a first step to reach a comprehensive national RESRET planning process ¾ Coordination with ERDA and NSP (Facilitating Partners) initiatives in their training plans for operators (they claim/plan a more formalised approach).

Suggestions:

Provincial level Departments and Organisations

Organisational and institutional development

• Substantial support to PDC to professionalize its work with regular sector meetings, technical survey teams, sector profiles and revision and monitoring process of the PDP. • Support and initiate the placement of energy planning specialists on provincial level and link to national MEW and the future DABS and the provincial coordination with MRRD programmes. A representation independent of the existing DoWM responsibilities for River Basin Management - but with strong coordination tasks with respect to water rights – should be favored. • The example of the Energy Working Group in Badakhshan should be further developed as a replicable example for a coordinated (rural) electrification planning: o Development of best practice provincial electrification concepts (pro-active energy planning) including electrification projects that go beyond basic electrification needs o Focus on electricity supply that can be used for production and contributes to the economic development of the province (example Badakhshan). o Formalisation of the group incl. the development of guidelines and instructions for their establishment • Development / improvement of an electrification planning instrument for the provincial level. • Integration of provincial electrification plans into the national electricity planning with MEW and MRRD (the architecture of the planning process should be a theme in the ICE-subcommittee working groups) • Initiate associations (lobby groups) of stakeholders on provincial level (long term endeavour) o Operators o Constructing companies o Suppliers of technical equipment and infrastructure

Capacity Building

• Awareness building - Exposure Visits of main provincial stakeholders in combination with national level key persons to good and bad project sites (light house projects) • Development workshops for modularised Capacity Building programmes (that include tailor made training offers) with national and provincial training providers and Facilitating Partners and other international cooperation partners for: o Managerial and administrative skills 75

75 For instance: GTZ ESRA funds a computer course for 4 persons of DABM Faizabad to improve their administrative capacities

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Suggestions:

Provincial level Departments and Organisations

o (Master) planning skills o Mobilisation and an effective business-like style of management o Design and construction of small scale power projects o Identification and development of technologies with local resources incl. necessary standards o Implementation (include building/construction) o Commercial analysis and modelling o Operation/maintenance o Productive use o Regulation and quality control

All training courses have to include a Training of Trainers component

Capacity Building measures for

Provincial level Departments and Organisations Awareness building - Exposure Visits of main provincial stakeholders in combination with national level key persons to good and bad project sites (light house projects) Objectives: Exposure to best practices of hydro power stations and photovoltaic systems and their operation and the specific requirements in planning, siting, implementation and operation – discussion of tailor made possible solutions and their replicability: o Target group: Key decision makers of the province involved with infrastructure and electricity planning (incl. national level key persons of MEW, MoEC, MRRD/ERDA & NSP and donors) o Topics: Background of renewable energy and rural electrification, importance of RESRET for the development of Afghanistan, practical examples and best practices, problems to be solved, discussion of possible solutions (planning, building, operation & maintenance, distribution) - focus on implementation issues. o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

Development of a brochure/handbook on Does and Don’ts on Hydropower and Photovoltaic installations

The book(s) are necessary as training material and reference and should be picture based (with minimal wording). Example could be the books, developed by GTZ (Roman Ritter [email protected]) and entec (for Indonesia). For Photovoltaic and Wind systems Dr. E. Naumann ([email protected]) has substantial material that can be used.

Development workshops for modularised Capacity Building programmes (that include tailor made training offers) with national and provincial training providers and Facilitating Partners and other international cooperation partners

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Capacity Building measures for

Provincial level Departments and Organisations

o Target group: in-house and external faculty/trainers – cooperation with the ICE-subcommittee technical working groups (especially MRRD – ERDA, NSP-Facilitating Partners and DABS/M) and training providers (DED related institutions, MEW training department, etc.) o Topics of the courses to be developed (sequence according to priorities, “COMPETENCE FIELDS” IN BRACKETS - (see also deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 6.2.): Managerial and administrative skills for all stakeholders (Management, Administration) (Master) planning skills including surveys for micro- and mini- hydro power projects, wind and solar power, and other forms of small scale energy operations, mini-grids **) (PLAN- NING OF ELECTRICITY SUPPLY) Operation/maintenance - O&M incl. cash generating end-uses; planned billing and collection scheme (OPERATION AND MAINTENANCE) Productive use (like PURE entrepreneurs and facilitators/ business counsellors) ***) (BUSINESS AND MARKET - ECONOMICS AND SOCIAL IMPACTS) Design and construction of small scale power projects, incl. generation, transmission and distribution and conflict resolution/mitigation ****) (TECHNICAL KNOWLEDGE ON RESRET DEVELOPMENT) Regulation and Quality Control (QUALITY AND REGULATORY CONTROL) Identification and development of technologies with local resources incl. necessary standards (TECHNICAL KNOWLEDGE ON RESRET DEVELOPMENT) Assistance skills for building cooperatives, mobilisation, community participation 7 creating ownership and an effective business-like style of management (MOBILISATION) Implementation (include Building/Construction) (ENGINEERING) Commercial analysis and modelling – for small scale (off grid or local grid) projects incl. cost range of an installation. subsidies/cross financing in the form of low interest loans to communities (BUSINESS AND MARKET - ECONOMICS AND SOCIAL IMPACTS) o Duration: open o Place: Kabul – Badakhshan – Takhar

The Train the Trainers courses could be done in a joint effort with other Training Providers, like the “German Technical School Kabul (DED-TSK) and its network”.

*) This development should be in close cooperation with the Ministry of Education (MoE), - Deputy Ministry of Technical Vocational Education and Training (DTET) - Department of Technical and Vocational Education Training – DTVET, the Na- tional Skills Development Program (NSDP) and the ASDP - Afghanistan Skills Development Project (World Bank) **) ESRA - Bemmerlein-Lux 2009f: CA delivery 7: Outline of a Training Course Project for Provincial Planning ***) ESRA June 2009: Conceptual Framework & Planning - Business Training and Counselling for Small PURE Entrepreneurs in Badakhshan 2009 – 2010 - (Final draft CL 09.04.09, reviewed and extended by OH at 15.05.09) ****) ESRA July 2009: Conflict prevention and monitoring in planning and early stages of implementation, INTEGRATION E&E / entec paper

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4. Training Providers In Afghanistan the education and training infrastructure and “software” was a main focus of the devastation during the war and the Taliban regime. In the last years, the Government of Af- ghanistan started to develop policies and the rebuilding of institutions. The Afghanistan National Development Strategy (ANDS) gives the responsibility for Information basis: Interviews with: education and skills development to the Ministry of Educa- tion - MoE, the Ministry of Higher Education - MoHE and the 1. MEW - Education Department – Vocational Training Centre (MEW- Ministry of Labour, Social Affairs, Martyrs and Disabled - VTC) MoLSAMD with a clear mandate of cooperation and the task 2. German Technical School Kabul to develop a sector strategy. (“Kabul Mechanical Institute“) (DED- TSK) “The present Technical and Vocational Education Training – 3. DED covering (TVET) system’s ability to meet the skill demands … de- − Vocational training centres pends on two elements: (DED-VTC) − Teacher Training Centres (DED- (i) the current and future educational profile of labour market TTC) participants and entrants (i.e., the trainability of the labour − Renewable Energy Centres force) which will condition the type of training to be provided (DED-REC) 4. GTZ Educational Programme GTZ (e.g., remedial; broad scoped; specialized) and affect the 5. Badakhshan Institute of Technology means of access (formal or non-formal), and A visit to the Kabul Polytechnic University (ii) the ability of existing technical, vocational education and could not be realised. training providers, both public and non-public, to do so efficiently and effectively. With this understanding, the GOA launched the National Skills Development Program (NSDP) in 2004 as one of four National Priority Programs (NPPs) designed to provide targeted social protection for vulnerable groups throughout the country and to provide training to build the capacity of the labour force. In the last two years, the NSDP has grown rapidly and today provides training to a wide range of participants, with nearly 15,000 trainees currently under training in programs facilitated by, and formatively monitored and assessed by the NSDP.“76 The NSDP is under the Secretariat of the Vice President77 and linked to MoLSAMD and has been given relative freedom and independence by the Ministry to chart their own course. Additionally the World Bank started 2008 the Afghanistan Skills Development Project (ASDP) with 4 components78. The project is in its initial stage and only the 2nd component is advanced at the moment: − Component 1: Develop Regulatory and Quality Assurance Framework for TVET (incl. the Afghan National Qualification Authority and Awarding Board). This component just started to emerge with assigning consultants to revise the existing law.– at the moment there is no regulatory and quality assurance framework.) − Component 2: Improve Relevance, Quality and Efficiency of TVET (incl. the Establishment of the National Institute of Management and Administration (NIMA) – The Institute will pro-

76 A detailed analysis can be found in: World Bank Jan. 2008: Technical Annex for a proposed Grant in the Amount of US$20 Million to the Islamic Republic of Afghanistan for the Afghanistan Skills Development Project - January 4, 2008”, not public 77 Responsible Eng. Abdul Rahim Wardak, NSDP Programme Director (0700241120). 78 World Bank Jan. 2008

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vide training in the areas of (i) Management and Administration, (ii) Accounting, and (iii) In- formation and Communications Technology (ICT). The Institute will cater to students at Grades 13 and 14. At the moment about 100 teachers are in India for training. The management reforms in Department of Technical and Vocational Education Training – DTVET are ongoing. − Component 3: Skills Development Program and Market Linkages with a Rural Focus. This component includes i) Contracted Vocational Training Packages, ii) Training of Trainers Program and iii) Capacity Building for NSDP/MOLSAMD − Component 4: Research, Monitoring & Evaluation. No activities started so far. NSDP and the Afghanistan Skills Development Project (ASDP) are important linking points to formalise vocational education in RESRET and to reach Afghan ownership and institutional sustainability.

4.1. Technical Vocational Education and Training (TVET) A number of institutions are concerned with technical and vocational education and training (see list 6.5). According to the World Bank (Jan. 2008) paper the “existing institutional underpinning of the TVET system fails also to recognize and sustain the crucial link of specific demand to supply of specific, quality skills. There is poor coordination across public providers in terms of what their exact roles and responsibilities are, and what they should be. This fragmentation of responsibilities further reduces the efficiency of the use of available resources, as organizations tend to duplicate efforts.” For vocational training two ministries are mainly responsible: 1. the Ministry of Education (MoE), - Deputy Ministry of Technical Vocational Education and Training (DTET)79 2. the Ministry of Labour, Social Affairs and Martyred and Disabled – MoLSAMD

Both are / will work under one award board, the ‘National Vocational Education Training Board’ – NVETB. Under the MoE there are at the moment there are 52 institutions and schools in Afghanistan, with about 16 000 students. Included in these schools is also the DED German Technical School and its partner schools (see next section 4.2). Schools have a programme of 3 years, institutes one or 5 years. The plan for 2010 is to cover more than 50 000 students leaving the basic education but there is not much to offer for vocational careers and economy based training and preparation. This plan cannot be reached; therefore the Dept. Ministry is very open for any initiative to increase the present numbers. There is no national training centre for technical training (and ToT) – the German Technical School Kabul - “Kabul Mechanical Institute“ is the only institute that starts with his partner schools and focus on ToT to approach this role.

79 Dept. Minister is Mr. Salim Qayum - Department of Technical and Vocational Education Training – DTVET

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MoLSAMD is linked with the ‘National Skills Development Program’ (NSDP) and closer to the labour market demand and supply and has stronger links to the economy (like the Vocational Training Centres of DED-VTC (see next section 4.2). The training courses under MoLSAMD have duration between 6 months and 1 year. The Ministry is also developing curricula

There are a number of general problems that are also relevant for the vocation training sector80: − According to the legal setting, the offer of public owned training providers has to be free of costs. This setting makes it even more difficult to offer and implement and depends largely from donor financed programmes and projects. If there are material contributions for a training provider, these can stay for training purposes, if it is money it has to go to the general core budget and it is difficult to get it back for the school or institute81. − There are a lot of training activities but the problem is that if they are not linked to the official system in MoE – DTVET they don’t have Afghan ownership. To give them a chance to be institutionally sustainable it is advised to pass their outline and curricula through the MoE. It mainly looks at the formal structure for accreditation. − There are no standards for curricula. If they exist, old curricula are used – they exist for “mechanical” and “electrical” vocational training but not for engineering and computers. − While soft skills – like business development, languages, computer use etc. are taken up also by the private sector, all “hardware” related technical trainings that needs investment in infrastructure and training material is hardly taken up – the deficit is huge.

80 Interview with the Educational Programme (GTZ Coordinator “Education and Vocational Training”), Maria Kuc, Emad Wejdan and Hasina 81 World Bank statement: “the existing legislation centralizes financing mechanisms, restricts decision making at the level of the training provider, and offers no incentives for new approaches and training modules to be experimented with and for putting in place training programs that are demand-driven.”

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Strengths and weaknesses, gaps and potentials of the Vocational Training System

Strengths: □ Under ANDS a system for vocational training is established and starts to work (National Skills Development Programme and the World Bank programme ASDP) □ There are a number of universities in the country that offer civil and electrical engineering. The students have at least some knowledge82 □ MEW has its own vocational training institute that is open for support in RESRET contents and has the backing of the Deputy Minister Energy. □ The “German Technical School Kabul (DED-TSK)” and its network to the provinces, once a well recognised Technical – Vocational Training Institute is active again and open to take up RET training (focus on photovoltaic) □ MRRD-ERDA has already contact to manufacturers to implement on the job training for site engineers □ A high number of students leave basic education and look for future opportunities like vocational training possibilities

Weaknesses: Generally, the training sector can be characterised: □ Overall a substantial lack of teachers and lecturers in the university, the vocational training sector and other public and private training and educational institutions for, engineers, assistant engineers, electricians, civil engineers, planners, site managers/operators, managerially and administratively skilled persons at all levels of the administration, and in the private sector. This general deficiency is reinforced by the competition of donor related jobs that pay higher salaries and provide better working conditions. □ Infrastructure like buildings, boarding facilities, laboratories and facilities for practical / vocational learning is absent or in a poor state. □ Training material like books, but also material for practical training, is insufficient or lacking (generally and especially for RESRET). In combination with the more traditional, theoretical, lecture based teaching methods the quality of teaching and learning is low. □ The efforts and offers of training providers (especially private schools) is mainly on soft skills like management and business related subjects that do not need major laboratories and teaching material with high investments (and also logistic) costs. Additionally the complicated and centralised administrative mechanisms are a hindrance for a further development of a (vocational) training offer83. □ Special vocational training in the RESRET sector does not exist. In general “electricity” and

82 Interview Dr. U. Frings, integration E&E – ESRA component 1 83 Another key limitation of the current system is that there are very few opportunities for public training providers to experiment and configure their training to labour market needs. This is because these institutions are severely constrained in their functioning by a highly centralized administrative mechanism and lack o f operational and financial autonomy. This limits the opportunities for partnerships to leverage the strengths of the private sector in planning and delivering demand-driven training programs. World Bank Jan. 2008

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the construction sector there are offers in Afghanistan (see list 6.5 for vocational training institutes and 6.6 for private institutes in managerial subjects). □ There is a legislative framework for Technical Vocational Education and Training (TVET) and it helps to support and maintain the current supply driven system of training. A more demand driven training meeting the requirements of the industry and the private sector is not in place. □ While certain potentials of the development of offers for vocational training in RESRET related subjects exist in the few urban centres, the provincial installations and organisations are rudimentary in all aspects. □ In the current system of vocational training a highly centralized administrative mechanism and lack of operational and financial autonomy constrains all training providers. This limits the opportunities for partnerships to leverage the strengths of the private sector in planning and delivering demand-driven training programs.”84 □ Existing training offers are normally not demand driven, but supply driven. Cooperation with the manufacturers – but also administration – and the ‘Afghan Chamber of Commerce and Industry’ (ACCI) is urgently needed. □ Salaries are so high that for future self depended engagement in provinces the interest of qualified persons in minimal.

Gaps: □ No vocational training offer for RESRET exists □ Not enough teachers and lecturers, especially in the RESRET sector □ Lack of training programmes (short duration - 1 to 25 month, and vocational training - 2-3 years) and educational infrastructure (especially in the provinces) □ Not enough offers for hands-on training and internships exist in the RESRET sector. □ No or insufficient learning material and lab units for training exist in universities, public and private training providers and vocational training institutes □ Lack of practical skills of students □ Little to no possibilities for on the job training (the ESRA component 1 practiced with success such on the job training)

Potentials ¾ Structures for skills training exist – or are currently developed - with the National Skills De- velopment Program (NSDP) and the World Bank initiated Afghan Skills Development Pro- gramme (ASDP). A linkage of all vocational training activities in RESRET (course offer etc.) should be linked to and coordinated with these programmes. Of special importance is Com- ponent 3: “Skills Development Program and Market Linkages with a Rural Focus”. ¾ The demand of teachers (master trainers) is huge. Any project that invests in the education of vocational trainers invests in a fruitful field. Any effort to train master trainers should integrate a period with training modules abroad (esp. Nepal, India and, if acceptable Pakistan) ¾ The link to ACCI (Afghan Chamber of Commerce and Industry) and their involvement in the

84 World Bank Jan. 2008: Technical Annex for a proposed Grant in the Amount of US$20 Million to the Islamic Republic of Afghani- stan for the Afghanistan Skills Development Project - January 4, 2008”, not public

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development of vocational training offers in RESRET could have an influence in demand driven programmes.

4.2. DED and Vocational Training 85 DED has 4 areas of activities relevant for technical training/education in RE related topics: − Promotion of economic development: o German Technical School Kabul with a Afghan wide network of partner schools and (DED-TSK) – registered and certified by Ministry of Education –MoE (about 1200 students in 2009). The name in the official documents is “Kabul Mechanical Institute“ o Vocational training centres (DED-VTC) – not registered and certified but linked with the Ministry of Labour, Social Affairs and Martyred and Disabled - MoLSAMD − Teacher Training Centres (DED-TTC) - registered and certified by Ministry of Education - MoE − Renewable Energy Centres (DED-REC) – not registered and certified

German Technical School Kabul (DED-TSK) The DED-TS is a traditional Vocational Training School focussing on engineering (basic education, mechanical engineering, welding, plumbing and sanitary work, casting, electrical engineering (high and low voltage, transformation), and automotive engineering). KfW is rehabilitating the “Technikum” built with German support in 1938. The project will finance civil works, equipment and technical assistance to reform and modernize the institute. The different programmes are under supervision of the Department of Vocational Training MoE (DTVET) and have to report to them, follow their curricula (not good at the moment). The requirements are to be certified by MoE, to follow an approved curriculum and to adjust to the ordinances for education. Students can enter after the 9th grade. After the 12th they can pass a state exam and have the option to go to the Polytechnic University. After 2 years the pupils are “Technicians” (12th to 14th grade). The school will be used as key teacher training centre and has “partner schools” (with 10 there is already an exchange: Kandahar, Chost, Heart, Balkh, Mazari Sharif, Parwan, Kapisa, Puli Khumri, Baghlan, Kunduz) – more are planned to cover (43 in total) and to a very small extent these partner schools can be supported by DED. One important activity is the Training of Trainers. It also includes the trainers’ from “partner schools” – master trainers (6 month) are trained – over 200 in the 10 partner schools. The partner schools are advised with an analysis of the infrastructure, ToT and they are guided in the following years. The school and the professors have high interest in including RET in their offer, especially photovoltaic systems as a full course (or summer courses): A team for professors and Train the

85 Information from Director DED Afghanistan - Jan Rogge, DED advisor for the German Technical School in Kabul – Mr. Khalid Gardezy (May 2009)

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Trainers’ courses, as well as teaching equipment have to be organised/provided. o Synergies exist with the mechanical engineering (module structures) o Regulation and storage (incl. the use of batteries, their load control etc.) is not known and needs skills training o Additionally to the training equipment a service set is needed

Vocational Training Centres (DED-VTC) There are 3 VTCs at the moment (Mazari Sharif, Faizabad and Kunduz). They are in emergence and should be developed to “Reference Schools” (Nodal Schools). The VTC are at the moment not included in the MoE schemes and work together with the Minis- try of Labour, Social Affairs and Martyred and Disabled - MoLSAMD. There are links to the local entrepreneurs. Cooperation is planned with ‘Afghan National Association for Adult Education’ (ANAFAE) and part time teachers from the DED-TTC, the school for Economy and Administration86 that works under the head of ‘Promotion of Economic Development’ and the Craftsmen Union.

Teacher Training Centres (DED-TTC) The centres (Mazari Sharif, Taloqan, Faizabad, Kunduz) concentrate on teachers training for grade 1 to 9.

Renewable Energy Centres (DED-REC) The DED-RE Centres in Faizabad and Takhar were started by GTZ and are now in the process to be taken over by DED with a substantial change of focus and activities. At the moment there are 4 international RET-Experts (2 solar, 1 business promotion and 1 campaigning specialist and 4 Afghan Experts). Two electrical engineers are available in the Northern provinces who could - with support of a DED support start training courses in the centres. It is planned: − Technical training of local RET entrepreneurs is planned and should be taken over with the help of the DED-TSK and with part time teachers from the DED-TTC. − RET (Photovoltaic) skills training (like technologies for villages) with some SME business skills − Cooperation is also planned with ANAFAE to cover the business and admin part of the training offers − Promotion of RET products for rural Afghanistan because the former concept of selling RET products was not efficient. Pilot projects can be supported in villages.

86 The School for Economy and Administration is at the moment of low quality but should be developed to focus on Business Admin, Financial Skills and Office Organisation

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− Fundraising and campaigning and networking These centres need an own budget and possibilities are looked for with USAID or the EU.

Cooperation Partners: − Afghan National Association for Adult Education (ANAFAE)87: Supported by AA and the Deutscher Volkshochschulverband – dvv international (ANAFE was founded in 2005 as umbrella organisation for Adult Learning Centres). − ACCI (Afghan Chamber of Commerce and Industry) is positive about the activities in Voca- tional Training.

Strengths and weaknesses, gaps and potentials of the DED Projects

Strengths: □ The German Technical School Kabul is probably the best technical vocational training institute in Afghanistan with high reputation and with a national network and it focuses also on training trainers. □ The school and the professors have high interest in including RET in their offer, especially photovoltaic systems as a full course (or summer courses): Synergies exist with the mechanical engineering (module structures)88 □ The inclusion of administrative and basic office skills in courses is possible through cooperation partners and offers of DED supported training providers □ With the ‘Renewable Energy Centres’ (DED-REC) there exist a first model to reach the provinces for applied advisory service in RESRET if funding, RESRET optimised concepts, trained staff and infrastructure can be achieved.

Weaknesses / Gaps: □ The main problem is lack of staff, especially in leading position – it is difficult to find German skilled persons to work in Afghanistan for DED. □ The cooperation and links to the World Banks “Afghanistan Project for Skills Development” (ASDP) are sporadic and the German cooperation has difficulty to get it organised. □ Money for everyday business is very scarce. □ The German Technical School Kabul (DED-TSK) has little cooperation with the business sector □ Lack of training content and course plans, equipment and guiding/supervising teachers and

87 Udayee Park and Cinema Adult Learning Centre Compound Second Part of Khair Khana, District 11, Kabv.1 Tel: 93 79 9290857, 93 700 290857 88 Information from DED advisor for the German Technical School in Kabul – Mr. Khalid Gardezy (May 2009) and teachers of the school

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organisers in the RESRET subsector □ Train the Trainers’ courses, as well as teaching equipment for RET courses have to be organised/provided – main deficits are knowledge in the regulation and storage in photovoltaic systems and lack of experience in Hydropower □ Additionally to the training equipment a service set is needed □ Hydroelectric systems are not covered

Potentials ¾ DED related schools are open for cooperation in the energy sector and the search for synergies of emerging and existing training and infrastructure ¾ The German Technical School Kabul (DED-TSK) and the professors have high interest in including RET in their offer, especially photovoltaic systems as a full course (or summer courses). The activities can include ToT within the growing network of partner Schools (now 10). Since the DED-TSK concentrates on training of master trainers and has with their better students a good resource of practically oriented and skilled potential teachers. Synergies exist with mechanical engineering and basic electronic engineering.89 ¾ Vocational training centres (DED-VTC) in Mazari Sharif, Faizabad and Kunduz are open to offer RESRET courses but need support of course programmes, trainers and training material - the centres can offer basic training (English, office skills, religion, writing …) through network of teachers/master trainers. ¾ Renewable Energy Centres (DED-REC) could be linked with the suggested “Centre of Excel- lence for RESRET” as regional outlet and cooperation partner and linked with the suggested “Regulator” for quality control, coordination and mediation of conflicts and the management of the RESRET fund.

89 InWEnt Capacity international (Germany) plans a project to support the vocational training efforts in Kabul, Kandahar and Khost, as well as the network of the German Technical School Kabul

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Suggestions:

Education and Vocational Training Providers

Consequences and future development tasks:

The process to developing national and local capacities and competences for RESRET takes a long time and is costly. The process has to be multi level: i) Short duration training activities (1 month to one year) to meet emerging needs to plan, construct and manage operate / maintain and use micro and small hydro plants with focus on the provincial level. ii) Middle term development of a more formalised vocational training system with educational programmes optimised for RESRET in combination with the creation of adequate infrastructure, learning environment for practical oriented courses, training material like laboratories and documents and an integrated training of trainers programme, and iii) long term the development of university level education programmes for electrical and civil engineers with strong modules of RESRET, on the job training semesters and demand orientated curricula.

Short-middle term: At the organisational level: • Suggest and start an association of vocational training providers to develop a comprehensive capacity building concept in RESRET and design first capacity building programmes with an initial focus on small Hydropower and with lower priority on photovoltaic systems. Possible members: MEW - Education Department – Vocational Training Centre (MEW-VTC), MRRD-ERDA and NSP – Facilitation partners, DED related institutions - German Technical School Kabul (DED-TSK),Vocational training centres (DED-VTC), Renewable Energy Centres Afghan Na- tional(DED-REC), Teacher Training Centres (DED-TTC), USAID, Association for Adult Education (ANAFAE), GTZ Educational Programme etc.

• Create a network to organise and facilitate on the job training /hands on training modules. Partners could be MEW, ESRA, MRRD-NSP and ERDA incl. Facilitating Partners, DED, Department of Technical and Vocational Education Training – DTVET, equipment manufacturers, ACCI and operators of small hydro power stations etc. (ESRA component 1 implemented similar on the job training units and could prepare a syllabus and guideline for such training modules)

• Support of the vocational training institutes (mainly German Technical School Kabul (DED-TSK) and its network to the provinces, the Vocational Training Centres (DED-VTC) in RESRET relevant training programmes, train the trainers courses and the necessary training material and lab equipment. The involvement of manufacturers, MRRD-ERDA and NSP and the Afghan Chamber of Commerce is important to root the activities in a demand oriented system90.

• Develop ‘Provincial Renewable Energy Centres’ (DED-REC) so that they could serve as provincial outlets or linked to the ‘Centre of Excellence’ (see section 4.2).

90 A private training provider could also be the CTTC "Champion Technical Training Centre" Design and Safety for Contractors and Designers (Kabul) – the Capacity Assessment did not include all possible training providers relevant for RESRET.

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Suggestions:

Education and Vocational Training Providers

At the training level: • Design short term training courses (from 1 month to 24 month: see list of training types in 6.4 and table 6.2 “Competence Fields and Training Contents”) for operators/site managers, planners, designers, installers, constructors/civil engineers and equipment manufacturers. All training concepts have to focus on practical – on the job – training with integrated theoretical units.

• In the first phase, the training courses have to be always combined with Train the Trainers courses to training subject specific teaching skills. Training material and courses for technical themes are available in Nepal and Pakistan that can be used/adapted readily. ESRA component 1 has experience in local on the job education and training in Badakhshan (in combination with implementing/constructing small hydropower stations.

• Facilitate institutional twinning arrangements between Afghan training providers with providers in India, Nepal, Pakistan and China. It is necessary to compile a list from international course offers and possibilities in the RESRET field.

The initiation through international cooperation partners and/or NGO’s is necessary. To create Afghan ownership and facilitate impact on the official level of vocational training, outlines and curricula should be – if possible - passed through a MoE approval process.

Long-term: At the organisational level: For the whole RESRET subsector there is a need for the coordination of capacity building, coordination of human resource development efforts and quality control. Suggestions for the establishment of a Cen- tre of Excellence of RESRET (Training and Research Academy) - CERERET – are in the discussion 91 92 93. For a middle term perspective in development effort in capacity development such a Centre of Excel- lence can have the following responsibilities and tasks: • Include vocational training or the coordination of vocational training in RESRET into the centres responsibility. The centre should o cooperate with vocational training providers (and universities) to develop a system of mutually reinforcing training programs o offer or facilitate management training – in cooperation with the universities / training providers but custom tailored to the needs of RESRET management

91 see Dr. E. Naumann, July 2009 “NATIONAL STRATEGY FOR RENEWABLE ENRGY AND RURAL ELECTRIFICATION Institu- tional and Legal Aspects of a National Rural Electrification Concept” and the TWG discussions in the ICE-subcommittee technical working groups (July 2009), about an official Rural Electrification Agency [REA] to be established within the framework of ANDS for facilitating and controlling RE RET. (ESRA - Bemmerlein-Lux and Naumann 2009a: CA delivery 2: Process of Implementation of RESRET) 92 Partly also a Vision of Advisor Peter Jezek for MEW: 93 NRECA International - December 22, 2008: Organizational Review and Recommendations for the MRRD Energy for Rural De- velopment Program

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Suggestions:

Education and Vocational Training Providers

o offer or facilitate accounting and finance training – in cooperation with the universities / training providers with special training in billing and revenue collection; project finance o offer or facilitate administrative training – modern administrative procedures Vocational Training – upgrading the VTC with focus on trades o offer or facilitate RESRET related technical “skills training programmes” covering all areas of engineering and construction, operations and maintenance and dispatch • Mobilisation and Quality Control o support the development of associations of engineers, manufacturers and suppliers for achieving benefits with information exchange, quality assurance but also with bulk purchasing, o develop criteria for the certification / licensing of engineers, of construction firms and fabricators and establish a certification procedure and process (in coordination with the Chamber of Com- merce and Industry) o provide specific input and develop standards for fabricating, for construction of civil works and structures and for raw materials and parts used in equipment fabrication. Provincial Renewable Energy Centres – formerly GTZ initiated and now transferred to DED - (DED- REC) could serve as provincial outlets or linked to the Centre of Excellence (see section 4.2).

Capacity Building

• Awareness building: Site exposure with selected teachers/directors of training providers to best practice sites and joint discussion about the possibility to offer short duration or long

• Train the Trainers elements included in all training courses

All developed vocational training measures should be discussed with the MoE-DTVET.

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5. Summary of Main Problems, Challenges and Recommendations The summary was compiled in close cooperation and with assistance of Dr. E. Naumann.

5.1. Summary of main Problems and Challenges The main problems – derived from the interactions with ESRA experiences and the interviews can be summarised: − The political priority for non grid based, community driven rural electrification through renewable energy has a low priority compared to centralised and grid oriented electrification; − The dynamic development processes of the ministries, its directorates, departments and especially the weak representation in the provinces as well as the lack of qualified staff (especially in the MEW); − Unclear institutional set up for the decentralised electricity production and supply o No (independent) ‘Regulator’, no ‘Centre of Excellence for RESRET’ and no ‘RESRET Development Agency’ exist leaving the related functions open; o The corporatization of DABM is ongoing and the transition of staff and electricity utilities to DABS is not completed – the consequences for rural electrification, especially for community driven assets is not clear o The lack of clearly defined responsibilities for RESRET (overlap of responsibilities MEW and MRRD - incl. its programmes, unclear procedures for the allocation of budgets in the financial planning process that involves the MoEC and the MoF) (MRRD as community driven, micro scale production and supply and/or MEW [DABM or development partner/donor] oriented mini and small production and supply) o The unclear legal conditions for public private partnerships and operation models for decentralised (rural) electricity production and distribution; o Institutional setup for billings, fee collection, RET maintenance as well as RET supply is weak. Services are provided with no or little coordination / mutual knowledge from international organisations (incl. NGOs – FPs). Duplication, different approaches and standards are common.

− Electrification in combination with business development is on the agenda, but the implementation is uncoordinated and only in the beginning.

− Energy planning processes at provincial level (from communities – district – to provincial level) through the Provincial Development Committees and Plans are only recently emerging and lack solid data, planning quality, completeness and planning methodology o Lack of data about existing local micro and small hydropower stations and their operation status o The coordination and processes between local (provincial) level (energy/electricity supply) planning are not well structured. The MEW does not have energy representatives in the provinces.

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− There is a general lack of technical and procedural standards and there seem to be initiatives to develop standards in MEW and MRRD without clear coordination of clear definition of who is doing what for which kind of power production.

− Lack of awareness, knowledge and skills o General unawareness of decision makers and managers about the basics of rural electrification (especially with renewable energies); o General lack of professionals in all electricity related subjects (esp. engineers and assistant engineers in construction, planning, siting, operation, transmission, delivery, maintenance) and the even more pronounced lack of personnel in the RESRET subsector; o General lack of managerial and administrative professionals (including complicated or not objective driven working procedures); o The lack of qualified staff in all institutions is combined with the completion of donors for qualified personnel - and subsequently the salaries which go beyond the local salary structure.

− The lack of practically orientated skills training offers for all capacity building efforts. o No or insufficient training providers for engineers and not practically oriented course curricula and instruction facilities. There is quite a number of “businesses” and “management” oriented private training institutions, but hardly any “hard engineering skills” oriented training institutions that required more infrastructure and lab equipment. o Lack of practical oriented education of electrical engineers and assistant engineers (or its only basic quality) as well as the lack of vocational training offers in RESRET o Training for rural electrification (all aspects) is organised by ‘Facilitating Partners’ (NGOs) and other donor driven projects without general plan and without (national) overview and management, quality control and follow up.

− The vocational training system is just in the beginning to be established and is not including (RE-) RET. o Special vocational training in the RESRET sector does not exist. o Overall a substantial lack of teachers and lecturers in the university, the vocational training sector and other public and private training and educational institutions. o Infrastructure like buildings, boarding facilities, laboratories and facilities for practical / vocational learning is absent or in a poor state. o Training material like books, but also material for practical training, is insufficient or lacking (generally and especially for RESRET). In combination with the more traditional, theoretical, lecture based teaching methods the quality of teaching and learning is low. o The efforts and offers of training providers (especially private schools) is mainly on soft

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skills like management and business related subjects that do not need major laboratories and teaching material with high investments (and also logistic) costs. o There is a legislative framework for technical vocational education and training (TVET) and it helps to support and maintain the current supply driven system of training. A more demand driven training meeting the requirements of the industry and the private sector is not in place. o Salaries are so high that for future self depended engagement in provinces the interest of qualified persons in minimal.

Based on the main problems outlined in the text, possible interventions are suggested in the next section 5.2 “Suggestions for Organisational and Institutional Development“. A rough indica- tion of the category of the intervention (policy/structural, conceptual, planning or human resource development) is given and the main ESRA component added. However, all interventions cannot be dealt with by ESRA but are subject to an involvement of other international cooperation partners. Concrete capacity building measures are then summarised in the section 5.3 “Suggestions for Capacity Building Measures”. They are classified into ‘Awareness Building’, ‘Development (Workshops, etc)’ and ‘Skills Training’. The suggestions do not replace a future Capacity Devel- opment Programme / plan.

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5.2. Suggestions for Organisational and Institutional Development

Category of interven- Identified Problem Possible Interventions tion

The political priority for non grid based, community driven rural electrification through renewable energy has a low priority compared to centralised and grid oriented electrification

No policy and no strategy for Support the design of a Rural Electrification Policy and Strategy at national level RESRET exist Support of the elaboration of a “draft national strategy for rural electrification through renewable energy” in form of a cabinet proposal with the Inter-Ministerial Commission for Energy (ICE) and the ICE-Subcommittee: “Renewable Energy and Rural Electrification” and its Technical Working Groups. The new RESRET policy has to be integrated into ANDS. The RESRET activities and the institutional setting of MEW and MRRD has to be discussed for the development of a joint strategy: • Targets and indicator setting • Legal and institutional framework (clear mandates and responsibilities, implementation and regulations, incl. transition of decentralised small grids to larger (provincial or national grids) Policy / Structural • Independent Regulator Conceptual • Centre of Excellence for RESRET (RE Training Academy) (ESRA component 3) • Rural Electrification Agency (REU or REA) • Clear guidelines and rules for private sector participation and PPP regulations

• Standardization (for rural electricity generation, transmission and distribution systems) • Standards and approval procedures and criteria of design and construction of power stations • Organisation and rules/regulations for construction and equipment Implementation – Tender- ing procedures for and selection of private companies for design, construction, operation and management of power stations (Association of • Standards for fabricating that are checked and certified, standards for construction of civil works and structures and standards for raw materials and parts used in equipment fabrication • Certification of engineers, of construction firms and fabricators (involvement of ACCI)

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Category of interven- Identified Problem Possible Interventions tion

• Regulation (tariffs and connection fees, enforcement of standards, conflict settlement procedures etc.)

• Operation models (based on PPP and concession models) for sustainable operation & maintenance

• Financing arrangements (including the planning and supervision of ‘Rural Energy Fund’, development and supervision of RET- subsidies – compilation of international financing mechanisms and possibilities, suggestions for costs and tariffs )

• Planning procedures (via Provincial Development Planning, central level planning) – national mater plan and provincial plans, methods for the assessment of the future rural electricity demand

• Research & Development (assessment of natural resources on national and provincial level)

• Promotion of RETs on national level (awareness campaigns and sensitisation/orientations of decision makers and funding agencies) • Capacity building and education (networks of training providers for vocational training, demand driven training courses, managerial, administrative and technical skills development)

Rural Electrification is not of high Awareness campaigns for the political and decision makers level importance at national level • Conduct information and awareness campaigns and workshops for: Human Resource Lack of awareness about RESRET, o Politicians Development its potentials and contributions to the o Chambers, Industry rural development of Afghanistan. o Technical colleges and training Institutions (ESRA component 3 o Universities and 2) o General public • Offer site visits to functional project sites:

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Category of interven- Identified Problem Possible Interventions tion

o SMEs o Small Hydropower o Community services • Initiate and support press and media campaigns See: ESRA - Bemmerlein-Lux 2009d: CA delivery 5: Outline of possible measures for Awareness Building

The dynamic development processes of the ministries, its directorates, departments and especially the weak representation in the provinces as well as the lack of qualified staff

The lack of clearly defined re- Support the cooperation of MEW and MRRD in the sector of RESRET sponsibilities for RESRET (over- Support of the established Technical Working Group – joint work on the concentration of all RES- lap of responsibilities MEW and Policy / Structural RET efforts (MEW and MRRD) under one coordinated approach (should be part of the national MRRD - incl. its programmes strategy) (ESRA component 3)

It includes especially the MRRD programmes NSP and ERDA

The MEW department for Renew- Support of the restructuring / upgrading process of MEW to give more importance to RES- able Energies is not functional RET and its organisational and functional capacities • There is a lack of responsible For the new Directorate for Renewable Energy (summer 2009): and qualified (and sufficiently • Reformulate the responsibilities and mandates under a general policy and concept of RES- Policy / Structural staffed) units for Rural Electrifi- RET and streamline the planning processes and standards for design and planning. Part of its cation in MEW Human Resource task should also be the cooperation of RE efforts in MRRD Development • The cooperation with the Direc- • Provide advisory service to the head of the department for policy formulation and linkage to torate General Planning – (incl. (ESRA component 3) other departments and stakeholders (CIM expert as advisor of the RE Department) Survey & Project Unit –Survey) is suboptimal. • Upgrading with qualified staff with experience in policy formulation. The attraction of qualified staff needs o A clear institutional structure

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Category of interven- Identified Problem Possible Interventions tion

o A payment scheme that attracts engineers and assistant and managerial staff without violating the existing rules and regulations o Professional perspectives o Integrated capacity development • Training of the existing staff (RESRET basics, office management, RE-planning etc.) • Medium term: Within efforts to start a change process: work for the future outsourcing of all service related tasks to a: o REGULATOR (quality assurance of service, observation of international standards and fund management) o CENTRE OF EXCELLENCE FOR RESRET (RE Training Academy, interface to international RET research and development) o RURAL ELECTRIFICATION AGENCY (REU or REA), responsible for rural electrification policy and strategy • Support of the formulation of MEW internal working procedures and cooperation between different departments. o Needed are efficient procedures of cooperation and a common understanding and sharing of development approaches for RESRET. o Consider the expert knowledge and service potentials of the departments for the establishment of a procedure for rural electrification master planning in order to efficiently use the available technical expertise in MEW. (The responsibility for designing projects and subcontracting projects to the private sector for RESRET should be fulfilled by the new Directorate for Renewable Energy)

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Category of interven- Identified Problem Possible Interventions tion

The consequences for RESRET, Advise and contribute in the discussions and the process of corporatization of DAMB -> especially for community driven DABS to include mechanisms for dealing with RESRET assets, is not clear The development tasks for a national strategy and policy in the subsector has to include DABS in • The corporatization of DABM is process of the development of a RESRET strategy and constantly coordinate the suggestions ongoing and the transition of made in the fields of staff and electricity utilities to • Demand oriented planning and plan coordination DABS is not completed. • Regulation of electricity quality • There are many unclear and • Standard development undefined settings for the transi- • Tariff settings (or financial support for operation, cross financing, subsidies for construction) tions of the power utilities from • Operation models and ownership of small and mini utilities the MEW DABM to the state • Potentials of connection decentralised small grids into the provincial/ national grids when Policy / Structural owned, commercially oriented these are extended (ESRA component 3) DABS (especially in the subsector RESRET). If DABS will be responsible also for decentralised, community driven electricity supply it has to be discussed to integrate or link a “Renewable Energy Agency” to DABS (DABS plans a “Rural Elec- trification Department” for research and development in close cooperation with the MEW) Since RESRET is at the moment not on the agenda of DABS and only a minor concern in the transition phase DABM to DABS awareness building activities on RESRET are fundamental to increase the sensitivity and understanding of the contribution of RESRET to provincial and rural development. These activities should be combined with “Development Workshops” to jointly find constructive and feasible contributions to the national strategy on RESRET.

It is not clear what role the River Observation of the institutional and policy development of the emerging consequences of Basin (Sub-Basin) Agencies and the River Basin Management and new Water Law Policy / Structural Councils will play for providing (ESRA component 2 water rights and how the Energy • Support and initiate the placement of energy planning specialists on provincial level and link to and 3) Sector will be involved, represented national MEW and the future DABS and the provincial coordination with MRRD programmes. in this planning and approval proc- A representation independent of the existing DoWM responsibilities for River Basin Manage-

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Category of interven- Identified Problem Possible Interventions tion ess. ment - but with strong coordination tasks with respect to water rights – should be favoured. (Maybe in the context of the establishment of a “Renewable Energy Agency”) • Support MEW in appointing staff for the field of electrification in the provinces • Observe development on national and provincial level • Consider change of legal requirements in the implementation planning of utilities.

Unclear and incomplete institutional set up for the decentralised electricity production and supply - New Institutional set up for RESRET

There is no regulating agency for Suggest and support the establishment of an independent Regulatory Authority (“Regula- structuring and supervising the qual- tor”) outside of the responsible line ministries ity and processes for rural electricity Tasks supply. • Authority for Quality Control • Mediating of conflicts of interests between policy making, electricity providers and user groups (incl. development of mediation and conflict resolution instrument s and mechanisms) • Management of the RESRET fund • Apply technical standards / specification (as compulsory) for system components and system performance (for implementation) Policy / Structural • Monitor and evaluate electrical service supply with regard to quality (ESRA component 3) • Develop a fine instrument in case of non compliance • Develop and survey user contracts • Develop and survey provider contracts

Members • Public sector (MEW, MRRD, MoEC …) • ACCI • ANSA • Private sector representatives and User representatives

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Category of interven- Identified Problem Possible Interventions tion

Lack of finances for RESRET op- Support the financing of a sustainable system of RESRET eration and management Design an institutional set-up and support the establishment of “RE Fund” Such fund serves as a financial “buffer” between revenues (e.g. user fees, regular public funding, Policy / Structural donor funding) and necessary expenses for sustainable operation and management of rural electrification systems, including unexpected repairs and replacements. (ESRA component 3) The fund could be under the supervision of the “Regulator”. See Dr. E. Naumann, July 2009 “NATIONAL STRATEGY FOR RENEWABLE ENRGY AND RURAL ELEC- TRIFICATION Institutional and Legal Aspects of a National Rural Electrification Concept”)

There exists only dispersed – and Suggest a “Centre of Excellence for RESRET” as supporting Organisation low quality - data about potentials Tasks for all RET • Scientific backup for electricity service quality control • A RESRET Research and De- velopment as well as training • Survey and evaluate national and international best praxis and experiences Policy / Structural centres have not been estab- • Adjust and recommend sets of international standards (e.g. International Electrical Standards - IEC) lished. Information for rural en- (ESRA component 3) ergy planning is scarce and in- • Transfer of R&D results to field application complete. • Advising on implementation of RESRET policy and concept The “Centre of Excellence” needs contact points of representations in the provinces – the ‘Re- newable Energy Centres’ (DED-REC) could be developed as a model. Cooperation with the Afghanistan Energy Information Centre AEIC is necessary.

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Category of interven- Identified Problem Possible Interventions tion

No RESRET implementation unit Suggest a “Renewable Energy Agency” as national and provincial implementation Unit exists As one result of the TWG discussions, an official Rural Electrification Agency [REA] should be • incl. weak Institutional setup for established within the framework of ANDS for facilitating and controlling RESRET. billings, fee collection, RET • This unit might me considered as a public utility for rural RET based electrification, encourag- maintenance as well as RET ing both, private ESCOs and community based CESPROs for installation, operation and man- supply. Services are provided agement of efficient decentralised electricity service systems. with no or little coordination / • This REA is representing the public sector in the RESRET framework and would be operating Policy / Structural mutual knowledge from interna- under the political responsibility of MEW and MRRD. tional organisations (incl. NGOs • Since the establishment of such a REA might be only realizable in the mid- term, a joint pro- (ESRA component 3) – FPs). Duplication, different ap- gram between MEW and MRRD for RE- implementation is advised to begin with. In the frame proaches and standards are of such a program, funds could be allocated to successively create the necessary infrastruc- common. ture for the REA. See: Endnotes in ESRA - Bemmerlein-Lux and Naumann 2009a: CA delivery 2: Process of Implementation of RESRET Dr. E. Naumann - September 2009: Rural Electricity Service through Renewable Energy Technologies - CONCEPT FOR AN IMPLEMENTATION STRATEGY. GTZ / ESRA Proposal NRECA International - December 22, 2008: Organizational Review and Recommendations for the MRRD Energy for Rural Development Program

There is a general lack of technical and procedural standards and there seem to be initiatives to develop standards in MEW and MRRD without clear coordination of clear definition of who is doing what for which kind of power production.

No Afghan standards for RESRET Support the development of standards for RET and RET-associated products exist • Coordination / integration of the existing work and experiences of MEW, DABM, MRRD Pro- Policy / Structural grammes / (NSP and ERDA and the Facilitating partners), ESRA and internationally available standards ESRA components 1 • Cooperation with ANSA - Afghan National Standardization Authority and 3, partly 2) • Contribution of technical standard development for: o fabricating that are checked and certified,

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o construction of civil works and structures, o and for raw materials and parts used in equipment fabrication.

No regulatory framework for Support the drafting and implementation of a regulatory framework for RESRET incl. the RESRET exists design and subsequent inclusion of standard operation model in a national strategy for RESRET • There is a lack of rules and regulations for implementation of op- Elaborate specific O&M model including legal conditions and rules as well as responsibilities for eration models - unclear legal construction and O&M and add it to the national strategy and policy advice. conditions for public private • Commercial (user pays full generation and distribution costs + profit) Policy / Structural partnerships and operation • PPP - concession (ESRA component 1 models for decentralised (rural) • Subcontracting construction, operation management of PPP and commercial model and 3) electricity production and distri- • Leasing for operation and maintenance bution • Community based ESPROS At the moment MEW is looking for a consultant to draft the regulatory framework for rural electrification

Input for the framework: See CA delivery “PROCESS OF IMPLEMENTATION OF RESRET”

No guidelines for all RESRET Initiate the design and distribution of guidelines processes exist There should be a strong effort to develop the technical guidelines Policy / Structural • for the implementation of MHP and Photovoltaic projects. (ESRA component 1 • MHP and implementation guideline and 3) • for installation and procurement of E/M equipment with detail specification. • Community mobilization guidelines No certification mechanisms exist Initiate and support certification procedures and mechanisms for engineers, construction firms and For: Policy / Structural manufacturers (ESRA component 1 • engineers, and 3) • construction firms and • fabricators

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The responsibility could be with the “Centre of Excellence RESRET”. A cooperation with the ACCI is necessary

Energy planning processes at provincial level (from Communities – District – to provincial level) through the Provincial Development Committees and Plans are only recently emerging and lack solid data, planning quality, completeness and planning methodology

The provincial development plan- Improving the link between provincial and national government level - a bottom-up top- ning process has a weak national down approach. follow up and integration into the Feed-in experiences from provincial development planning process into strategy develop- national budgeting process is not ment for rural electrification through renewable energies. favourable for Provincial Contribu- tions. Assisting in information exchange between provincial and national level. • Unclear procedures for the allo- The procedures involve the MoEC - Ministry of Economy and the MoF - Ministry of Finance) cation of budgets in the financial (MRRD as community driven, micro scale production and supply and/or MEW [DABM or Policy / Structural planning process development partner/donor] oriented mini and small production and supply) Conceptual • In the process of budget negotia- Conduct information and awareness campaigns and coordination workshops incl. exposure tions RE does not have an ap- Human Resource visits of representatives of the national level to province, information on the planning process propriate voice. Development to MoEC – Provincial Planning Department • The coordination and processes See “ESRA - Bemmerlein-Lux and Richter 2009b: CA delivery 3: Planning of the Provincial Electrification (ESRA component 2 between local (provincial) level process” and 3) (energy/electricity supply) planning are not well structured. The MEW does not have Energy Representatives in the Prov- inces. • In the last years the MEW has not received any energy proposals from the MoEC under the

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Provincial Development Plan- ning process

No clear responsibility is assigned Optimisation of the provincial development planning process in the energy sector on pro- who leads the energy planning vincial level: process on provincial level and Continue with the support of the Energy Working Group under the Provincial Development Council which institutions and stakeholders and include this tool in the Rural Electrification Strategy. should be involved. • Substantial support to PDC to professionalize its work with regular sector meetings, technical • The Provincial Plan – as well as survey teams, sector profiles and revision and monitoring process of the PDP. the RESRET requested Projects that are not guided through the • Assisting the Energy Working Group under the PDC (with all actors in the energy sector) as NSP process – has no clear secretariat (elaboration of terms of reference, definition of members, setting meeting agenda). concept, is of low quality and is The example of the Energy Working Group in Badakhshan should be further developed as a not standardised. replicable example for a coordinated (rural) electrification planning: Policy / Structural • NSP related RESRET Projects o Development of best practice ‘Provincial Electrification Concepts’ (pro-active energy Conceptual are for information only included planning) including electrification projects that go beyond basic electrification needs in the Provincial Development o Focus on electricity supply that can be used for production and contributes to the eco- Planning Plans nomic development of the province (example Badakhshan). (ESRA component 2) Formalisation of the Group incl. the development of guidelines and instructions for their o establishment o Discussion of criteria for prioritisation of electrification projects and development of a planning tool reflecting these criteria • Support and initiate the placement of energy planning specialists on provincial level and link to national MEW and the future DABS and the provincial coordination with MRRD programmes. A representation independent of the existing DoWM responsibilities for River Basin Manage- ment - but with strong coordination tasks with respect to water rights – should be favoured. • Development and test of technical survey form and standard application form for communities • Technical support for site surveys

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• Assisting the provincial government in proposal development and donor relations. • Integration of provincial electrification plans into the national electricity planning with MEW and MRRD (The architecture of the planning process should be a theme in the ICE-subcommittee working groups) • Initiate associations (lobby groups) of stakeholders on provincial level (long term endeavour) 1. Operators 2. Constructing companies 3. Suppliers of technical equipment and infrastructure

Human Resource The capacities for identification, design and proposal writing for Development and training on operational planning, planning tools, elaboration of terms of refer- Development larger electrification projects do not ence, proposal writing, basic RE-concepts, documentation and conflict resolution (ESRA component 2 exist on provincial level and 1)

No baseline data for rural electrifi- Development of Best Practice Provincial Electrification Concepts (Proactive Energy Plan- cation and potentials exist. ning) • No criteria are defined to priori- For the development of electrification projects that go beyond basic electrification needs a plan- tise electrification needs ning instrument for the provincial level is necessary. Planning • Data for basic planning are lack- The electrification concept will focus on electricity supply that can be used for production and con- ing and/or are not systematic tributes to the economic development of the province of Badakhshan. Conceptual (incl. lack of data about existing The electrification concept as planning document will: (ESRA component 2 local micro and small hydro- and 1) power stations and their opera- • Provide data on the current state of the energy sector in Badakhshan in an energy profile. tion status) • Provide sufficient data for the prioritisation of electrification sites and an analysis of hydro potentials and other renewable energy sources for identifying technically feasible sites - socio- No provincial electricity concept economic centres (mainly district centres). and supply plan exists • Provide technical and socio-economic criteria and data for the prioritisation of decentralised

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Category of interven- Identified Problem Possible Interventions tion

• The identification of priority pro- electrification projects. A socio-economic survey of the districts shows the significance of the jects is based only on commu- districts within the province according to population and economic potential. Locations with nity requests. Thus larger electri- high number of population, high economic potential, and technically and financially feasible fication projects that need more sites will be considered priority for electrification. sophisticated technical know- • Propose interconnection of decentralised sites to local and regional grids. how - and that allow productive • Propose a model for sustainable operation and maintenance of electrification projects. use of energy - are not proposed.

Capacities for design of baseline data, electrification concepts and Train local stakeholders – especially new staff for the DoWM for energy matters - (and private Human Resource service providers) in data gathering analysis and RE – planning: basic RESRET concepts and plan development do not exist at Development technical background, basic data for RE, planning tools, socio economic assessment, etc. national and sub national level.

Unclear planning procedures Observation of the planning procedures of the district level including the possible changes (community to district to provin the institutional set-up. ince) for RESRET - It is not clear: Within the institutional set up the current NSP and NADP programme based organisational struc- • The role and competencies of ture may change (i.e. planned village councils that may replace the CDCs). This possible devel- the District Development As- opment has to be observed and consequences for RE considered. Policy / Structural semblies and the District Devel- The provincial government supported by UNAMA is setting up a structured process for community opment Plans in the process of Conceptual requests through CDCs. The process requires the approval/certification by the District Governor RE and the Provincial Development Committee. A district development plan will be introduced as first (ESRA component 2) • Criteria, proceedings and form of level of project prioritisation. community participation for the District Development Plans • The links between district development plans and provincial de-

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Category of interven- Identified Problem Possible Interventions tion

velopment plans • The persons to do the District Development Plans as well as the format of the plan

Electrification in combination with business development is on the agenda, but the implementation is uncoordinated and only in the beginning.

RESRET activities are often (ex- Emphasise in all concepts and policies and in implementation projects the necessary busi- cept ESRA approach) not linked to ness development aspects. productive use of electricity leading At the national level business development for users, but also suppliers and construction firms to less or no sustainability of the have to be promoted and integrated into RESRET policies and concepts. rural development process linked to electricity supply At the local/provincial level the target groups are: Conceptual • Public administration • Local manufacturers and suppliers Human Resource • Local construction firms Development • Interested persons in the communities (ESRA all compo- Measures: nents) • Awareness Creation (also at the level of provincial government, line departments and local organisations like Shuras) • Train the Trainers in business creation • Training of local stakeholders (in the administration and at users level in the communities) See: ESRA June 2009: Conceptual Framework & Planning - Business Training and Counselling for Small PURE Entrepre- neurs in Badakhshan 2009 – 2010 - (Final draft CL 09.04.09, reviewed and extended by OH at 15.05.09)

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Lack of awareness, knowledge and skills, lack of practical orientation skills training offers See also a selection of proposed capacity development measures (5.3 Suggestions for Capacity Building Measures)

General unawareness of decision Awareness building activities at all levels have to have high importance Human Resource makers and managers about the Development basics of rural electrification (espe- (ESRA component 3 cially with renewable energies) and 2)

General lack of professionals in Develop and initiate more programmes that concentrate on education and training in RES- all electricity related subjects RET related topics: (esp. engineers and assistant engi- The need for training in MEW in all departments is enormous. With short skills courses the deficits neers in construction, planning, sit- cannot be covered. But it is nearly impossible to send MEW staff for longer duration courses, being, operation, transmission, deliv- cause there are no experienced replacements for the daily work. ery, maintenance) and the even more pronounced lack of personnel • Initiate and support a system of capacity building programmes covering all COMPETENCE FIELDS in the RESRET subsector; (see ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery 4: Human Resource Devel- opment needs - terms of needed awareness, knowledge & skills, annex 6.2 and 5.3 • The lack of qualified staff in all Conceptual Suggestions for Capacity Building Measures) institutions is combined with the Human Resource completion of donors for quali- • Cooperation with the “Department of Organisation, Structural Development and Capacity Development fied personnel - and subse- Building Assessment” is strongly advised in all planning of Capacity Building in RESRET. quently the salaries which go Support for training management is needed incl. the development of a comprehensive training (ESRA component 3) beyond the local salary struc- plan for the MEW – RET. ture. • Because of low quality and infrastructure of trainings the cooperation/training offers for techni- • General lack of managerial and cal skills training with countries like Nepal, India, Pakistan is essential. administrative professionals (in- • A thought should be given to establish a separate “Human Resource Development Director- cluding complicated or not objec- ate”, to concentrate on technical related capacity development, training and training coordina- tive driven working procedures). tion. • Lack of practical oriented educa- • Initiate support programmes for the upgrading of the MEW VTC including: tion of electrical engineers and

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assistant engineers (or its only o Increase of training staff basic quality) as well as the lack o Train the Trainers courses for RESRET *) of vocational training offers in o Training management including needs assessments, tests and quality control steps with RESRET indicators and tests with testing criteria/indicators o Necessary equipment and maintenance structures for a laboratory and workshop teach- • Training for rural electrification ing (all aspects) is organised by ‘Fa- o training module objectives and expected outcome (including prerequisites in knowledge cilitating Partners’ (NGOs) and and skills), other donor driven projects with- o Necessary training material (handbooks, equipment for lab, trainers handbooks ) out general plan and without (na- o Curriculum development for RESRET with theoretical parts and focus on practical expo- tional) overview and manage- sure ment, quality control and follow o list of possible places/installations for on the job training / internships up. o institutional processes for demand oriented training offers

• Support a “network of training providers” in RESRET to share experience, training staff, lab facilities and modules • Consider the potential relation to a future “Centre of Excellence for RESRET (RE Training Academy)” – the MEW-VTC can serve as a training provider for this centre (if it will be established) • Initiate and facilitate international cooperation with RET re-search and development)

*) Material and syllabi are for instance available from courses in Pakistan (Dr. Naumann) covering theoretical background incl. wind and photovoltaic systems

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The vocational training system is just in the beginning to be established and is not including (RES) RET.

No or insufficiently prepared vo- Detailed assessment of the training providers for the competence fields and collection of cational training providers for en- existing contents and concepts for training courses gineers and not practically oriented The process to developing national and local capacities and competences for RESRET takes a course curricula and instruction fa- long time and is costly. The process has to be multi level: cilities. 1. Short duration training activities (1 month to one year) to meet emerging needs to plan, con- Special training in the RESRET struct and manage operate / maintain and use micro and small hydro plants with focus on the sector does not exist. provincial level. • The efforts and offers of training 2. Middle term development of a more formalised vocational training system with educational providers (especially private programmes optimised for RESRET in combination with the creation of adequate infrastruc- schools) is mainly on soft skills ture, learning environment for practical oriented courses, training material like laboratories and like management and business documents and an integrated training of trainers programme, and Conceptual related subjects that do not need major laboratories and teaching 3. long term the development of University level education programmes for electrical and civil Human Resource material with high investments engineers with strong modules of RESRET, on the job training semesters and demand orien- Development (and also logistic) costs. tated curricula. (ESRA all compo- • Overall a substantial lack of Short-middle term at the organisational level: nents) teachers and lecturers in the • Suggest and start an association of vocational training providers to develop a comprehensive university, the vocational training capacity building concept in RESRET and design first capacity building programmes with an sector and other public and pri- initial focus on small Hydropower and with lower priority on photovoltaic systems. vate training and educational institutions. Possible members: MEW - Education Department – Vocational Training Centre (MEW-VTC), MRRD-ERDA and NSP – Facilitation partners, DED related institutions - German Technical • Infrastructure like buildings, School Kabul (DED-TSK),Vocational training centres (DED-VTC), Renewable Energy Centres boarding facilities, laboratories Afghan National(DED-REC), Teacher Training Centres (DED-TTC), USAID, Association for and facilities for practical / voca- Adult Education (ANAFAE), GTZ Educational Programme etc. tional learning is absent or in a poor state. • Create a network to organise and facilitate on the job training /hands on training modules. Partners could be MEW, ESRA, MRRD-NSP and ERDA incl. Facilitating partners, DED, De- • Training material like books, partment of Technical and Vocational Education Training – DTVET, equipment manufacturers,

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but also material for practical ACCI and operators of small hydro power stations etc. (ESRA component 1 implemented simi- training, is insufficient or lack- lar on the job training units and could prepare a syllabus and guideline for such training mod- ing (generally and especially for ules) RESRET). In combination with the more traditional, theoretical, • Support of the Vocational Training Institutes (mainly German Technical School Kabul (DED- lecture based teaching methods TSK) and its network to the provinces, the Vocational training centres (DED-VTC) in RESRET the quality of teaching and learn- relevant training programmes, train the trainers courses and the necessary training material ing is low. and lab equipment. The involvement of manufacturers, MRRD-ERDA and NSP and the Af- ghan Chamber of Commerce is important to root the activities in a demand oriented system. • Develop ‘Provincial Renewable Energy Centres’ (DED-REC) so that they could serve as provincial outlets or linked to the Centre of Excellence (see section 4.2). At the training level: • Design short term training courses (from 1 month to 24 month: see list of training types in 6.4 and table 6.2 “Competence Fields and Training Contents”) for operators/site managers, planners, designers, installers, constructors/civil engineers and equipment manufacturers. All training concepts have to focus on practical – on the job – training with integrated theoretical units. • In the first phase, the training courses have to be always combined with Train the Trainers courses to training subject specific teaching skills. Training material and courses for technical themes are available in Nepal and Pakistan that can be used/adapted readily. ESRA component 1 has experience in local on the job education and training in Badakhshan (in combination with implementing/constructing Small Hydro Power stations. • Facilitate institutional twinning arrangements between Afghan training providers with providers in India, Nepal, Pakistan and China. It is necessary to compile a list from international course offers and possibilities in the RESRET field. The initiation through international cooperation partners and/or NGO’s is necessary. To create Afghan ownership and facilitate impact on the official level of vocational training, outlines and curricula should be – if possible - passed through a MoE approval process.

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Long-term at the organisational level:

For the whole RESRET subsector there is a need for the coordination of capacity building, coordination of human resource development efforts and quality control. Suggestions for the establishment of a Centre of Excellence of RESRET (Training and Research Academy) - CERERET – are in the discussion.

For a middle term perspective in development effort in capacity development such a Centre of Excellence can have the following responsibilities and tasks: • Include vocational training or the coordination of vocational training in RESRET into the centres responsibility. The centre should o cooperate with vocational training providers (and universities) to develop a system of mutually reinforcing training programs o offer or facilitate management training – in cooperation with the universities / training providers but custom tailored to the needs of RESRET management o offer or facilitate accounting and finance training – in cooperation with the universities / training providers with special training in billing and revenue collection; project finance o offer or facilitate administrative training – modern administrative procedures Vocational Training – upgrading the VTC with focus on trades o offer or facilitate RESRET related technical “skills training programmes” covering all areas of engineering and construction, operations and maintenance and dispatch

• Mobilisation and Quality Control o support the development of associations of engineers, manufacturers and suppliers for achieving benefits with information exchange, quality assurance but also with bulk purchasing, o develop criteria for the certification / licensing of engineers, of construction firms and fabricators and establish a certification procedure and process (in coordination with the Chamber of Commerce and Industry) o provide specific input and develop standards for fabricating, for construction of civil

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works and structures and for raw materials and parts used in equipment fabrication.

Provincial Renewable Energy Centres – formerly GTZ initiated and now transferred to DED - (DED-REC) could serve as provincial outlets or linked to the Centre of Excellence (see section 4.2).

In the current system of voca- Coordination with the National Skills Development Program (NSDP) and the World Bank tional training a highly central- initiated Afghan Skills Development Programme (ASDP) ized administrative mechanism and lack of operational and financial autonomy constrains all Policy / Structural training providers. (ESRA component 3) • This limits the opportunities for partnerships to leverage the strengths of the private sector in planning and delivering demand- driven training programs.

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5.3. Suggestions for Capacity Building Measures The following table is a first set of suggestions for more or less concrete capacity building measures. It is advised to develop institution related capacity development programme for those institutions and their staff that are no longer exposed to significant changes in their structure. Focus Awareness Building Development (Workshops, etc) Skills training

Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

Inter- Ministerial Commission Focus on awareness building and promotion of RESRET*)including basic principles and understanding with: for Energy (ICE) o Posters – Promotion of Renewable Energy in Rural Electrification o Information / Promotion Brochure on RESRET o Information brochures / leaflets / Posters – “technical and behavioural information” o Sensitisation Workshops o Exposure Visits national level to functional project sites (light house projects) o Local Exposure Visits (provincial level) to functional project sites (light house projects) o International study tours

*) see also in: ESRA - Bemmerlein-Lux 2009d: CA delivery 5: Outline of a possible measures for Awareness building Objectives: Politicians, key persons and other decision makers of the importance of Rural Electrification and the specific requirements in planning, siting and implementation : o Target group: Politicians (Ministers and cabinet members and politically appointed functionaries) Decision Makers: (Gov- ernment Institutions, Ministries, Chambers, Training Institutions) Awareness building: International Topics: functioning system of RESRET from government to field level (agencies, ministries, private providers, implementa- study tours - Exposure to best o tion agencies and user groups) – focus on best practices - problems to be solved – perspectives for development practices o Duration: 1-2 weeks o Places: Nepal or India (contact GTZ energy Indo – German Energy Programme (IGEN) in cooperation with Bureau of En- ergy Efficiency (BEE) and - Rural Electrification Corporation Limited (Government Enterprise) http://recindia.nic.in/ Nepal: Alternative Energy Promotion Centre (AEPC) http://www.aepc.gov.np/

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

Objectives: sensitise the departments of the importance of rural electrification and the specific requirements in planning, siting and implementation : o Target group: politicians (ministers and cabinet members and politically appointed functionaries) decision Makers: (Gov- Awareness building - Exposure ernment institutions, ministries, chambers, training institutions) Visits national level to functional o Topics: Importance of RESRET for the development of Afghanistan, practical examples and best practices of siting of small project sites (light house projects) hydro power stations, - focus on best practices - problems to be solved – perspectives for development. o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

Awareness building - Exposure Visits national level to functional project sites (light house projects) ICE Subcommittee for “Renew- o Development workshops for modularised Capacity Building programmes able Energy and Rural Electri- o Development workshops - institutional set up for RESRET – objectives for small and micro hydro power stations and photo- fication Strategy (ICE-RESRET o voltaic systems Subcommittee)

Objectives: Preparation of the joint development of the draft national guidelines through sensitisation about problems and importance of rural electrification and the specific requirements in planning, siting, implementation and operation – discuss possible solutions. Target group: Key decision makers of the Subcommittee and participants of the Technical Working Group Awareness building - Exposure o Topics: Background of renewable energy and rural electrification, importance of RESRET for the development of Afghani- Visits national level to functional o stan, practical examples and best practices, problems to be solved, discussion of possible solutions (planning, building, op- project sites (light house projects) eration & maintenance, distribution) - focus on strategic and policy issues. o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

Objectives: Develop of a methodology for the design RESRET related modules and develop syllabi and based on them curricula *). o Target group: in-house and external faculty/trainers Development workshops for o Topics: all “competence field” are principally relevant. modularised Capacity Building o Duration: approx. 3-4 times 3 days for design methodology and up to 3 month for each programme (outsourced?) programmes o Place: Kabul *) This development should be in close cooperation with the Ministry of Education (MoE), - Deputy Ministry of Technical Vocational Education and Training (DTET) - Department of Technical and Vocational Education Training – DTVET, the National Skills Development Program (NSDP) and the ASDP - Afghanistan Skills Development Project (World Bank)

Objectives: Development of clear criteria for the installation of hydro power stations and photovoltaic systems94 Target group: in-house and external faculty/trainers Development workshops - institu- o Topics: Necessary standards, mobilisation, criteria for development of community participations, possibilities to create own- tional set up for RESRET – Ob- o ership feeling and creating an effective business-like style of management; cost range of an installation,- make a profitable jectives for small and micro hydro micro hydro plant socially beneficial; financially sustainability, cash generating end-uses; planned billing and collection power stations and photovoltaic scheme, subsidies/cross financing in the form of low interest loans to communities, tax breaks to fabricators, etc, systems Duration: approx. 2-3 times 2 days for design methodology and up to 3 month for each programme o o Place: Kabul – Badakhshan – Takhar

MEW: Department of RED and For the Directorate for Renewable Energy the “competence field” are “MANAGEMENT” and “PLANNING OF ELECTRICITY SUPPLY (ON Small Hydropower (since NATIONAL AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS” (see deliverable: “Human Resource Development needs - summer 2009 “Directorate for terms of needed awareness, knowledge & skills”) and Annex 6.2. Special focus has to given to: Renewable Energy”) • Project planning and management incl. office management and networking • Know the political and legal formal and informal system in Afghanistan and the institutional settings • Basic knowledge about energy and power - Have an overview of the RE conditions and characteristics – compared to traditional technologies (mini grids, stand alone systems) • Basic requirements for energy efficiency

94 For Details see: NEXANT (for USAID) July 2006: Micro-Hydropower in Afghanistan: An Audit Lessons & Conclusions -

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

• Know the main overview (international and regional) approaches for RE and RET, their strength and limitations (RE planning, energy supply concepts, production, distribution and use) • Have an overview on models of operation and management • Be familiar with the RE-project development process • Interpretation of survey data and prediction models ( incl. estimation of pattern and annual percentage increment in demand growth) • Flood and landslide hazard evaluation • Planning of small grids and grid interconnection • Funding sources for RE-projects • Risks and conflicts related to rural electrification (Do-no harm approach) • Environmental impacts • Gender specific aspects of electricity usage • Tendering and public tender regulations

Objectives: Sensitisation about problems and importance of rural electrification and the specific requirements in planning, siting, implementation and operation – discuss possible solutions. o Target group: Directors and existing staff and new staff o Topics: functioning system of RESRET form government to field level (agencies, ministries, private providers, implementa- Awareness building - Exposure tion agencies and user groups – training providers like barefoot trainers may be included) – focus on planning and policy is- Visits to functional project sites sues (light house projects) o Duration: 2 weeks o Places: Nepal or India (contact GTZ energy Indo – German Energy Programme (IGEN) in cooperation with Bureau of En- ergy Efficiency (BEE) and - Rural Electrification Corporation Limited (Government Enterprise) http://recindia.nic.in/ Nepal: Alternative Energy Promotion Center (AEPC) http://www.aepc.gov.np/

Work and Learn Programme – Objectives: Updating existing knowledge and skills in RESRET with focus on the competence fields MANAGEMENT, ADMINISTRA- skills programme**) TION and PLANNING OF ELECTRICITY SUPPLY o Target group: existing staff and new staff after a detailed individual needs assess- o Topics: Modularised programme with contents specified above (hired trainers / specialists) ment of technical staff o Duration: 12 months o Place: Kabul

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

(see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills” - Main Types of Human Resource Development Measures) **) Work and Learn Programme – skills programme - courses for updating existing knowledge (programme for evening classes of one day a week classes with up to one week intensive sessions and exposure in combination with the routine work) see also Annex 6.4 Objectives: Updating existing knowledge and skills in RESRET with focus on the competence fields MANAGEMENT, ADMINISTRA- Short duration technical skills TION and PLANNING OF ELECTRICITY SUPPLY training incl. “RESRET Summer o Target group: existing staff and new staff School”*) o Topics: Modularised programme with contents specified above (hired trainers / specialists) after a detailed individual needs assess- o Duration: 6 weeks ment of technical staff o Place: Kabul *) The “Work and Learn Programme” and the “RESRET Summer School” could be implemented in the MEW training centre.

MEW Survey & Project De- For the Survey & Project Unit the “competence field” are “MANAGEMENT” and “PLANNING OF ELECTRICITY SUPPLY (ON NATIONAL partment AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS” (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 6.2. Special focus has to given to: • awareness rising of RESRET with the main objectives: “Create positive attitude towards rural electrification and its potentials for the development and stability of Afghanistan” and “Understand the importance and added value of rural electrification through renewable energies for provincial development” • Project planning and management incl. office management and networking • Technical training for survey and design of RESRET Objectives: sensitise the departments of the importance of rural electrification and the specific requirements in planning, siting and implementation : Target group: Directors and existing staff and new staff Awareness building - Exposure o Topics: Importance of RESRET for the development of Afghanistan, practical examples and best practices of siting of small Visits national level to functional o hydro power stations, - focus on planning and technical issues. project sites (light house projects) o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

Objectives: Updating existing knowledge and skills in RESRET with focus on the competence fields MANAGEMENT, ADMINISTRA- TION and PLANNING OF ELECTRICITY SUPPLY Short duration managerial skills Target group: existing staff and new staff – managers and administration level training – modularised after a o Topics: Office management, time management, budgeting, procurement and project planning detailed individual needs as- o Duration: approx. 1-3 days each topic sessment of technical staff o o Place: Kabul

MEW Department of Organisa- For the Administrative Sector (that includes the departments/Directorates directly relevant for RESRET the “competence field” tion, Structural Development are “MANAGEMENT” and “ADMINISTRATION” are most important (see deliverable: “Human Resource Development needs - and Capacity Building As- terms of needed awareness, knowledge & skills”) and Annex 7.2. sessment According to a needs assessment of individual staff from MEW the following topics are of priority: o Office management o Time management o Conflict resolution o Filing of documents and document handling o Budgeting o Procurement o Computing and for some internet access and handling Objectives: The training management is improved and linked to the human resource development efforts of MEW-VTC o Target group: in-house decision makers and training managers (incl. MEW-VTC)) o Topics: all “MANAGEMENT” & “ADMINISTRATION” incl. competence for MEW for coordination of Capacity Building – Capacity / Skill training in training manage- Training Management. ment and non utility based mana- o Duration: series of training courses of 1 to 2 weeks gerial and administrative skills o Place: Kabul Could be outsourced (see list in Annex 6.6 ) Close cooperation with the USAID funded project “Capacity Building in the Energy Sector” is necessary.

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

MEW - Education Department – The main focus has to be on Vocational Training Centre o Curriculum Development for RESRET o Development of training material o Train the Trainers courses (including Lab and workshop management) o Training management with managerial and administrative skills (and including individualised training needs analysis)

Objectives: Trainers from MEW-VCT are familiar with RESRET and able to implement their knowledge with demand oriented and practical skills o Target group: in-house and external faculty/trainers o Topics: all “competence field” are principally relevant. The priority should be the technical oriented fields like “Quality and Regulatory Control”, “Planning of Electricity Supply (on National and Provincial Level) - Electricity Demand Analysis”, “Technical Knowledge on Re-Ret Development”, “Engineering (Practical Implementation Tasks)”, “Operation & Mainte- Train the Trainers courses on nance” (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and RESRET Annex 6.2. o Duration: approx. 6 month to 1 year o Place: Kabul

The Train the Trainers courses could be done in a joint effort with other Training Providers, like the “German Technical School Kabul (DED-TSK) and its network”

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

Objectives: Develop of a methodology for the design RESRET related modules and develop syllabi and based on them curricula *). o Target group: in-house and external faculty/trainers o Topics: all “competence field” are principally relevant. “Development workshops” for o Duration: approx. 3-4 times 3 days for design methodology and up to 3 month for each programme (outsourced?) modularised Capacity Building o Place: Kabul programmes *) This development should be in close cooperation with the Ministry of Education (MoE), - Deputy Ministry of Technical Voca- tional Education and Training (DTET) - Department of Technical and Vocational Education Training – DTVET, the National Skills Development Program (NSDP) and the ASDP - Afghanistan Skills Development Project (World Bank)

Objectives: The training management is improved and linked to the human resource development efforts of MEW o Target group: in-house decision makers and training managers (incl. Department of Organisation, Structural Development and Capacity Building Assessment) Skill training in training manage- Topics: all “MANAGEMENT” & “ADMINISTRATION” incl. competence for MEW for coordination of Capacity Building – Capacity / ment and non utility based mana- o training management. gerial and administrative skills o Duration: series of training courses of 1 to 2 weeks o Place: Kabul Could be outsourced (see list in Annex 6.6 )

DABM / DABS (Da Afghanistan Since RESRET is at the moment not on the agenda of DABS and only a minor concern in the transition phase DABM to DABS Breshna Moassassa / Da Af- awareness building activities on RESRET are fundamental to increase the sensitivity and understanding of the contribution of ghanistan Breshna Sherkat) RESRET to provincial and rural development. These activities should be combined with “Development Workshops” to jointly find constructive and feasible contributions to the national strategy on RESRET.

Development workshops inte- Objectives: to sensitise the key persons in DABS of the importance of RESRET and to develop joint ideas for the RESRET grated into Awareness building - strategy: Exposure Visits national level to o Target group: Directors and decision makers of DABS(DABM together with MEW/MRRD decision makers) functional project sites (light o Topics: Importance of RESRET for the development of Afghanistan, practical examples and best practices of siting of small house projects) hydro power stations, - focus on planning and technical issues, different models of ownership and operation.

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

o Duration: 1 week Places: exposure to sites of RESRET implementation in Afghanistan

MRRD, Programmes and De- o Development workshops with REED, ERDA and NSP for the development concepts and content based on experience partments o Technical skills training for Facilitating Partners involved in community based RESRET (small hydro power stations and Photovoltaic) Objectives: Use the experience of REED in combination with ERDA and NSP as input for training course development and preparation of content input for the ICE Subcommittee meetings and Technical Working Groups o Target group: Experienced professional from ESRA, NSP, ERDA – AFGEI (and others) as well as international subject matter specialists depending on need o Topics: main “competence fields” (detailed list of content suggestion in ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery 4: Human Resource Development needs - terms of needed awareness, knowledge & skills) Development workshops – Ca- Quality and regulatory control pacity Building contents and con- Mobilisation cepts Technical knowledge on RESRET development Engineering These workshops could be conducted for the preparation of ICE-subcommittee Operation and maintenance meetings with international experts for Business and market - economics and social impacts different fields. Each Workshop needs o Duration 2 days each workshop (preparation time estimated 1 week minimum) intensive preparation (comprehensive Places: Kabul – if necessary at sites with “Best practices” compilation of existing national and inter- o national material, tasks lists for working groups, professional moderation and indicators for the results to be achieved) Special focus has to be given to: and follow up. • Engineering norms for MHP development • Minimal technical standards fabricators, installers and designers and constructors • Criteria for certification of fabricators and suppliers (taking into account that low quality equipment leads to follow up problems of low quality, higher operation and maintenance cost or failure of the utilities) • Best practices • Operators training o Knowledge on safety

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

o Basic knowledge on energy efficiency o Possibilities of productive use o System management and operations (generation, distribution, load regulation) o Maintenance and repairs (incl. trouble-shooting and taking actions following breakdowns) o Financial Control (incl. tariff setting, billing, collections, savings and salaries) o Record-keeping o Agreement making with electricity end-users o Resolving disputes arising from electricity usage within the community o Monitoring and follow-up

Objectives: Basic skills of RESRET for mobilisers and implementers (a variant of the course could be an upgrading training Technical skills training for Facili- programme for more experienced participants) tating Partners involved in community based RESRET (small o Target group: facilitators and “master trainers” from FP and DRRD hydro power stations and Photo- o Topics: main “competence fields” (detailed list of content suggestion in ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery voltaic) 4: Human Resource Development needs - terms of needed awareness, knowledge & skills) Mobilisation Detailed Need assessment with the Facili- Technical knowledge on RESRET development tating partners for identification of partici- Engineering pants and their deficits and upgrading Operation and maintenance requirements is necessary. Business and market - economics and social impacts Attendance of Facilitating Partners (pro- Duration: A modularised training programme (2 to 4 weeks per module) ject managers, engineers) should be o mandatory o Places: Kabul or Provinces

Provincial level Departments • Awareness building - Exposure Visits of main provincial stakeholders in combination with national level key persons to and Organisations good and bad project sites (light house projects) • Development workshops for modularised Capacity Building programmes (that include tailor made training offers) with na-

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

tional and provincial training providers and Facilitating Partners and other international cooperation partners for: o Managerial and administrative skills 95 o (Master) planning skills o Mobilisation and an effective business-like style of management o Design and construction of small scale power projects o Identification and development of technologies with local resources incl. necessary standards o Implementation (include building/construction) o Commercial analysis and modelling o Operation/maintenance o Productive use o Regulation and Quality Control

All training courses have to include a Training of Trainers component

Objectives: Exposure to best practices of hydro power stations and photovoltaic systems and their operation and the specific requirements in planning, siting, implementation and operation – discussion of tailor made possible solutions and their replicability: Awareness building - Exposure Target group: Key decision makers of the Province involved with infrastructure and electricity planning (incl. national level Visits of main provincial stake- o key persons of MEW, MoEC, MRRD/ERDA & NSP and donors) holders in combination with na- Topics: Background of renewable energy and rural electrification, importance of RESRET for the development of Afghani- tional level key persons to good o stan, practical examples and best practices, problems to be solved, discussion of possible solutions (planning, building, and bad project sites (light house operation & maintenance, distribution) - focus on implementation issues. projects) o Duration: 1 week o Places: exposure to sites of RESRET implementation in Afghanistan

95 For instance: GTZ ESRA funds a computer course for 4 persons of DABM Faizabad to improve their administrative capacities

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

Development of a bro- The book(s) are necessary as training material and reference and should be picture based (with minimal wording). Example chure/handbook on Does and could be the books, developed by GTZ (Roman Ritter [email protected]) and entec (for Indonesia). For Photovoltaic and Don’ts on Hydropower and Wind systems Dr. E. Naumann ([email protected]) has substantial material that can be used. Photovoltaic installations

Objectives: Development of awareness and skills related training courses (syllabi and based on them the design of curricula *) for provincial level actors and design of implementation plans (Capacity Development Programmes), develop integration of training of trainers modules and the necessary training material. o Target group: in-house and external faculty/trainers – cooperation with the ICE-subcommittee technical working groups (especially MRRD – ERDA, NSP-Facilitating Partners and DABS/M) and training providers (DED related institutions, MEW training department, etc.) o Topics of the courses to be developed (sequence according to priorities, “competence fields” in brackets- (see deliverable: “Human Resource Development needs - terms of needed awareness, knowledge & skills”) and Annex 6.2.): Managerial and administrative skills for all stakeholders (management, administration) Development workshops for (Master) planning skills including surveys for micro- and mini- hydro power projects, wind and solar power, and other modularised Capacity Building forms of small scale energy operations, mini-grids **) (Planning of Electricity Supply) programmes Operation/maintenance - O&M incl. cash generating end-uses; planned billing and collection scheme (Operation and maintenance) (that include tailor made training offers) Productive use (like PURE entrepreneurs and facilitators/ business counsellors) ***) (Business and market - econom- with national and provincial training pro- ics and social impacts) viders and Facilitating Partners and other Design and construction of small scale power projects, incl. generation, transmission and distribution and conflict international cooperation partners resolution/mitigation ****) (Technical knowledge on RESRET development) Regulation and Quality Control (quality and regulatory control) Identification and development of technologies with local resources incl. necessary standards (Technical knowledge on RESRET development) Assistance skills for building cooperatives, mobilisation, community participation 7 creating ownership and an effective business-like style of management (Mobilisation) Implementation (include building/construction, engineering Commercial analysis and modelling – for small scale (off grid or local grid) projects incl. cost range of an installation. subsidies/cross financing in the form of low interest loans to communities (BUSINESS AND MARKET - ECONOMICS AND SOCIAL IMPACTS) o Duration: open

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Target Organisation/Institution Objectives, Target Group and main Topics / Comments / Capacity Building measure

o Place: Kabul – Badakhshan – Takhar

The Train the Trainers courses could be done in a joint effort with other Training Providers, like the “German Technical School Kabul (DED-TSK) and its network”.

*) This development should be in close cooperation with the Ministry of Education (MoE), - Deputy Ministry of Technical Vocational Education and Training (DTET) - Department of Technical and Vocational Education Training – DTVET, the National Skills Development Program (NSDP) and the ASDP - Af- ghanistan Skills Development Project (World Bank) **) ESRA - Bemmerlein-Lux 2009f: CA delivery 7: Outline of a Training Course Project for Provincial Planning ***) ESRA June 2009: Conceptual Framework & Planning - Business Training and Counselling for Small PURE Entrepreneurs in Badakhshan 2009 – 2010 - (Final draft CL 09.04.09, reviewed and extended by OH at 15.05.09) ****) ESRA July 2009: Conflict prevention and monitoring in planning and early stages of implementation, INTEGRATION E&E / entec paper

Consequences and future de- o Awareness building: Site exposure with selected teachers/directors of training providers to best practice sites and joint dis- velopment tasks: cussion about the possibility to offer short duration or long o Train the Trainers elements included in all training courses

All developed vocational training measures should be discussed with the MoE-DTVET

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5.4. Gender Issues - Comments In the Ministry of Energy and Water at least 3 women have key positions in Departments/ Direc- torates (General Planning, Training and Capacity Development). Mrs. Eng. Zia Gul, director of the General Planning Department will be the head of the gender unit in MEW. The major possibilities for gender sensitive activities in capacity building are in the following areas: Human Resources: staffing, cooperation with high schools, universities to attract female candidates Financial sector: accounting, administrative departments, legal issues, etc. (women are likely to be less corrupt) Proposal writing (according to standards) also in district councils women are prioritise) Dis- trict Council (donor demanded a % of females. Some areas accepted some not) south and east was not accepted, north yes) Planning of Development - National and provincial level Awareness building – mobilisation – especially in areas of safe use of electricity, productive use and when addressing other women Training of Trainers (woman as trainers are not always accepted, like in the south, but are in the north)

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6. Annexes 1

6.1. Material Used Afghan Legal Documents Exchange Centre: www.afghanistantranslation.com/ DIFID 2009: Socio-Economic Impacts of Climate Change in Afghanistan - A Report to the De- partment for International Development; Stockholm Environment Institute; Oxford Of- fice M. Savage, .B. Dougherty, M. Hamza, R. Butterfield, S. Bharwani - DFID funded scoping study on the socio-economic impacts of climate change in Afghanistan. Input for the National Adaptation Programme of Action (NAPA) ESRA memo Sept. 2008: Meeting Memo - DABS contribution to ICE- sub committee ESRA 2009a: Approach of an Institutional Setup in Rural Electrification and Renewable Energy in Afghanistan – background paper. (A. Möller) ESRA 2009b: CA Report Dr. S. Schmid July 2009 ESRA - Bemmerlein-Lux and Naumann 2009a: CA delivery 2: Process of Implementation of RESRET ESRA - Bemmerlein-Lux and Richter 2009b: CA delivery 3: Planning of the Provincial Electrifi- cation process. ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery 4: Human Resource Development needs - terms of needed awareness, knowledge & skills ESRA - Bemmerlein-Lux 2009d: CA delivery 5: Outline of possible measures for Awareness building ESRA - Bemmerlein-Lux and Möller 2009e: CA delivery 6: Outline of a Training Course Project for Technical Operators ESRA - Bemmerlein-Lux 2009f: CA delivery 7: Outline of a Training Course Project for Provin- cial Planning ESRA January to May 2009: - Background Paper – Approach of an Institutional Setup in Rural Electrification and Renewable Energy in Afghanistan GTZ/ ESRA (March 2009): Study on Wind power, INTEGRATION E&E ESRA June 2009: Conceptual Framework & Planning - Business Training and Counselling for Small PURE Entrepreneurs in Badakhshan 2009 – 2010 - (Final draft CL 09.04.09, reviewed and extended by OH at 15.05.09) ESRA July 2009: Conflict prevention and monitoring in planning and early stages of implementation, INTEGRATION E&E / entec paper Islamic Republic of Afghanistan (2008a): Afghanistan National Development Strategy Islamic Republic of Afghanistan (2008b): Afghan National Development Strategy. Volume II, Pillar 3, Infrastructure. Energy Sector Strategy Islamic Republic of Afghanistan (2008c): Da Afghanistan Breshna Sherkat - Articles of Incorpo- ration (March 2008) Islamic Republic of Afghanistan (2009a): "Comprehensive Agreement between DABS and Min- istry of Finance” (February 2009)

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Islamic Republic of Afghanistan (2009b): Policy for Renewable Energy for Rural Electrification – Afghanistan (expert report Mr. Azimi) – DRAFT Islamic Republic of Afghanistan (2009c): Unofficial English Translation of Water Law, UNEP Edit, March 15, 2009 Ministry of Finance - Budget Department (2007): Energy for Rural Development in Afghanistan (ERDA) - ADB/TSG/CBID-I January 2007 Kabul, Afghanistan NEXANT (for USAID) July 2006: Micro-Hydropower in Afghanistan: An Audit Lessons & Con- clusions, NRECA International - December 22, 2008: Organizational Review and Recommendations for the MRRD Energy for Rural Development Program MRRD - A. Azimi (July 2009): Policy for Renewable Energy for Rural Electrification – Afghani- stan. Draft study Terms of Reference Inter-Ministerial Commission for Energy (ICE) – Draft October 2008 Terms of Reference for MEW-MRRD Technical Working Group (TWG) Final version 14 May 2009 University of York 2006: Mid-term Evaluation Report of the National Solidarity Programme (NSP), Afghanistan May 2006 World Bank 2007: Service Delivery and Governance at the Sub-National Level in Afghanistan. World Bank Jan. 2008: Technical Annex for a proposed Grant in the Amount of US$20 Million to the Islamic Republic of Afghanistan for the Afghanistan Skills Development Project - January 4, 2008”, not public

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6.2. Competence Fields and Training Contents

(from CA-delivery “HUMAN RESOURCE DEVELOPMENT NEEDS - TERMS OF NEEDED AWARENESS, KNOWLEDGE & SKILLS”) List of main Objectives for Change of Awareness and Attitudes

AWARENESS/ATTITUDES: General:

□ Show the use of RET in context of rural development, improvement of living conditions, livelihoods □ Create positive attitude towards rural electrification and its potentials for the development and stability of Afghanistan □ Spread more technical and RESRET development process related news to stakeholders and net-working of RESRET involved specialists, developers and planners. □ Understand that the development of the power sector is a key precondition for reducing poverty and for rural and overall economic development □ Understand the importance and added value of rural electrification through renewable energies for provincial development □ Know about useful technologies and systems and their consequences for implementation □ Be convinced about the potential divergence of interests from user groups, providers and administration and the subsequent necessity of mediation □ See the opportunities for economically productive uses of electricity □ Know details about RESRET and development processes, opportunities and limitations and models for implementation □ Make efforts and results of electrification projects known to other communities / districts and stimulate cross community learning □ Understand gender-specific benefits of rural electrification

Specific:

□ Stakeholders are informed on the necessity and use of standards for planning, construction, distribution, operation and maintenance and appliances □ Users are informed and know about safety issues for use of appliances □ Be convinced of the benefit and necessity of a regulatory body for quality control and (Standards for RET, standard user and provider contracts), technical standards for system components and performance □ Be convinced that RE-(RET) is a fundamental development instrument for Rural Afghanistan that needs major efforts and an own effective institutional set up □ Be convinced about the necessity of an own sustainable financing mechanism of RE □ Develop concrete implementation concepts, rules and regulations, plans and prepare final decisions □ Be convinced about the necessity of the improvement of a national data base for RE and RET and the development process of RE □ Stimulate the emergence of a local market and provide a marketing place for local and regional producers, distributors and decision makers □ Increase the interest of the private sector in rural electrification through renewable energies □ Set clear conditions for planning, construction and operation and management for RESRET □ Promote RE and RE planning and implementation processes at provincial level

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AWARENESS/ATTITUDES: □ Have pictures, graphs and easy to understand material for “Facilitators” and Teachers – Schools □ Develop joint plans for cooperation of training providers in RESRET and preparation of joint proposals and plans for a structured educational / training programme and curricula development

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Table 2: Competence Fields for RESRET and Summary of Objectives for Human Resource Devel- opment

Description of Competence Fields All competencies / expertise related to …….. BASIC SKILLS □ Computing and for some internet access and handling □ English

POLICY REGULATORY FRAMEWORK AND STRATEGY DEVELOPMENT

Knowledge: □ Know the political and legal formal and informal system in Afghanistan and the institutional settings □ Know the RE conditions and characteristics – compared to traditional technologies □ Have an overview (international and regional) of approaches for RE and RET, their strength and limitations (RE planning, energy supply concepts, generation, transmission and distribution systems, average up-front and operation & maintenance costs as well as consumptive, social and productive uses, gender- specific aspects of electricity usage)Have an overview on models of operation and management □ Be familiar with the RE-project development process □ Strategic thinking

Skills: □ Evaluate and design RESRET policies and strategies and concepts □ Moderation and facilitation skills □ Organise technical expertise □ Facilitation of cooperation, creating linkages and providing support □ Elaboration of agreements and procedures important for the project implementation □ Project planning and supervision □ Solid interpretation of existing data on RET in Afghanistan (Resources and RET potentials) □ Networking and Consensus-building on RE planning and implementation approaches

MANAGEMENT Knowledge: □ Know the political and legal formal and informal system in Afghanistan and the institutional settings □ Have an overview of the RE conditions and characteristics – compared to traditional technologies (mini grids, stand alone systems) □ Know the main overview (international and regional) approaches for RE and RET, their strength and limitations (RE planning, energy supply concepts, production, distribution and use) □ Have an overview on models of operation and management □ Be familiar with the RE-project development process □ Funding sources for RE-projects □ Risks and conflicts related to rural electrification (Do-no harm approach) □ Strategic thinking

Skills: □ Office management □ Time management □ Human resource allocation and leadership □ Presentation □ Consensus-building on RE planning and implementation approaches □ Conflict resolution □ Writing of project proposals □ Writing of ToR, tendering process and selection of personnel/experts □ Management of financial sources □ Organise group work, group forming – moderation □ Mobilisation and motivation of stakeholders for implementation of activities □ Communication techniques with communities

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Description of Competence Fields All competencies / expertise related to ……..

ADMINISTRATION Knowledge: □ Know the political and legal formal and informal system in Afghanistan and the institutional settings

Skills: □ Project planning and management □ Office management □ Time management □ Filing of documents and document handling □ Documentation and reporting of observations, activities budgeting □ Bookkeeping, accounting □ Procurement

QUALITY AND REGULATORY CONTROL Knowledge: □ Know the functions, the structure and the tasks of the set of new institutions and quality control and financing mechanisms (“Rural Energy Unit”, “Regulator”, “ RE-Fund” and “Centre of Excellence”) □ Know different interests of public and private sector stakeholders as well as users □ Know the functions, the structure and the tasks of the set of new institutions and quality control and financing mechanisms (“Rural Energy Unit”, “Regulator”, “ RE-Fund” and “Centre of Excellence”) □ Impacts and consequences of monitoring and evaluation □ Quality standards for rural energy supply systems (e.g. micro, small and large hydro power stations, PV systems, etc.) □ Quality standards for transmission and distribution systems

Skills: □ Use of quality control and design of quality control mechanisms and tools □ Application of supervision and enforcement instruments □ Technical monitoring □ Financial monitoring and control □ Enforcement mechanisms and tools □ Conflict resolution

PLANNING OF ELECTRICITY SUPPLY (ON NATIONAL AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS

Knowledge: □ Basic knowledge about energy and power □ Knowledge about different electricity generation, transmission and distribution systems □ Importance and added value of rural electrification through renewable energies for provincial development □ Knowledge on up-front as well as operation and maintenance costs of different electricity supply options □ Existing expenditures on energy - tariff system □ Technical requirements for siting □ Standards for installations, construction and equipment □ Basic civil works practice □ Environmental impacts □ Basic requirements for energy efficiency □ Basic microeconomic methods □ Understanding of the connection between the quality of works and the resulting costs of attendant operation and maintenance □ Gender specific aspects of electricity usage □ Risks and conflicts related to rural electrification (Do-no harm approach) □ Stakeholders and interests in the electrification planning process

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Description of Competence Fields All competencies / expertise related to …….. Skills: □ Project Planning and Management □ Survey and baseline data collection incl. relevance check of baseline data (social, economical, administrative/community organisation, resource potentials (hydrological, wind and insulation) □ Working with maps (read and interpret cartographical information, conceptual knowledge in GIS to be able to organise GTS specialists, etc) □ Survey of electricity services needed (e.g. light, power for production, communication, low, medium and high temperature heat) end energy forms (electrical, mechanical, thermal, etc.) time pattern of demand □ Survey of socio-economic potentials (assessment of economical impacts of electrification and potentials for productive use of electricity) □ Interpretation of survey data and prediction models ( incl. estimation of pattern and annual percentage increment in demand growth) □ The planning of potentials, need, supply (incl. load management - energy conservation, peak minimisation, etc.) □ Site selection, environmentally compatible allocation of uses and resources □ Power management (availability, reliability, quality96) □ Flood and landslide hazard evaluation □ Setting up O/M mechanism and scheduling □ Planning of small grids and grid interconnection □ Negotiation of criteria for priority setting among sites

MOBILISATION Knowledge: □ Social and religious sensitivity □ Social, administrative and economical background of the area □ Gender sensitivity □ Concepts of energy planning □ Tariff system and functioning of the operation model □ Basic costs for investment, repair, operation, maintenance □ Safe and efficient use of electricity □ Potentials of productive uses □ Stakeholders and interests in the electrification planning process on local and provincial level

Skills: □ Communication techniques with communities □ Participatory planning processes – conducting meetings □ Moderation and facilitation skills □ Organising user groups □ Creating ownership □ Mobilisation and motivation of stakeholders for implementation of activities □ Explaining to electricity supply and use to communities □ Sensitisation and explanation of processes, objectives and expected results

96 Availability: power generation can be designed for 100 % availability (over time e.g. year), which is rather expensive, because it needs over sizing of capacities and back up 90-95% which is allowing for "black outs" in case of some low water flow days, cloudy days (PV), or calms (wind), which you do not cover by back up or oversized dams, PV area, batteries 80% than you do not size for worst case (PV for winter in Badakhshan), some dry month with only 50% water flow rate etc. (which is still more than what Kabul has normally Reliability: that is more or less the "capacity factor", which means technical availability, without high maintenance periods or failure time Quality: means stability in technical parameters like frequency (50 Hz ± 5%), 230 V (+/- 10%), under various operation conditions (switching on high load, etc.

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Description of Competence Fields All competencies / expertise related to …….. TECHNICAL KNOWLEDGE ON RESRET DEVELOPMENT Knowledge: □ Technical background for renewable energy sources (solar radiation, wind energy, hydro power stations, biomass) □ Technical background for energy conversion technologies (turbines, PV, wind energy converters) □ Technical background on electricity transmission and distribution technologies (low and medium voltage for mini-grids, high voltage for grid connected systems) □ Average costs for systems and system components □ National and international norms and standards for construction, engineering, equipment and distribution/transmission □ Electricity/ energy demand analysis □ Technical requirements for productive use of electricity □ Local background knowledge (social, economical, resources) □ Environmental impacts □ Safety issues

Skills: □ Project and work planning □ Renewable Energy System Design - methods of system design, system performance analysis, and system optimisation by working on a specific RE system Electricity/ energy demand analysis • Survey of energy services needed (e.g. light, shaft power, communication, low, medium and high temperature heat) • End energy forms (electrical, mechanical, thermal, etc.) • Time pattern of demand • Load management (energy conservation, peak minimisation, etc.) • Power management (availability, reliability, quality.) Site Analysis of RE potential • Survey of RE potential and statistical data processing • Time pattern of resources • Power curves of various types of conversion technologies • Component Design • Matching demand and supply by various conversion technologies • Identification of storage demand and storage technologies • Sizing converter and storage components System design and performance analysis • Selection of appropriate technology • System design by combination of various components • System performance analysis and time step simulation System optimisation methods • Optimisation criteria (economical, environmental, technical) • Sensitivity analysis Economics and social impacts □ Layout design for engineering, construction and maintenance □ Conversion technologies (Photovoltaic, Wind and Water Turbines, Storage Components - thermal storage, electrical storage Solar Thermal Collectors) □ Engineering norms for MHP development, standard norms for estimation of raw materials □ Mitigation of environmental impacts □ Basic skills for operation and management of power stations □ Energy efficiency measures

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Description of Competence Fields All competencies / expertise related to …….. ENGINEERING (practical implementation tasks) Knowledge: □ Technical background for renewable energy sources (solar radiation, wind energy, hydro power stations, biomass and supply and transmission □ Standards and norms for engineering and equipment □ Safety issues

Skills: □ Renewable Energy Engineering Basic statistical methods Solar Meteorology (resources, potentials, measurement) Wind Meteorology (resources, potentials, measurement) Renewable Energy System Components (incl. basic thermodynamics) Small Hydro Power Plants (components and design of a MHPP, turbine types and H-Q- characteristics, control strategies, mechanical and electrical power generation) Design of Renewable Energy Supply Systems (analysis of RE potential, design and performance analysis, production, transmission and distribution (hydro power stations, PV, Wind) – high and low voltage engineering, equipment, wiring, transformation, load controlling and voltage controlling conversion and Storage Components) Wind Energy (incl. mechanical and electrical power generation, technology of wind energy converters) Photovoltaic (Semiconductors, PV Cells, Modelling of PV Characteristics) Biomass and Biogas (incl. potential of biomass use) □ Civil engineering (incl. layout understanding) □ Specific layouts for electricity generation and necessary installations (incl. flow in power canals, wooden pole treatment) □ Preparing illustrated catalogue for machinery and parts □ Preparing O/M manuals

OPERATION AND MAINTENANCE Knowledge: □ Knowledge on O/M terminology □ Knowledge on safety □ Basic knowledge on energy efficiency □ Possibilities of productive use

Skills: □ System management and operations (generation, distribution, load regulation) □ Maintenance and repairs (incl. trouble-shooting and taking actions following breakdowns) □ Financial Control (incl. tariff setting, billing, collections, savings and salaries) □ Record-keeping □ Agreement making with electricity end-users □ Resolving disputes arising from electricity usage within the community □ Monitoring and follow-up

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Description of Competence Fields All competencies / expertise related to …….. BUSINESS AND MARKET - ECONOMICS AND SOCIAL IMPACTS Knowledge: □ Basic concepts of economy □ “Willingness to pay analysis” - Basic financing methods - tariff system □ Bank linkages & credit issues, micro-finance opportunities and products □ Market requirements □ Options for productive use □ Gender specific aspects of electricity usage and economic activities

Skills: □ Entrepreneurship, business opportunities and marketing: business planning and business plan writing, assessment of demand and availability □ Project appraisal □ Cost calculation, (incl. environmental costs of fossil fuel production/consumption, financing energy investments) □ Budgeting and account affairs □ Economical evaluation methods (cost-benefit, net present value, annuity) Evaluation of evaluation of investment, subsidies and their impact □ Assessment of local availability of components/imports needed □ Contracting □ Basic skills in user training

TRAINING OF TRAINERS / EDUCATION Knowledge: □ Subject matter technical knowledge (depending on the field of teaching)

Skills: □ Teaching skills, pedagogic knowledge □ Communication and presentation techniques □ Organise group work, group forming – moderation □ Motivation and Use of Practical □ Mobilisation and motivation of students □ Integration of practical exposure and exercises in the teaching process □ Evaluation of students

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6.3. List of existing training concepts and/or materials Institution to Main target group Objectives and main top- Comments - references be focussed ics

Communities / Business Counsel- Encourage the productive A Conceptual Framework & Community lors - entrepreneurs use of electricity - develop- Planning for Business Training Development (After installation of ment of a standardized and Counselling for Small Councils MHP units and its PURE Business Promotion PURE Entrepreneurs in local electricity grid Model Badakhshan 2009 – 2010 was in rural areas (group developed under ESRA compo- of villages / small nent (see: ESRA June 200997) towns)

Planners and Mobi- Lessons learned in conflict A systematic description of how lisers sensitive site selection, conflict sensitivity can be inte- conflict mitigation and moni- grated into the process of site toring in early stages of selection, initial planning and in MHP implementation. early stages of implementation. It is based on the experiences (deductive) from different technical and socio-economic experts during the last years. (ESRA June 2009 98)

97 ESRA June 2009: Conceptual Framework & Planning - Business Training and Counselling for Small PURE Entrepreneurs in Badakhshan 2009 – 2010 - (Final draft CL 09.04.09, reviewed and extended by OH at 15.05.09) 98 ESRA July 2009: Conflict prevention and monitoring in planning and early stages of implementation, INTEGRATION E&E / entec paper

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6.4. Characterisation of Training Types

Table 3: Main Types of Human Resource Development Measures99

Type Explanations

Awareness Presence of RESRET relevant information (incl. posters, brochures, flyers … ) Building • Main target groups: all

Sensitisation (incl. media campaigns … ) • Duration: --- • Main target groups: all

Orientation (including workshops, campaigns, exposure visits, conferences …) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Motivation (incl. best practices, study tours, examples … ) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Mobilisation (incl. campaigns, workshops, practical work, participation … ) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Develop- Development workshops (incl. Technical Working Groups) ment • Duration: 1 to 3 days • Main target groups: all political, managerial, technical stakeholders and users

Skills train- Technical skills training on vocational level (incl. engineering, design, planning, opera- ing tion, transmission/mini grids) • Duration: 3 to 24 months • Main target groups: Planners, System Specialists, Operators, Installers, Distribu- tors, Labourers, Trainers

Managerial skills training (incl. coordination, project development framework, project identification, operation planning, conflict resolution, decision making, communication and presentation, media work, proposal writing, financing tools and mechanisms … ) • Duration: 1 week to 6 months • Main target groups: Administrators, Regulators, Providers, Planners, System Spe- cialists, Operators, Installers, Distributors, Trainers

Administrative skills training (incl. office management, reporting, book keeping, procurement, documentation … ) • Duration: 1 week to 6 months • Main target groups: Administrators, Regulators, Providers, Planners, System Spe-

99 from ESRA - Bemmerlein-Lux and Naumann 2009c: CA delivery 4: Human Resource Development needs - terms of needed awareness, knowledge & skills

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Type Explanations

cialists, Operators,

Short duration technical skills training incl. summer school • Duration: 1 to 10 weeks • Main target groups: Regulators, Providers, Planners, System Specialists, Opera- tors, Installers, Labourers, Trainers, Productive users

On the job training (technical, organisational, administrative …) • Duration: 3 week to 12 months • Main target groups: Administrators, Regulators, Providers, Planners, System Spe- cialists, Operators, Installers, Labourers, Distributors, Trainers, Productive users

Work and Learn Programme – skills programme - courses for updating existing knowledge (programme for evening classes of one day a week classes with up to one week intensive sessions and exposure in combination with the routine work) • Duration: 6 - 12 months • Main target groups: Managers, Administrators, Regulators, Providers, Planners, System Specialists

Special skills courses for updating existing knowledge • Duration: 1 week to 6 months • Main target groups: all

Training of Training of teaching skills (in combination with technical, administrative and manage- Trainers rial skills training) • Duration: 1 week to 12 months • Main target groups: Trainers

Basic Skills Basic working tools training like English, Dari, Computer skill • Duration: 3 week to 12 months • Main target groups: upon necessity

Academic • Long term academics - partnerships • Main target groups: Trainers

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6.5. List of Technical and Vocational Institutes/Schools Technical and Vocational Institutes/Schools and study term duration100 Legend: Red = Electricity Related (no Rural Electrification – Renewable Energies existing) Blue = Construction related Orange = Administration and management related Green = Finance and economic related

Study term dura- No Educational Institute Field of study tion

1. Kabul Mechanical Institute 1. Electricity 2 years & 5 years (German Technical School 2. Machinery 2 years & 5 years – DED) 3. Tinsmith 3 years 4. Plumbing 3 years 5. Welding 3 years 6. Moulding 3 years 7. Automobile Repairing 2 years & 5 years 8. Radio and TV 2 years & 5 years 2. Auto mechanical institute 1. Electricity 2 years & 5 years 2. Machinery 2 years & 5 years 3. Automobile Repairing 2 years & 5 years 4. Street making machines Repair 3 years 3. Construction and local in- 1. Construction (industrial and civilian) 2 years & 5 years dustries institute 2. Geodesy 2 years & 5 years 3. Art 3 years 4. Ceramic 3 years 5. Graphic 3 years 6. Carpentry 3 years 4. Kabul agriculture and veteri- 1. Agronomy 2 years & 5 years nary institute 2. Veterinary 2 years 3. Agriculture 3 years 5. Light Industries and Food- 1. Looming 2 years & 5 years stuffs Institute 2. Computer 2 years

6. Accounting and Administra- 1. Enterprise economic 2 years tion Institute 2. Government budget 2 years 3. Finance and credit 2 years 7. Afghan Institute of Technol- 1. Electricity 3 years ogy (Takhnik sanavi) 2. Machinery 3 years 3. Automobile repairing 3 years 4. Engineering 3 years 5. Construction (Architectural) 3 years 8. Repairing of Industrial Ma- 1. Automobile repairing 3 years chines 2. Repairing of industrial machines 3 years 3. Repairing of electricity equipments 3 years

100 Source: GTZ Basic Education Program for Afghanistan – Maria Kuc – June 2009 – More data available - marysia- [email protected] 0796634404

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Study term dura- No Educational Institute Field of study tion

9. Music high school 1. Music 3 years

10. Commerce high school 1. Economic 3 years 2. Administration 3 years 11. Jamhuriat Administration 1. Administration 3 years and Economic High School 2. Economic 3 years

12. Women Vocational hIgh 1. Administration 3 years School

13. Construction Machines Re- 1. Construction machines repairing high 3 years pairing High School school 3 years 2. Buildings wiring 3 years 3. Electrical and gas welding 14. Blinds vocational high school 1. Computer 12 years 2. Reciting of Holy Quran 12 years 3. Religious educations 12 years 15. Parwan technical institute 1. Automobile repairing 5 years 2. Machinery 5 years 3. Construction (industrial and civilian) 5 years 4. Metal working 3 years 5. Carpentry 3 years 16. Parwan agriculture high 1. Agriculture 3 years school

17. Kapisa engineer assistance 1. Machinery 2 years & 5 years institute 2. Electricity 2 years & 5 years 3. Automobile repairing 2 years & 5 years 4. Construction (industrial and civilian) 2 years & 5 years 5. Agriculture 3 years 18. Pul-e Khomri mechanical 1. Electricity 3 years high school 2. Car repairing 3 years

19. Baghlan agriculture high 1. Agriculture 3 years school

20. Samangan women high 1. Administration 3 years school

21. Kunduz agriculture high 1. Agriculture 3 years school

22. Kunduz commerce high 1. Economic 3 years school

23. Badakhshan agriculture high 1. Agriculture 3 years school

24. Balkh oil and gas institute 1. Extraction of useful solid minerals 2 years & 5 years 2. Extraction and benefiting of Oil and Gas 2 years & 5 years

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Study term dura- No Educational Institute Field of study tion

Well 2 years & 5 years 3. Equipments of refinery 2 years & 5 years 4. Oil & gas Refinery chemical technology 2 years & 5 years 5. Geology 25. Balkh agriculture high school 1. Agriculture 3 years

26. Balkh chemical technology 1. Mechanical 3 years high school 2. Electricity 3 years 3. Organic chemical synthesis technology 3 years 4. Measurement instrument & automatic con- 3 years trol 27. Jawzjan oil and gas high 1. Repairing of drilling machines 3 years school 2. Automobile repairing 3 years 3. Repairing of electrical equipments 3 years 4. Repairing of measurement instruments 3 years 28. Jawzjan agriculture high 1. Agriculture 3 years school

29. Faryab agriculture high 1. Agriculture 3 years school

30. Herat agriculture high school 1. Agronomy 3 years & 5 years 2. Veterinary 2 years 3. Agriculture 3 years 31. Herat Technical Institute 1. Electronic (TV) 2 years & 5 years 2. Construction (industrial & civilian) 2 years & 5 years 3. Electricity 2 years & 5 years 32. Herat Behzad industries high 1. Art 3 years school 2. Ceramic 3 years

33. Farah agriculture high 1. Agriculture 3 years school

34. Helmand agriculture high 1. Agriculture 3 years school

35. Helmand mechanical high 1. Machinery 3 years school 2. Electricity 3 years 3. Welding 3 years 4. Carpentry 3 years 36. Kandahar mechanical high 1. Electricity 3 years school 2. Automobile repairing 3 years 3. Carpentry 3 years 4. Smithy 3 years 37. Uruagan agriculture high 1. Agriculture 3 years school

38. Maidan – Wardak agriculture 1. Agriculture 3 years

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Study term dura- No Educational Institute Field of study tion

high school

39. Khost mechanical high 1. Electricity 3 years school 2. Machinery 3 years 3. Automobile repairing 3 years 4. Carpentry 3 years 40. Nangarhar agriculture high 1. Agriculture 3 years school

41. Nangarhar mechanical high 1. Electricity 3 years school 2. Machinery 3 years 3. Automobile repairing 3 years 42. Kunar industries high school 1. Carpentry 3 years

43. Herat deaf high school (established in 1387)

44. Nangarhar Solh and Azadi 1. Economic 3 years High school

45. Daikondy agriculture high 1. Agriculture 3 years school

46. Badghis agriculture high 1. Agriculture 3 years school

47. National institute of man- 1. Administration 2 years agement & administration 2. Finance (NIMA) 3. Computer

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6.6. List of Training Providers for Managerial Subjects101

Topic Training Provider

Advanced Management Skills Sanayee Development Organization (SDO) Mr. Raz Mohammad Dalili - Executive Director Qala-e Fathulla Main Road, 9th Street, Near Shahoon, Electricity Junction, Email: [email protected] [email protected] Phone: 0093(0) 99 5759833 Kabul Afghanistan

Office Management BRAC Afghanistan, House No. 45, Mr. Gunendu K Roy - Country Program Coordinator Lane-04, Butcher St. Baharistan Kart-e Parwan , Kabul – Afghanistan Email: [email protected] Phone: 0093(0) 70288300 Conflict Management AIUMS Work Place Safety Abdul Latif Roshan Chairman Kabul Polytechnic University Compound, Khushal Maina Email: [email protected], [email protected] Phone: 0093(0)799304759 Kabul Afghanistan

Public Service –Values Ethics Fadilat Consulting Group Governance Mr. Edriss Raha President Organizational Behaviour Darulaman Road, Kart-e Se Running Successful Meetings Email: [email protected] Phone: 0093(0)798 877 777 Kabul Afghanistan

Basic Report writing Bureau for Reconstruction and Development (BRD) Mr. Khan Agha Dawoodzai Prog. Director Email: [email protected] Phone: 0093(0) 79341118 Kabul Afghanistan

101 Source: Senior Capacity Building Advisor MEW May 2009

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6.7. Acronyms ADB Asian Development Bank ACCI Afghan Chamber of Commerce and Industry AEIC Afghan Energy Information Centre AFGEI Afghanisch-Französisch-Deutschen Energieinitiative AIHRC Afghan Independent Human Rights Commission ALGAP Afghanistan Local Governance Assistance Project ANDS Afghanistan National Development Strategy ANSA Afghan National Standardization Authority ARD Association for Rural Development ARDEP Agricultural Research and Development Programme ARTF Afghanistan Reconstruction Trust Fund ASDP Afghanistan Skills Development Project (World Bank) BDS Business Development Services BoQ Bill of Quantity CA Capacity Assessment CDC Community Development Committee CSAD Civil Service Appointment Department CSMD Civil Service Management Department CSO Central Statistical Office DABM/S Da Afghanestan Breshna Mosessa/ Sherkat (National Electricity Utility) DAA District Administrative Assembly DDA District Development Assembly DG District Governor DoEC Department of Economy DoWA Department of Women Affairs DoWM Department of Water Management DRRD Department for Rural Rehabilitation and Development DTET Technical Vocational Education and Training (MoE) DTVET Department of Technical and Vocational Education Training (MoE) ERDA Energy for Rural Development in Afghanistan Program (of the MRRD) ESRA Energy Supply for Rural Areas ESCO Energy Service Company ESPRO Energy Service Provider FPs Facilitating Partners (NGOs) GTZ Deutsche Gesellschaft für Technische Zusammenarbeit (German Technical Cooperation) GCC Government Coordination Committee

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GIAAC General Independent Administration for Anti-Corruption GoA Government of Afghanistan HPP Hydro Power Plants HV High Voltage IARCSC Independent Administrative Reform and Civil Service Commission ICE Inter Ministerial Commission on Energy IDLG Independent Department for Local Governance IPP Independent Power Producer IRoA Islamic Republic of Afghanistan IMC Inter-Ministerial Commission kV Kilo Volt (= 1000 Volts) kW Kilo Watt (= 1000 Watts) LV Low Voltage MEW Ministry of Energy and Water MFI Micro-Finance Institutions MoEc Ministry of Economy MoCI Ministry of Commerce and Industry MoE Ministry of Education MoF Ministry of Finance MoHE Ministry of Higher Education MoJ Ministry of Justice MoLSAMD Ministry of Labour, Social Affairs, Martyrs and Disabled MoWA Ministry of Women Affairs MRRD Ministry for Rural Rehabilitation and Development MW Mega Watt (= 1000 Kilo Watts) NABDP National Area Based Development Programme (MRRD) NAVI Nachhaltige Wirtschafstentwicklung NEPA National Environmental Protection Agency NEPS North- East- Power- System NERDC National Renewable Energy Research and Development Centre NIMA National Institute of Management and Administration NGO Non- Governmental Organization NSDP National Skills Development Program NSP National Solidarity Program O+M Operation and Maintenance (Management) PAA Provincial Administrative Assembly PC Provincial Council

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PDC Provincial Development Committee PDP Provincial Development Plan PG Provincial Governor PAR Public Administrative Reform PRR Priority Reform and Restructuring PRT Provincial Reconstruction Team PPP Public Private Partnership R&D Research and Development RE Rural Electrification RESRET Rural Electrification through Renewable Energy Technology REA Rural Energy/ Electrification Authority/ Agency RED Renewable Energy Department (of the MEW) REED Rural Energy and Enterprise Development (MRRD) REI Rural Energy Institute RET Renewable Energy Technology RLED Rural Livelihood and Energy Department (of the MRRD) SHS Solar Home System SOE State- Owned Enterprise SPV Solar- Photovoltaic T+D Transmission and Distribution TVET Technical and Vocational Education Training UNAMA United Nations Assistance Mission in Afghanistan VTET Vocational and Technical Education Training WHO World Trade Organization W Watt WAPICA Water and Power Engineering Institute WB The World Bank

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6.8. Recent Stakeholders of the Subsector Rural Electrification through Renewable Energies

Functions

Rank Institutions / organisations Political & Advisory Planning Implement. Implement. Supervision Resource Civil Human Con- Decision Quality Provider Society Resource tributor making public private Control Develop

National Level Senior National 1 Advisor to the Vice-Minister of planned Coordinator Energy in RE and EE Nat. Admin. 1 ICE Nat. Admin. 1 ICE Sub-committee Nat. Admin. 1 MEW– Minister, Vice Minister Nat. Admin. 1 MEW Planning Dep. Nat. Admin. 1 MEW Energy Planning Dep. Nat. Admin. 1 MEW Small Hydro Dep. Nat. Admin. 1 MEW Renewable Energy Dep. Nat. Admin. 1 Education Dept. MEW - VTC Nat. Admin? 1 Capacity Building Coordination Office inside MEW? Nat. Admin. 1 DABS Nat. Admin. 1 MRRD– Minister, Vice Minister Public Prog. 1 ERDA Energy for Rural Devel- Agen. opment Program Nat. Admin. 1 Regulator planned Donor 1 GTZ-ESRA Donor 1 KFW

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Functions

Public Prog. 2 NSP Agen. Donor 2 USAID Nat. Admin. 3 MoEC Nat. Admin. 3 Afgh Inst. For Standards Nat. Admin. 3 Central Statistical Office Donor 3 World Bank Donor 3 ADB Donor 3 JICA Nat. Admin. 3 MEW – Gender Unit Public Prog. 3 AEIC Afghan Energy Informa- Agen. tion Centre Private 1 Private companies in RE (solar, hydro turbines, etc.)

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Functions

Provincial Level Prov. Admin. 1 Prov. Governor Prov. Repr. 3 Provincial Council Prov. Admin. 1 PDC Prov. Admin. 1 PDC Working groups Prov. Admin. 1 MEW on provincial level planned Prov. Admin. 2 Prov. DABS Prov. Admin. 3 DRRD planned Donor driven 3 Renewable Energy Centres Prov. Admin. 2 DoEc Prov. Admin. 1 DoWM ARBP 2 Aga Kahn NGOs? (nat., 3 AfghanAid, AREA, GHNI, intern.) CRS, GERES, EON, Concern Local/ District level Local Admin. 1 District Governor Local Repr. 2 District Development Assem- blies Local Repr. 1 Community Development Council – Shuras and NSP Structure

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Functions

(Semi) Private 1 ESPRO Semi Private Service planned Provider Private Sector 1 ESCO Energy Service Com- planned pany - Private Operator Local Repr. 2 Community Energy Commit- planned tees Private Sector 1 Construction company NGOs (nat, intern) Cross sectoral Training pro- 2 German Technical School vider Training pro- 2 Universities, Polytechnic, pri- vider vate institutes, private vocational schools diverse 3 MFIs like: First Micro Finance Bank diverse 2 Business Development Ser- vices like: Aga Khan Founda- tion Ranks: only first guess: 1 = priority in the RE process, 2 = importance in the RE process, 3 = marginal in the RE process, ? = not defined

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6.9. Organizational Structure of the Ministry of Energy and Water (MEW) 28.08.2008

Secretary Gen- eral

Directorate General Directorate General Directorate General Directorate General Directorate General SOE Energy Planning Water Management Planning Administration

Thermal & Diesel Energy Water Resources and Planning & Project De- Human Resources De- Department Modeling Department partment partment

Energy Transmission & Maintenance & Construc- Planning Services De- Finance & Accounting Distribution Department tion Department partment Department

Energy Engineering Water Rights & Conser- Regulatory & Legal Logistics Services De- Department vation Dept. Department partment

Hydro Energy Depart- River Basin Management Liaison Office Procurement Department ment

Renewable Energy Training Centre Department

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6.10. ESRA suggestions for MEW and MRRD responsibilities for RESRET Summary of suggestions of MEW and MRRD responsibilities and demarcations in rural energy supply102 Re- Responsibilities on Responsibilities on sponsi- Area of responsibility Demarcation Tasks and Activities national level provincial level ble • Policy making Planning and Im- Renewable energy and Non- community- opera- Policy formulation/ Master planning • Master planning plementation of non- electrification in rural and tion is mostly used for • Rural electrification on national level community operated urban areas where the mini- and small genera- • Renewable energies for rural energy supply • Implementation energy supply via energy generation is oper- tion capacity (from 100 • Include RET in Power sector reforms Legal and institutional framework • Regulation DABS provincial ated following non- com- kW to 10 MW) within hubs or MEW pro- munity- operation mod- low- to medium voltage • Establishment of and mandate over Rural energy imple- • Research and mentation Rural energy regulation vincial Water De- els. distribution grids (up to Development Financing arrangements partments 10 kV). • Planning and supervision of rural energy fund Implementation • Implementation of provincial energy planning (productive use, site assessment, etc.) • Tendering and selection of private companies for design, MEW construction, operation and management of power stations • Approval of design and construction of power stations Standardization • Development of design and quality standards for rural energy supply systems (e.g. micro, small and large hydro power stations, PV systems, etc.) • Development of design and quality standards for transmission and distribution systems • Supervision and enforcement of design and quality standards Regulation • Open and transparent regulation (approval) of energy tariffs and connection fees • Enforcement and supervision of quality and performance

102 ESRA January 2009: - Energy Sector Institutions in Afghanistan – Discussion Paper

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standards on policy level • Supervision of design mechanisms for rural energy systems on policy level • Determination of fees for connection to rural electricity supply systems and to the regional or national grid • Determination of electricity tariffs for supply to rural areas • Determination and supervision of costs for generation, transmission and distribution • Enforcement of billing and settlement procedures for rural energy supply systems • Monitoring of non-discriminatory and open access to the local, regional and/or national network • Development and supervision of RET- subsidies Research & Development • Assessment and management of RE- resources (wind, solar, biomass, etc.) on provincial level • Assessment and management of RE- resources (wind, solar, biomass, etc.) on national level • Promotion of RETs on national level • Implementation Planning and Im- Renewable energy and Community- operation is Implementation • Regulation plementation of electrification in rural ar- mostly used for pico- • Capacity building for installation, construction and opera- • Research and community- operated eas where the energy and micro generation tion and maintenance for communities and private sector Development decentralized energy generation is community- capacity (up to 100 kW) • Integration of RETs with rural development supply via Depart- operated. stand- alone systems • Promotion of rural energy systems and technologies ments (DRRD) and and/or within low- voltage • Liaising with provincial level (DRRD- PDC- DDA- CDC) • Construction and supervision of community operated- sys- other community- distribution grids (up to 1 tems (e.g. micro hydro power) representative bod- kV). MRRD • Management of community involvement in construction ies • Management of community financing models Research & Development • Establishment of a RE- R&D- facility with test- laboratory for quality testing of mini- grid and off- grid- energy systems • Promotion of RETs on provincial level • Capacity building for communities, companies and other R&D- institutions

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• Investment in Investment in and Electrification in rural and Custodian of all gov- Implementation and custodian ownership of gov- urban areas. ernment assets. • Investment in commercially viable electricity supply sys- of government ernment assets of tems for rural electrification (incl. distribution and transmis- assets generation, transmission) sion and distribution • Collection and remittance of RE consumers levies of electric energy • Ensure optimum network costs and service levels DABS • Outsourcing of operation and maintenance of power sta- systems via DABS tions (incl. distribution and transmission) provincial hubs • Outsourcing of design, construction of power stations (cost-profit-centers) • Outsourcing of collection and remittance of consumer levies • Enforcement and supervision of operation and maintenance (O&M) conditions/ regulations

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6.11. Lists of Interviews and official Meetings:

Institution Interviewee Function National Level Ministry of Energy and Water MEW Mr. Shairsay Deputy Minister Energy MEW Mr. Nasir Ahmaad Hakimi Deputy Minister Administration MEW Peter Jezek Senior advisor - Ministry of Energy and Water and the Inter- ministerial Committee on Energy ICE - Inter- Ministerial Commission for Jep Deloach – ICE advisor USAID Advisor to the ICE Energy Energy Department MEW - General Planning Eng Ms. Zia Gul - "Salijuki" General Director MEW - Directorate Survey and Projects Eng. M. Tamim Principal Engineer MEW – Rural Energy Planning Depart- Eng. Amir Mohamad Alamzai, Director for New and Renewable ment Energy MEW – Rural Energy Planning Depart- Eng Shahnaz Hakim Kohistani 2nd grade Solar Energy Manager ment MEW – Rural Energy Planning Depart- Eng Said Pacha 2nd grade Small Hydro Power Man- ment - Small Hydro Power Unit ager Renewable Energy and Rural Electrifica- Nicolas Schumacher Long term expert GTZ/Rodeco tion MEW - Department of Organisation, Mrs. Rahela Director of the department of organi- Structural Development and Capac- sation, structural development ity Building Assessment and capacity building assessment MEW – in-housed team Capacity Build- Mrs Nafisa Nabiel Senior Capacity Building Advisor ing Advanced Engineering Associ- ate International, Inc.(AEAI)

DABM Mr. Humayoon Kohistani Technical Assistant to DABM

Training Provider Ms. Dip. Eng. Tajenesa Besmil VTC Director MEW – Education Department (VTC)

Ministry of Rural Rehabilitation and De- Mr. Wais Ahmad Barmak Deputy Minister Programmes velopment - MRRD MRRD Mr. Azizullah Rahimi REED: Director Department of Rural Enterprise and Energy MRRD – Programme - ERDA NABDP . Satish Gautam (Nepali), Mr. Sector Specialists Ram Prasad Dhital (Nepali)

GTZ Basic Education Program for Af- Ms. Maria Kuc, Mr. Shah Agha Coordinators ghanistan Mujadidi Head of Administration Mr. Emad Wejdan DED – Headquarters Mr. Jan Rogge Director DED Afghanistan DED – Technical School Mr. Khalid Gardezy –– 24th May advisor for the German Technical 2009) School in Kabul

Provincial Level

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Institution Interviewee Function Badakhshan Government Mr. Munchi Majid Governor of Badakhshan Badakhshan Government Mr. Haji Wajid Advisor to the Governor DABM Badakhshan Mr. Bazir Director Department of Economy (Dec) - MoEC Mr. Hashimi Administrative Officer formerly acting head of Dep. District Rehabilitation and Reconstruction Mr. Serajuddin Mehrabab Director Department – DRRD - MRRD National Solidarity Programme - NSP Mrs. Eng. Nazira Head of PMU Badakhshan Mr. Eng. Qadir Energy Engineer Department of Water Management – Eng. Rafi Director DoWM – MEW Amu Darya River Basin Programme - Dr. Philip Shaw). EU Project - Monitoring and Evalua- ARBP - DWM tion

Training Provider Ms. Veronika Jendro Expert Teachers Training DED – Technical Training Centre Mr. Hamidulla Hamim Basic Education Officer - NE Prov- ince Training Provider Mr. Haji Wajid Director (?) Badakhshan Institute of Technology

ESRA ESRA Mr. Ali Madad Engineer (ESRA) ESRA – KFW - Integration Dr. U. Frings Senior Advisor KFW and GTZ ESRA - Integration Oliver Haas Coordinator Gender Unit German Cooperation Ms Pauline Tweedy Specialist ESRA - Integration Christian Lempelius Short Term Expert

Donors and NGOs USAID Mr. Dan Vincent Afghanistan Energy Capacity Build- ing Program World Bank Mr Saurabh Yadav Energy Specialist South Asia Sus- tainable Development The World Bank New Delhi, India

Meetings Institution

Inter-Ministerial Commission for Energy (ICE)

Subcommittee for Renewable Energy and Rural Electrification Strategy (Sub-ICE)

- 152 Capacity Assessment in the Subsector of Rural Electrification through Re- newable Energy – Organisations Short-term Mission Report Bemmerlein-Lux - July 2009

6.12. Terms of Reference The consultant carries out the capacity assessment on the individual and organizational levels in close cooperation with the second consultant (Dr. Sabine Schmid) analyzing the network and system level. This includes: • Familiarize with the CD-Concept of GTZ, ESRA’s approaches and interventions, the CA scope (including objective, products, value chains) and process architecture, etc. • Exchange information on CA with 2nd CA Consultant and clarify cooperation • Prepare presentations for informing ICE and ICE subcommittee on the planned CA • Design methods and tools for the CA analysis on the individual and organization level and submit to AV for approval • Conduct the CA analysis on the individual and organization level • Debrief after each mission ESRA-Team • Debrief after each mission second CA consultant • Present intermediary results after each mission to key stakeholders • Support ESRA-Team in preparing meeting schedule for CA Analysis (interviews, workshops, etc.) • Advice ESRA-Team on upcoming issues

Deliverables • Presentations on CA analysis for ICE and ICE subcommittee • Interim and final workshops for core group/key stakeholders; • Debriefing events for ESRA-team; • A summary two-page overview in easily accessible form for wider circulation; • Confidential papers/reports on special issues; • Draft reports circulated as specified.

Tasks: To prepare the future implementation of a RESRET development strategy, institutional capacity should be assessed and institutional capacity-building measures proposed if necessary. The assessment should relate to performance records and existing capacities at the level of line ministries, coordinating bodies and provincial authorities, focusing on gender and available know-how related to planning and implementing RE projects in the context of rural electrification. Know-how and performance deficits should be highlighted, and the main causes for sub- standard performance identified. Based on the analysis, an institutional strengthening plan should be elaborated featuring resource requirements as well as specific measures, such as new recruitment and training programs. Training should involve:

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• defining target institutions and groups • conducting a training needs assessment • elaboration of a training plan, • suggest measures to implement training programmes The training programmes should have on- the-job training components, a formal training and a study tour component and should be closely oriented to key requirements for implementing the proposed strategy. The study tour should have the purpose of familiarizing key Afghan staff with international experience regarding implementation of RE development and rural electrification strategies.

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ANNEX 2

Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy

Tools and Approach

September 2009

F. Bemmerlein-Lux c/o ifanos concept&planung Vordere Cramergasse 11 90478 Nürnberg - Germany

TEL: +49 (0) 911 486 487 18 / 14 Mobil: +49 (0) 160 1564 066 FAX: +49 (0) 911 486 487 10

[email protected]

Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy – Organisations Annex Mission Report: Methods CA-“Organisations” Bemmerlein-Lux - July 2009

These “tools and approach” are based on experiences form various GTZ, InWEnt and EU programmes in China, India and Mozambique in the field of Capacity Development.

1 Guideline for Interviews/Interactions

Guideline for Interactions and Interviews with main Target Institutions and Organisations Objective: Get information about existing and necessary conditions of the system, the organisations, the individuals and the networking of the addressed institutions as a basis to design Capacity Development Programmes and activities to: Enable Subsector authorities and funding agencies to decide on strategy for rural electrification through renewable energies so that it is commensurate with the implementation capacity in the sector; Establish more firm collaboration modalities between several actors in the Subsector, based on a joint understanding of capacity and constraints; Enable authorities to approach other important stakeholders to propose remedies for institutional constraints that cannot be solved at Subsector level;

Enable ESRA to decide on capacity development targets & interventions in the Subsector related to managerial and technical skills and knowledge Create awareness among stakeholders about possible need for change and to select, initiate and/or strengthen required training providers

The selection of the institutions/organisations is based on: Map of relevant institutions/organisations (derived form information of programme team members and results of previous interaction with stakeholders) Background papers of the programme Information achieved during the interactions

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General Guideline for Interviews

Process of interviews The collection of information is done in an open interview and discussion process. It is based on a preparation for each interview / meeting. The results are discussed with project team members before finalisation of the interview report. The interviews are diagnostic, thus the method used is open-ended and informal. The evaluator’s/interviewers role is to listen and not to judge. His/her role during an interview is to understand how the organisation views itself and not interfering with recommendations about how it could function more effectively.

1. Preparation: • Determining what needs to be assessed. • Selection of appropriate questions – topics from the general guideline. Add or delete “focus on:”. 2. Collection of information in interviews or discussions in meetings 3. Analysis • Transcribing the interview information in assessment sheets • Tentative: Calculating a score for each category and component (format has to be developed) 4. Summary and Report: Combine the results and report -> gives the basis of further analysis and comprehensive overview of the CA

General scheme for the interviews: • They have to be filled with leading questions and concerns according to the organisation/the rank and person to be interviewed. • After the interview the results are added (coloured fields) and structured • Ideas and suggestions emerging during the interview are added in separate paragraphs • Topics not covered and or emerging after the interviews are listed at the end. • Collected or related material should be added as annex

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Organisational Capacity Assessment Date of Assessment:

Name of Organisation:

Location:

Conducted by:

Person interviewed

(status)

Other persons present

1) System: Policy and legal framework

• What are their present and future mandates, responsibilities, tasks or activities which are relevant in the context of a project? • What political and legal framework conditions • How are these conditions developed? Which framework conditions hamper the process? • Who are the main institutional stakeholders in the (change) process? • Who are the other organisations or institutions which play an active or a passive role? • How can they be characterised in terms of their network, their work processes, formal and informal structures and resources?

Results:

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2) Organisation: Organizational capacities Focus on:

• Strategies, objectives and planning processes • Resources (human and infrastructure) o What infrastructure exists?

o What communication facilities? • steering structure o Soft and hardware capacities? • tendering/ licensing o Staff pattern, organigrams processes, • External relations and cooperation • monitoring system • Formal and informal structures and cultures • What are the deficits and problems? • How can they be improved?

Results:

3) Individual: Human Resources – staff profile: Focus on:

Managerial key competencies • strategy development • Who are the relevant people that play a role and that have tasks and responsibilities? What positions do they have (levels *) • Leadership, steering, cooperation management • What socio economic and cultural background, their absorption capacity and their market interests do they have? • Planning competencies • What capacitates do they have? • Auditing, Quality assurance, • What are their main needs? • Interpersonal: communication – teamwork • How can sufficient and appropriate personnel resources be – conflict management assured? • Writing of proposals, ToR, • Main deficit - Major obstacles? • Technical competencies

o Add main requirements

Results:

Training of staff: • Exists a Human Resource Development Programme or opportunities? • What themes and methods • Other training courses (private, other public organisations) • Absorption capacity (time wise) • Experience with past training - preferences

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Results:

4) Networking: – Cooperation - Coordination Focus on:

• Existing cooperation (knowledge management) networks? • Other line ministries • Lower/higher authorities of the same institutions • Negotiation skills • Private sector / Investors • Leadership • Donors • Presentation skills • NGOs local • Conflict management • With what organizations coordination, co- production or knowledge management exists – should be developed?

Results:

Material collected (files, hardcopy etc.) Links

Information still to be achieved - Potential Source

Possible project contribution - ideas discussed:

•

Ideas as result from the interview Potential Source

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*) Staff Levels – a first guess

Above Rank Minister and Deputy Minister, Advisors Focus: Policy Rank 1: Experts, Heads of Units, General Director Focus: Management Rank 2: Director Focus: Management Rank 3: Secretaries, Focus: Management Rank 4: Lecturers, Secretaries Officers Focus: Management and Operational Rank 5: Lecturers, Scientific and Technical Staff Focus: Operational Rank 6: Supporting technical staff Focus: Assistance

For each meeting/interview this general scheme is adapted with respect to questions and focus

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2 General Approach of a Capacity Building Needs Assessment for Institutions

Target Organisations / Institutions and Target Groups in a Change Process

The basis of any capacity and training system is a definition of the target institutions/organisations and the target groups. They form the clients and customers of any service oriented system. The first task of a Capacity Development Programme – and the first step of a Training Needs Assessment (TNA) - is to define the target organisations and groups in the framework of the overall goals of an initiative or programme. These target groups have to be differentiated according to their type of role and function and their networking in the system. Their differentiation also depends on the goal and objectives, best described by the answer to the question: What is the capacity building and training good for? Most of the CD & Training projects and efforts lack a differentiation and clear picture of their target institutions/organisations and subsequently of the target group (as “representatives” of their organisations) and, as a consequence, the efficiency of the Capacity Development efforts is restricted. The consequence is that any Needs Assessment (TNA) and training course design becomes arbitrary, delivery of courses and participants recruitment difficult and training impact evaluation impossible or misleading.

Target institutions/organisations are not necessarily the stakeholders of a project or programme.

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Figure 1: Steps for a Human Resource Development concept and strategy

1 Steps 1 to 3: Preparation of the Training Needs Identification of Assessment and programme development target organisations and institutions 2 Identification of Qualified target groups Characterisation of all 3 Steps 4 to 6: Needs assessment and involved organisations Qualified Training and institutions programme design characterisation of all providers and involved target resource groups for training persons 4 Definition of awareness and Selection of training mobilisation institutions for skills requirements training, supporting 5 organisations like Training needs The awareness and NGOs and resource and definition of dissemination Step 7 persons for skills training programme: Target Design / dissemination and programmes group specific 6 adaptation of training structure the organisation awareness, Design of a & management motivation, and The skills training Train-the- structure Step 8 mobilisation activities. programmes: Target Trainers Design of a group specific skills programme quality training objectives Organisation assessment and and appropriate structure for the Train-the-Trainers control activities & training capacity development Step 9 programmes for the mechanism types system with clear Design of a training providers responsibilities and feedback and definition of Define the quality training impact interrelations and criteria for all outputs evaluation information/decision and deliverables - mechanism management of the control mechanisms system Impact indicators, Steps 6 to 9: CD-management design feedback and evaluation procedures

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2.1 TASKS and Process for the Selection of TO&I

Expected Result: A list of all the organisations and/or institutions which are of relevance for a project (or a process) with a description of their present and future responsibilities, mandates and roles and a summary about the direction of change - this characterisation has to include • Strategies, objectives and planning processes • Resources • External relations and cooperation • Formal and informal structures and cultures

Key Questions: • Who are the main institutional stakeholders in the (change) process? • Who are the other organisations or institutions which play an active or a passive role in the change process? • What are their present and future mandates, responsibilities, tasks or activities which are relevant in the context of a project? • How can they be characterised in terms of their network, their work processes, formal and informal structures and resources?

Figure 2: Change Process on the level of the organisations & institutions

Target O&I Target O&I Their existing: Their future: - Mandate - Mandate - Responsibilities - Responsibilities - Tasks How to get there? - Tasks With respect to the With respect to the What changes are projects goals necessary? projects goals

What can capacity development contribute?

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TOOL 1: Definitions for Target Institutions / Organisations (TO&I) The Target Institutions/Organisations are those who will have to develop capacities to match with the requirements of a change process. They are the units and constitute the organisational (and work) context of the subjects (or Target Groups). Their institutional capacities will be developed by training their staff or members. The organisations are the major target for CapDev efforts and their necessary change in role, function and performance is the basis of defining the “change needs” in terms of mandate, organisation, management and service. These needs will be used to derive performance and impact indicators. Their manpower will be analysed to detect their training and awareness needs

Mandates are official or authoritative commands, orders or injunctions, commissions or judicial precepts for an institution (or persons within). Since the mandates are the basis of the activities and responsibilities this information will provide the basis to assess their existing and future roles. (for NGOs no formal mandate might exist, so their statues or similar should be used) The information about existing and future mandate will form the basis for the Capacity Development Needs.

Responsibilities of the Target Institutions/Organisations are derived from the mandates and define the areas in which the organisation is working and for which it is accountable, or answerable, as for a trust, debt, or obligation. With the responsibilities the main areas of work and activity are defined. It is the basis for the definition of the tasks of the human resources.

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Figure 3: Flow chart of the process towards capacity building needs

Step 1: The Target Organisations & Institutions Which Organisations are important?

STEP 1a: Identification of Target R 1a: Qualified Organisations and Characterisation of all involved Institutions Organisations and Institutions

STEP 1a-1: Identify all the relevant Result 2-1: Qualified Target Organisations incl. lists of all relevant Training Providers: Institutions and • Strategies, objectives Organisations involved and planning processes • Resources • External relations and cooperation Result 2-2: Qualified • Formal and informal STEP 2: lists of Training structures and cultures Selection Criteria and Providers Selection of Training Providers

STEP 1a-2: Identify present responsibilities of Target Organisations Result 1a-1: Lists of Capacity Development areas to be addressed in Compared with a CapDev programme for all Target Organisations STEP 1a-3: Identify future responsibilities of Target Organisations

Result 1a-2: List of STEP 1a-4: Target Organisation Definition of specific objectives and objectives and expected results expected results for the Target Organisations

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TOOL 2: Characterisation of Institutions and Organisation - form

Name

Acronym / Type

Present mandate / functions / responsibilities in relation to Rural Electrification through Renewable Energies (RERE)

Human Resources

Financial resources

Infrastructure

External relations and cooperation

Formal and informal structures and cultures

Strength

Weaknesses

Potentials

Future mandate / functions / responsibilities in relation to Rural Electrification through Renewable Energies (RERE)

Summary of Capacity Building Needs

Relation to the programme, Comments

Links

Sources

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2.2 TASKS and Process for the Selection of Target Groups

Expected Result: A clear picture of the existing and the future role and tasks of the human resources directly and indirectly involved in a project

Key Questions: • Who are the relevant people that play a role and that have tasks and responsibilities in the Target Organisations • Are the target groups sufficiently differentiated and characterised so that their capacity needs, their socio economic and cultural background, their absorption capacity and their market interests can be integrated into a Capacity Development strategy? • Are the groups sufficiently homogeneous in terms of level and function so that they might have the same training needs?

Figure 4: Change Process on the level of the involved persons and their responsibilities and tasks

Human Resources of Human Resources of the Target O&I the Target O&I What Awareness and Their existing: Their future: mind-set, knowledge and - Responsibilities & skills do they need to be - Responsibilities & - Tasks able to perform in the - Tasks future? With respect to the With respect to the projects goals What training events are projects goals necessary to bring them

there? What institutional changes are necessary that they can use their new skills?

Who is going to guide and supervise this change process? Who is going to train the people? – Training Providers Who is monitoring and evaluation the success and adjust the measures?

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TOOL 3: Definitions for Target Groups (TG) The Target Groups are the people (the ‘human resources’) whose work (in the broadest sense) is related to the existing and planned activities in the sectors under consideration. They are seen as representatives of an organisation /institution. Each TG should be homogeneous with respect to their actual tasks and performance (independent of their educational background). A structured list (according to function and status) of all the relevant people for each of the TO&I and an estimate of the numbers of each TG is necessary to assess the size of CapDev effort and for budget estimation.

Responsibilities of the Target Groups define the areas in which the people are working and for which they have to be qualified and accountable. To know the areas which are relevant in the change processes and the change required with an estimation of the number of people to be involved.

Tasks of the people are concrete everyday jobs to meet the requirements of the responsibility of the organisation/institution. (For instance, a trainer’s responsibility is to teach. Therefore his tasks are: prepare the training module, present the contents of the module, give exercises, keep discipline, evaluate the results, write a training report, keep up to date about the issues he is teaching etc.) The identified tasks (for present situation and for future performance) will give an overview about the awareness, skills and knowledge existing and required.

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Figure 5: Flow chart of the process towards training needs for Target Groups

Design of a HRDP Step 2: The Target Groups Which people/personnel are involved in which function?

STEP 1b: R 1b: Identification and qualified Identification of Target characterisation of all involved Target Groups Groups for Training

STEP 1b-1: Identify present and Result 1b-1: future responsibilities Approximation of numbers and size of Target of people according to Groups organisation, level, and responsibilities

STEP 1b-2: Result 1b-2: Lists of Compile a comprehensive responsibilities, task fields list of tasks relevant for the and tasks as basis for change process awareness building mobilisation and skills training measures

STEP 1b-3: Identify present tasks of Target Groups Result 1b-3: List of Compared with awareness building Requirements for Target groups (chapter 3) STEP 1b-4: Result 1b-4: List of training Identify future tasks of needs of the Target Groups Target Groups (chapter 4)

STEP 1b-5: Result 1b-5: List of target Definition of objectives group specific objectives and expected results for and expected results the Target Groups

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The objective of the identification of the TG is to assess the requirements for their awareness building as well as their specific skills training needs in terms of their functions, responsibilities and tasks. The results are the basis for deriving awareness requirements and skills training objectives.

TOOL 4: Suggestion for levels in the public administration (Afghanistan)

Focus

Level 1 Minister and Deputy Minister Policy

Level 2 Executive head - General Director, Director Management

Level 3 Divisional heads - Head of section Management

Level 4 Officers Management and Operational

Level 5 Scientific and Technical Staff Operational

Level 6 Supporting technical staff Assistance

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Figure 6: Steps: From Target Groups to Training Objectives

Target groups (steps 1 to 3)

Characterisation in terms of Institutional functions in the requirements change process

Tasks in the project Existing and responsibilities competencies Details of steps 4 and 5 What are they able to Required do? What potential do competencies for they have? In terms of the project knowledge, skills awareness and attitudes

What do they have to be able to do? What potential do they Organisational need? In terms of: environment knowledge, skills awareness/ attitudes.

With respect to the new tasks: If it shows that the environment can be improved by training other target groups, too, they have to be Training needs included in the list of target groups

What are the derived training needs in terms of awareness, Type of training knowledge and skills? What type of training can solve this problem? What Objectives, contents is the absorption capacity and expected results of the trainees?

What would be the broad contents and the expected results of such training? - 18 - Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy – Organisations Annex Mission Report: Methods CA-“Organisations” Bemmerlein-Lux - July 2009

2.3 Main HRD Types The required Human Resource Development measures/modules will necessitate different types of training activities to be selected according to their appropriateness for the target groups and the perception of their needs. A Human Resource Development type is a category of training/interaction which includes the pedagogic approach and its duration. Each type (including duration etc.) has to be carefully selected in order to produce optimal results. According to the tasks and analysis of the RE-RET process, HRD-packages (combination of different training and exposure types in a balanced sequence) are suggested.

Table 1: Main Types of Human Resource Development Measures

Type Explanations

Awareness Presence of RE-RET relevant information (incl. posters, brochures, flyers … ) Building • Main target groups: all

Sensitisation (incl. media campaigns … ) • Duration: --- • Main target groups: all

Orientation (including workshops, campaigns, exposure visits, conferences …) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Motivation (incl. best practices, study tours, examples … ) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Mobilisation (incl. campaigns, workshops, practical work, participation … ) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Developme Development workshops (incl. Technical Working Groups) nt • Duration: 1 to 3 days • Main target groups: all political, managerial, technical stakeholders and users

Skills Technical skills training on vocational level (incl. engineering, design, planning, training operation, transmission/mini grids) • Duration: 3 to 24 months • Main target groups: Planners, System Specialists, Operators, Installers, Distributors, Labourers, Trainers

Managerial skills training (incl. coordination, project development framework, project identification, operation planning, conflict resolution, decision making, communication and presentation, media work, proposal writing, financing tools and mechanisms … ) • Duration: 1 week to 6 months • Main target groups: Administrators, Regulators, Providers, Planners, System Specialists, Operators, Installers, Distributors, Trainers

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Type Explanations

Administrative skills training (incl. office management, reporting, book keeping, procurement, documentation … ) • Duration: 1 week to 6 months • Main target groups: Administrators, Regulators, Providers, Planners, System Specialists, Operators,

Short duration technical skills training incl. summer school • Duration: 1 to 10 weeks • Main target groups: Regulators, Providers, Planners, System Specialists, Operators, Installers, Labourers, Trainers, Productive users

On the job training (technical, organisational, administrative …) • Duration: 3 week to 12 months • Main target groups: Administrators, Regulators, Providers, Planners, System Specialists, Operators, Installers, Labourers, Distributors, Trainers, Productive users

Special skills courses for updating existing knowledge • Duration: 1 week to 6 months • Main target groups: all

Training of Training of teaching skills (in combination with technical, administrative and Trainers managerial skills training) • Duration: 1 week to 12 months • Main target groups: Trainers

Basic Skills Basic working tools training like English, Dari, Computer skill • Duration: 3 week to 12 months • Main target groups: upon necessity

Academic • Long term academics - partnerships • Main target groups: Trainers

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2.4 “Characterisation” Template for HRD Measures

Table 2: Module Characterisation Template Title Short title of the module or package Code: xxx-xxx-n

Field of Competence The main field of competence that is the most relevant to this module. The fields of competence match the ones identified and explained in a separate paper. Relevant RESRET The phase in long version according Standard (1) Essential modules for the Target Phase to the “Process of RESRET” Groups/Organisations Advanced (2) Advanced modules that build on standard ones and/or provide more in depth information and skills Specialised Specialised modules are not (3) relevant for all the Target Groups, but are more tailor made according to emerging requirements in the specific case. They are not at all complete and new subjects may emerge in the process. Target Relevant Target Groups (and organisations) the module applicable Group/Organisation Course objectives and Short list of the expected results in terms of awareness, knowledge and skills for the expected results: module. The objectives were derived from the analysis and listing of the responsibilities, the mandates and the tasks of the different Target Organisations in the course of the “Process of RESRET” Short description of List of main contents to reach these objectives. This list is not exhaustive, but is likely contents to capture the most important inputs to be covered. Linked Modules – If the module needs input and/or is linked to this module it is indicated in this field. Prerequisites:

Duration: Estimate of the duration of the module (if an Exposure visit is part of the package, always one day is foreseen). The duration should be handled flexible according to the concrete needs of the target groups learning process) No. of Participants Estimate of a maximum number of participants. This estimate is based on best pedagogical practice experience and is not binding. Training/WS Provider Potential service provider (Training Institution etc.) for this module Venue/Place If adequate, the place of the teaching is given here Comments Comments about specialities on methods, demands, differentiation, experience etc.

Existing Material As far it was known to the authors, here existing material and/or established courses is referred to. To be done If possible the need for change, amendment, fine tuning or new development is indicated here.

Training requirements for If needed special comments on the required experience and knowledge for the trainer Service Provider and/or the service provider is listed here.

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Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy

Structure for Rural Electricity Service through Renewable Energy

Tasks and Responsibilities

AUGUST 2OO9 VERSION 10

F. Bemmerlein-Lux – Dr. E. Naumann - 2009 c/o ifanos concept&planung Vordere Cramergasse 11 90478 Nürnberg - Germany

TEL: +49 (0) 911 486 487 18 / 14 Mobil: +49 (0) 160 1564 066 FAX: +49 (0) 911 486 487 10

[email protected]

Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Content

Policy Making and Concept Development (RESRET)...... 6 A. National Implementation Strategy ...... 6 Preparation of political decision making and cooperation of stakeholders ...... 6 Discuss and coordinate rural electrification policy ...... 7 Develop further a political and institutional infrastructure for RESRET ...... 8 Funding and budgeting policy ...... 8 Decide on regulation mechanisms ...... 8 Development of Service Quality Control...... 9 Education and Human Resource Development ...... 10 B. Provincial Electrification Concept ...... 11 Baseline of electricity supply of the Province...... 11 General RE-potential and demand assessment for the province...... 11 Define a provincial supply concept ...... 12 Review of gender sensitivity of the electrification concept...... 13 C. Planning of Concept Realisation ...... 14 Planning of implementation ...... 14 Initiate decision making and coordination of RE in the province ...... 15 Monitoring of concept realisation...... 15 D. Participatory Planning Process for Electrification Projects...... 16 Establish a method of user mobilisation ...... 16 Assist in or initiate project proposal generation...... 16 Compilation of Requests ...... 16 Project proposal assessment and prioritizing (form requests and other origin) ....17 Project endorsement and allocation of project budgets ...... 17 Project design and project planning – project approach ...... 18 Definition of an appropriate operation and management model...... 18 Monitoring and Evaluation of Project Progress ...... 18

Implementation of RESRET Projects...... 19 A. Standardisation of Planning Processes for Electrification Projects ...... 19 Detailed siting and site assessment of the project...... 19 Definition of an appropriate technical Supply Concept ...... 19 Decision of implementation...... 20 Integration of service quality control into planning processes...... 20 User mobilisation...... 20 Identification of on-site technician(s) operator ...... 20 Tendering for design and construction of the technical generation and distribution system...... 21 Tendering for O/M of the supply system...... 21 B. Construction...... 22

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Construction / Installation / Commissioning ...... 22 C. Operation and Supply Management ...... 23 Legal agreements, fee structure and subsidising...... 23 Business Plan - Operational cost plan ...... 23 Implementation of Fee Collection procedure ...... 23 Customer service and advise...... 24 Promotion of Productive Use of RE (PURE) ...... 24

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Table 1: List of Target Organisations and their Responsibilities and Roles

Target Organisation Level Main Functions

Acronym Full name

DEC Political Decision Nat. Binding decisions on RESRET Makers: Parliamentarians, Cabinet

ICE Inter Ministerial Nat. Integration of RE in a general concept of electrification Commission on Coordination of donors, International Financing Institutions and other Energy stakeholders in the RESRET sector

ICE-SUB Sub-Committee of Nat. Coordination and information exchange for RESRET RESRET Elaboration of a draft national strategy for rural electrification through renewable energy in form of a cabinet proposal.

MEW Ministry of Energy Nat. The line ministry for energy within the government structure, and and Water responsible for the development, establishment, planning, monitoring and survey and design of power supply systems and networks, distribution infrastructures, power generation units, and preparing long term plans for improving and developing living standards of people.

MEW-PL Ministry of Energy Nat. Responsible for providing policies, policy making, planning and and Water - Energy monitoring electrification and assessments. Its departments are Planning Unit responsible for Energy Engineering, Energy Transmission & Distribution, and Thermal & Diesel Energy and 2 departments with focus on RESRET.

MEW- Ministry of Energy Nat. The mandate and responsibilities are focused on Renewable Energy RED and Water - and Electrification in rural and urban areas, where the electricity Renewable Energy generation and service is operated through local and regional grids and operated by DABS or its subcontractors. Department (of the MEW)

MEW- Ministry of Energy Nat. Provide technical services to the Ministry and surveys, designs and SU and Water – Survey evaluates projects (Water and Energy) with a number of departments department like Engineering, Geology, Hydrology, Hydrogeology, Hydro-techniques (Dams, Gates, Channels etc.), Lab

DoWM Department of Prov. The basis of the work of the Department of Water Management is the Water Management (new) Water Law. DoWM is responsible for irrigation, drinking water, ground water and hydropower. Under River Basin Programmes the departments are responsible for the preparation of Master Plans for the use of water, water flow, and potential of resources which includes the potential sites for Electricity Production larger than 100 MW.

AEIC Afghan Energy Nat. Collect, analyze, and share unbiased information about energy in Information Centre Afghanistan that is, accurate, and timely. The scope of coverage includes information about electricity, oil & gas, coal, energy efficiency

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Target Organisation Level Main Functions

Acronym Full name

and renewable energy. Energy information needs to relate with immediacy to residential consumers, and industrial and commercial users, and to producers and suppliers of energy products. (USAID)

DABM/S Da Afghanestan Nat. To supply and expand electric energy to all areas of the country. To generate, purchase, procure, transmit, distribute and supply such Breshna Mosessa/ Prov. Sherkat (National electric energy to its customers. To construct, erect, purchase, lease and in any manner acquire, hold, Electricity Utility) own, maintain, operate, sell, dispose of, and lease buildings, plants, works, machinery, supplies, apparatus, equipment and transmission and distribution lines or systems for, operating, maintaining and financing the supply of electric energy.

MRRD Ministry for Rural Nat. Design, finance, and implement relief and economic development Rehabilitation and programs for rural areas of Afghanistan: rural development needs, Development including irrigation, water supply, rural roads, enterprise development, rural credit, and rural energy.

DRRD Department for Prov. Coordinate all infrastructure development in the province under the Line Rural Rehabilitation Ministry MRRD – Supervise the MRRD programmes (NSP and ABRDP) and Development

NSP National Solidarity Nat. Financing and guidance of community based RE-Projects in a bottom p Program process by CDCs (up to 100 KW) organised by FPs and NSP-PMUs. Prov.

NSP Project Prov. Steering, coordination and guidance of the implementation of RE PMU Management Unit of projects in communities (up to 100 KW) the NSP

ERDA Energy for Rural Nat. Promote, plan and monitor rural energy development activities, survey Development in and monitor field level activities, build capacities, prepare policies and Afghanistan standardize engineering design and quality control of equipment Program (of the MRRD) Support DDAs on decentralized energy planning and supervision of community led activities Support CDCs on installation and operation of sustainable energy systems with demonstration projects (Micro Hydropower up to 100 kw) Support the communities in understanding the productive uses of electricity to reduce drudgery and improve livelihoods

FPs Facilitating Partners Prov. Support, guidance and implementation of CDC-based RE-Projects in (NGOs) cooperation with NSP-PMUs and train stakeholders

MoEC Ministry of Economy Nat. Policy for the economic development and policy - responsibilities in aligning budgets and developmental plans according to ANDS

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Target Organisation Level Main Functions

Acronym Full name

priorities (shared MoF)

DoEC Department of Prov. Representing MoEC in the Provinces Economy

MoF Ministry of Finance Nat. National Budget Planning and budget allocation process

ANSA Afghan National Nat. Service for standardization, conformity assessment, accreditation and Standardization metrology, encouragement of the private sector to participate in Authority standardization, conformity assessment, accreditation and metrology enhance implementation of international standards as well as regional and national standards and their application in business and industry.

CSO Central Statistical Nat. CSO collects, compiles, analyzes and publishes statistical information Office relating to commercial, industrial, financial, social, economic, environment and general activities and condition of the people

ACCI Afghan Chamber of Nat. Advance and promote the economic environment for business, Commerce and encourage investment and advocate responsive government, quality Industry education, and transparent business dealings http://www.acci.org.af

REG Regulator Nat. (not existing) Authority for Quality Control - Independent institution for coordination, mediating and balancing between interests of the different stakeholders ( public sector, the electricity service provider, user groups, NGOs, international donors, of policy making) Management of the RESRET fund

REF Rural Electrification Nat. (not existing) Fund The fund serves as a financial “buffer” between revenues (e.g. user fees, regular public funding, donor funding) and necessary expenses for sustainable operation and management of Rural Electrification systems, including unexpected repairs and replacements.

REU or Rural Electrification Nat. (not existing) REA Agency A public utility for rural RET based electrification, encouraging both, private ESCOs and community based CESPROs for installation, operation and management of efficient decentralised electricity service systems. For that purpose, incentives including providing funds for covering capital (investment) costs would be made available, in cases, if revenues from user fee collection are not covering all system costs arising from installation and operation of quality electricity service to different user groups.

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Target Organisation Level Main Functions

Acronym Full name

CERES Centre of (not existing) RET Excellence for RESRET (RE Transfer of R&D results to field application, advising on implementation Training Academy) of RESRET policy and concept and develop engineering design and system construction and organise training in RESRET

PG Provincial Governor Prov. Political head of the province – not elected.

PDC Provincial Prov. Coordination fora for all development activities of line departments, Development donors, international organisations and NGOs in each province. Within Committee the framework of the Afghan National Development Strategy (ANDS) the PDC has the responsibility to develop a 5-yearly and a yearly Provincial Development Plan (PDP) (chaired by the provincial governors with secretary assistance through the DoEc)

EWG Energy Working Prov. (In Badakhshan only) Support energy planning and coordination of Group activities for the province with all relevant actors in the field of energy - under the leadership of the Department of Economy (DoEc) Set-up in September 2008.

PMU - Rural Electrification Nat. (not existing) REU Agency - provincial Prov. Management Office Provincial representation of the national REU responsible for local guidance, supervision and development assistance.

ESPRO Energy Service Prov. ESPROS: private enterprises, licensed for off grid electricity service provision in well defined concession areas CESPRO Provider CESPROS: community owned enterprises, licensed for off grid electricity service provision in well defined concession areas

ESCO Energy Service Prov. Grid-based power utility, serving the demarcated locations. Under Company concession contracts they take responsibility for providing universal access to quality electricity service and have to guarantee adequate operation and management.

CO Private consulting Nat. Consulting, planning and design of RESRET related services companies Prov.

UR User Prov. Elected or not elected key persons in villages and communities that Representatives speak for the electricity users

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Target Organisation Level Main Functions

Acronym Full name

DG District Governor Prov. Key decision maker for the Provinces – not elected

DDA District Prov. Voluntary Assemblies at district level established under the Development programmes of MRRD (under the general Afghan National Assembly Development Plan (ANDS)

CDC Community Voluntary committee of the community established under the Development programmes of MRRD (under the general Afghan National Committees Development Plan (ANDS)

TCP Technical Nat. Support of the civil development of Afghanistan through international cooperation Prov. programmes (donors, reconstruction and development partners) partners

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Table 2: Topics and Responsibilities – “Actors” and Tasks/Activities in the Process of RESRET Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Policy Making and Concept Development (RESRET)

A. National Implementation Strategy Preparation of Status quo: • Elaboration of a draft national strategy for rural electrification through renewable energy in form of a • cabinet proposal political decision ICE-Subcommittee: “Renewable making and energy and rural Electrification” • • Laws and regulations and a master plan with objectives and indicators for the improvement of rural cooperation of Technical Working Group with 2 Sub electricity supply. Groups: • stakeholders Setting strategic targets for RE applications • Assigning institutional responsibilities Proposed – ideas: • Legal system for the strategy (PPP concession, Regulator, IPP-PPA …) • ICE-Subcommittee: Renewable • Strengthening implementation capacities energy and rural Electrification • • Review, analysis and updating of existing studies: Regulator (fund management) o • on energy needs of the rural population Centre of Excellence for RESRET o on RE investment plans for rural electrification (RE Training Academy) • • Designing the implementation cycle Rural Electrification Agency (REU or REA) • Building consensus among major stakeholders

• Donor coordination in RESRET • Mobilizing sources of finance

• Suggest measures for facilitating an enabling environment for private sector participation • Define possible supply concepts • Decide on regulator mandate/regulating mechanisms etc. • Propose instruments and mechanism for subsidisation • Consider a “ Rural Electrification Fund ”1

1 See below for explanations

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Technical Working Group with 2 Sub • Coordinate activities between MEW and MRRD Groups: o to clarify the roles and responsibilities of MRRD and MEW • MEW – MRRD coordination Sub o coordinate activities in the field RESRET Groups: o enhance capacity at different levels, o Administrative and Legal o share knowledge and information and undertake joint field works and Framework and Economics and o prepare joint proposal for resource mobilization Financing • Consider a common institutional structure for RESRET policy (“DABS for rural electrification”) o Renewable Energy Technologies, Potential and Application Discuss and Status quo: • Integration of RE in a general concept of electrification • Coordination of donors, International Financing Institutions and other stakeholders in the RESRET coordinate rural • Inter-Ministerial Commission for sector Energy (ICE) 2 electrification policy • Strengthen cooperation between the MRRD, MEW, MoF, MoEC and parliamentarians Proposed – ideas: • Conduct information and awareness campaigns and workshops for • Inter-Ministerial Commission for o Politicians Energy (ICE) o Chambers, Industry • Regulator o Technical colleges and training Institutions • Centre of Excellence for RESRET o Universities (RE Training Academy) o General public • AEIC (for the information campaigns) • Offer site visits to functional project sites: o SMEs o Small Hydropower o Community services • Initiate and support press and media campaigns

• Integrate new RESRET policy into ANDS

2 Main Members: • MEW (Dep. Min. Planning Department and other Dept), MoF, MoEC, MoM, MFA, MoCL, MoUD • President Office Advisor to the Vice-Minister, DABS, Donors (USAID, GGO, WB, UN, etc.) •

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Develop further a Status quo: • Introduce: o independent Regulator A Not existing B political and o RE Fund C institutional Proposed – ideas: o Centre of Excellence for RESRET (RE Training Academy) o Rural Electrification Agency (REU or REA )D infrastructure for • Inter-Ministerial Commission for • Include RESRET into the formal educational programme of Afghanistan as a subject of importance RESRET 3 Energy (ICE) • Presidents Office • ACCI • Donors

Funding and Status quo: • Create RE-Budget line Not existing • Create Budget Responsibility on national and provincial level budgeting policy • Proposed – ideas: Include RESRET related funding demands of province early into budget planning process

• Inter-Ministerial Commission for Energy (ICE) • MoF

Decide on regulation Status quo: • Design an institutional set-up including: mechanisms Not existing o Establishment of independent Regulator 4 o Establishment of RE Fund Proposed – ideas : o Establishment of a Centre of Excellence for RESRET (RE Training Academy) • Cabinet through ICE-(and sub • Members of Regulator committee) o MEW • Stakeholders of the concerned o MRRD Institutions o Chamber of Industry and Commerce ACCI o Representatives of the private industry (society of ESCOs) o PDCs ? o User Representatives

3 Main Members: MEW (Dep. Min. Planning Department and other Dept), MoF, MoEC, MoM, MFA, MoCL, MoUD - President Office Advisor to the Vice-Minister, DABS, Donors (USAID, GGO, WB, UN, etc.) 4 : NRECA International - December 22, 2008: Organizational Review and Recommendations for the MRRD Energy for Rural Development Program establish: • Rural Energy Unit (REU) - Energy Fund (REF) - RE Training Academy

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

o ANSA o Donor representatives would be included as advisors, if appropriate

• Allocate tasks to the “Regulator”: o Authority for Quality Control o Mediating of conflicts of interests between policy making, electricity providers and user groups (incl. development of mediation and conflict resolution instrument s and mechanisms) o Management of the RESRET fund (for subsidies, new projects, major repair work ... )

• Allocate tasks to the Centre of Excellence for RESRET (CERERET or Rural Energy Institute): o Transfer of R&D results to field application o Advising on implementation of RESRET policy and concept

• Define purpose and operation of RE-Fund o Part of the revenues are payable into the fund o Payment of bigger repairs

Development of Status quo: • Apply technical standards / specification (as compulsory) for system components and system performance (for implementation) Service Quality Not excising • Monitor and evaluate electrical service supply with regard to quality Control Proposed – ideas: • Develop a fine instrument in case of non compliance • Develop and survey user contracts • Regulator • Develop and survey provider contracts • Rural Electrification Agency (REU or REA ) • RE Fund

Data Provider: • AEIC • ANSA • Legalise all developed quality standards (compulsory of as recommendations - labelling)

Status quo: • Scientific backup for electricity service quality control • Survey and evaluate national and international best praxis and experiences Not excising • Adjust and recommend sets of international standards (e.g. International Electrical Standards - IEC) Proposed – ideas:

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

• Rural Electrification Agency (REU or REA ) • Centre of Excellence for RESRET (RE Training Academy) Data Provider: • AEIC

Education and Status quo: • Awareness Building Measures: o Presence of RESRET relevant information (incl. posters, brochures, flyers … ) Marginal in different Organisations / Human Resource o Sensitisation (incl. media campaigns … ) training providers (like MEW vocational Development o Orientation (including workshops, campaigns, exposure visits, conferences …) training centre, Universities o Motivation (incl. Best practices, study tours, examples … ) Proposed – ideas: o Mobilisation (incl. campaigns, workshops, practical work, participation … ) • Development workshops • Network of vocational training • Long term academics - partnerships providers • • Technical skills training on vocational level (incl. engineering, design, planning, operation, Centre of Excellence for RESRET transmission/mini grids) (RE Training Academy) • Managerial skills training (incl. coordination, project development framework, project

identification, operation planning , conflict resolution, decision making, communication and presentation, media work, proposal writing, financing tools and mechanisms … ) • Administrative skills training (incl. office management, reporting, book keeping, procurement, documentation … ) • Short duration technical skills training (1 to 10 weeks) incl. summer school • On the job training (technical, organisational, administrative …) • Special skills courses for updating existing knowledge and skills • Basic working tools training like English, Dari, Computer skills

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

B. Provincial Electrification Concept Baseline of Status quo: • Development of data base o Existing utilities (and their characteristics) and distribution electricity supply of Not in a systematic way: o • Existing grids the Province MEW – Survey department o Neighbouring grids and installations • MRRD • DABM o Population distribution • ERDA o Community service installations • PDCs o Roads and other access • Technical cooperation partners o Natural Risks (prone areas for floods earthquakes, landslides) o Proposed – ideas: Land use o Economic and productive characteristics • Centre of Excellence for RESRET (RE Training Academy) o Existing RE resources (Water, Wind, radiation and other resources) • DoWM • MEW energy planning unit • Compilation or improvement of existing baseline data • Private consulting companies (e.g. for socio-economic survey) Data sources: • AEIC • Central Statistical Office • Chambers of Commerce • Surveys initiated by donors

General RE-potential Status quo: • Develop and apply methodology and standard forms for data assessment • and demand Technical cooperation partners • Application and assessment of existing data bases – baseline data (ESRA) assessment for the • ERDA wants to do • Estimation potentials of natural RE resources for: o Hydropower province Proposed – ideas: o Radiation • Rural Electrification Agency (REU or o Wind REA ) o Others like biomass and geothermal • Centre of Excellence for RESRET • Assessment of existing utilities incl. local, regional and national grid capacities

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

(RE Training Academy) • Private consulting companies • Assessment of Socio-Economic Potentials o Demographic structure and settlement patterns Data sources: o Growth rates • AEIC o Roles of gender • Central Statistical Office o Poverty • Chambers of Commerce o Social service infrastructure • Hydrology (MEW/Department of o Assessment of natural resources and potentials (e.g. tourism) and resources (e.g. minerals, Hydrology, River Basin Management gemstones) Programmes) o Assessment of productive use and important economic activities (e.g. main agricultural products, special local products and handicraft), o Identification of socio-economic growth centres, economic potentials o Development priorities

• Assessment of technical and qualification potentials o Level of education and skills – literacy o Review of projects and RET utilization RET related technical infrastructure o Performing Surveys - Quality of operation and management

• Survey and assessment on RE demand and growth rates

Define a provincial Status quo: • Elaboration of an electrification plan o • Set priorities supply concept Technical cooperation partners o Give options for Local-, regional grids, stand alone (ESRA) o Outline long term options for the interconnection to the national grid • Energy Working Group • ERDA (wants to do) • Definition of criteria for interconnection of clusters, connection to regional grids and national grids. Proposed – ideas: • Definition of technical standards (incl. Technical standards for interfaces)

• Mid-term: technical cooperation • Outline a first financial and economic analysis partners o Balance of costs and revenues • MEW (energy planning unit) o Coverage of operational costs • Rural Electrification Agency (REU or • Fee and tariff structure REA ) • Need for subsidies in case revenues are not covering operational costs

Control of compliance: • Regulator

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Data sources: • Centre of Excellence for RESRET (RE Training Academy) • AEIC Review of gender Status quo: • Develop a monitoring approach for gender related impacts of rural electricity supply as Not existing o Adult education after hours sensitivity of the o Additional income by handicraft Proposed – ideas: electrification o Social activities DoWa concept o Health • Process evaluation and revision according to guideline • Regulator activities with regard to gender impacts (like special arrangements for mother headed families)

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

C. Planning of Concept Realisation Planning of Status quo: • Definition of objectives and indicators • Decide on where which users can be included into the supply concepts (households, public service implementation • Technical cooperation partner and productive use) (ESRA) • Decide on a specific O&M model including responsibilities for construction and O&M Proposed – ideas: o Commercial (user pays full generation and distribution costs + profit) o PPP - concession • Energy Working Groups o Subcontracting construction, operation management of both 5 • DoWM – energy unit o Leasing for operation and maintenance • Rural Electrification Agency (REU or o Community based ESPROS REA ) • Definition of ownership of generation and distribution systems • Outline the possible subsidising structure

• Application of criteria for interconnection of clusters, connection to regional grids and national grids

• Prepare a tasks list for community energy committees and local operators for Operation & Management

• Design of the user mobilisation process

Proposed – ideas: • Develop (standard) concession and user contracts • In case of PPP: Balancing of business plan with development oriented tariff system with • Regulator subsidisation instruments – decide on subsidies

5 Private company (IPP – PPA) (independent Power Producer based on Power Purchase Agreement)

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Initiate decision Status quo: • Definition of participation structure and mechanisms • • Definition of the decision processes and authorities making and UNAMA, PDC, PG o • Development of a simple project proposal assessment system coordination of RE Energy Working Group in Badakhshan • Streamline all electricity initiatives under one institutional responsibility ( Rural Electrification Agency in the province • At time – three lines of energy (REU or REA ) planning (NSP, PDC and Donor line o Establish/strengthen Energy Working Groups under PDC or + not clear) o Line Ministry departments for energy planning

Proposed – ideas: • Establish rural “ Rural Electrification Agency (REU or REA) – incl. provincial Management Office” • DoWM – energy unit and / or DRRD • Regulator – Regional Representatives • Rural Electrification Agency (REU or REA) - provincial Management Office

Monitoring of Status quo: • Development of indicators for planning and implementation • Monitor the implementation concept realisation Not existing • Revision of concepts and electrification and supply plans Proposed – ideas: • Reporting and documentation of the strength and weaknesses • Rural Electrification Agency (REU or REA) - provincial Management Office

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

D. Participatory Planning Process for Electrification Projects Establish a method Status quo: User mobilization strategy Methodology for user mobilization • Facilitating Partners (NSP) of user mobilisation □ Template Development (standard questionnaire, method of interviewing, team building and Proposed – ideas: composition of teams, etc.) □ Recruitment of teams, selection of competent team members • Energy Working Group or similar • Rural Electrification Agency (REU or REA) - provincial Management Office

Assist in or initiate Status quo: Information campaign for possible user private groups, community service and productive users about advantages and conditions of electrification. project proposal At national level: Conflict sensitive site selection generation • MEW Planning Department • Develop standard application form including: • MRRD o Objective • UNAMA, PDC o Beneficiaries o Financial volume Proposed – ideas: o Own contribution in cash and in kind o Coordinator/focal point • Rural Electrification Agency (REU or o Estimate of power capacity needed REA) - provincial Management Office

• Energy Working Groups in each • Assist in preparing the project proposal Province for an analysis

• Technical Cooperation Partner

Compilation of Status quo: • Check compliance with format • Requests PDC • Rational • NSP Provincial Management Unit • In cases: Ask for supplementation or improvement of requests (NSP-PMU) • Documentation and preparation of requests for processing • Donors Proposed – ideas: • PDC • Energy Working Group (esp. DoWM, DoEC, DRRD, DABS, DoWA)

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

• Rural Electrification Agency (REU or REA) - provincial Management Office ) Project proposal Status quo: • Nomination of a team independent of assessors • assessment and PDC • Develop project assessment criteria □ DoEC->MoEC->MEW / o Realistic assumption about recourses and capacities prioritizing (form MRRD o Probability for realisation based on resources and human capacity requests and other • DRRD->MRRD o Benefits for users and society o Cost Benefit analysis origin) Proposed – ideas: o Social and environmental impact assessment Provincial Level: o Gender sensitivity • Energy working Group & Provincial o Conflicts and synergies with other development measures Council - > PDC o Etc. • Rural Electrification Agency (REU or • Assessment by assessors and summary of results REA) – incl. provincial Management Office National Level • MoEC, MEW. MRRD -> Budget Commission – MoF • Rural Electrification Agency (REU or REA )

Inserted in the National Budget Planning Process Project Status quo: • Include in list of projects to be realised • Allocate Project Management Unit PMU on provincial and national level endorsement and • MoEC Sectoral units ->MRRD/MEW allocation of project • DONORs • Compile International financing mechanisms – if needed • budgets MoF Proposed – ideas: • MoEC Sectoral units ->MRRD/MEW • DONORs • MoF

Project and Budget available

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Project design and Status quo: • Definition of objectives, activities and indicators • Demand verification and Conflict-Sensitivity project planning – • Facilitation Partners • Demand site management • Technical Cooperation Partners project approach • Identification of necessary regulatory framework (e.g. water rights etc.) Proposed – ideas: • Financial modelling (cash flow analysis, profit margins, fee structure etc.) • Rural Electrification Agency (REU or • Deciding on the need for subsidising REA) - provincial Management Office • Establishment of participation structure and plan of project operation • user representatives (plus • Work Plan and evaluation / monitoring procedure subcontractors) (in case of BOO by IPPs)

Definition of an Status quo: • Decision on O/M model Not systematic o PPP - concession appropriate o Leasing for operation and maintenance Proposed – ideas: operation and o Community based ESPROS management model • Rural Electrification Agency (REU or o (Commercial (user pays full generation and distribution costs + profit REA) - provincial Management Office • Suggest Human Resource Development Measures – mainly for operators • user representatives • Development of procedures for collecting of revenues • Conclude concession and user contracts • Prepare procedures to release subsidies, if any

• Regulator • Regulation and supervision of quality of service and tariff structure by Regulator (concession and user contracts) Monitoring and Status quo: • Follow up compliance with provincial RESRET concept • Follow up benefit for users Evaluation of • Technical Cooperation Partner • Follow up indicators and milestones Project Progress • NSP PMU Proposed – ideas: • Rural Electrification Agency (REU or REA) - provincial Management Office

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Implementation of RESRET Projects

A. Standardisation of Planning Processes for Electrification Projects Detailed siting and Status quo: • Make a site survey and determine RE potential on site, • Make a demand analysis and determine demand side management options, site assessment of • MEW Planning Department • Consider suitable system options • DRRD – MRRD programmes: the project • Evaluate the social and economical potentials and impacts (ability and willingness to pay, range of For basic electrification or o ERDA: o investment) for productive use of NSP and Facilitating Partners: • through community requests Prepare options of construction / O&M model • electricity • Donors/International agencies Determine / derive / suggest affordable tariff structure and subsidies (including cross subsidizing from profitable user groups to low income users • Private companies

• Others ?? Proposed – ideas: • Rural Electrification Agency (REU or REA) - provincial Management Office

Definition of an Status quo: According to the site potential analysis (water head, flow, irrigation, etc./wind speed distribution / solar • appropriate NSP irradiance ): • Donors technical Supply • PRT • Definition of system technology (hydro, solar, wind) • System design Concept Proposed – ideas: • Rough estimate of size of system and system components • Public Energy Service Provider • Estimate of system and generation and operation costs (ESPRO) • Commercial Energy Service Provider (ESCO) • Community based Energy Service Provider (CESPRO)

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Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Decision of Status quo: • Endorsement of a technical supply concept • Decide on construction modalities (tendering, outsourcing, etc.) implementation • NSP – DRRD • Donors Financially: “ Rural Electrification Fund ” • PDC- Governor • MoEC – MoF • Others? Proposed – ideas: • Rural Electrification Agency (REU or REA) - provincial Management Office

Integration of Status quo: • Control and approve the project related specifications of technical components and system standards service quality • Responsibilities not defined • Control and approve specific (project related) concession and user contracts control into Proposed – ideas: • In case of PPP: Balancing of business plan with development oriented tariff system with subsidisation instruments – decide on subsidies planning processes • Regulator • Set service quality standards (guarantees for users e.g. availability of minimum service capacity)

• Establish quality monitoring system for O / M User mobilisation Status quo: • Providing awareness and understanding for • Responsible operator in cooperation o Service quality and its limits with donor agency o Responsibilities about paying operating costs of the energy service • Facilitating Partners (NSP) • Information campaigns for beneficiaries for o efficient energy use Proposed – ideas: o potential for productive use • Coordinated by Rural Electrification o tariff system Agency (REU or REA) - provincial o maintenance of infrastructure, Management Office o management requirements and necessities 6 • Promote and offer business management electricity facilitated productive uses (e.g CEFE ) Identification of on - Status quo: The local technician can be selected before the tendering process and consequently has to be employed • Responsible operator in cooperation by the selected operator. site technician(s) with NSP-PMU and donor agency • Define Terms of Reference

6 (Competency based Economies through Formation of Enterprise (CEFE) (http://www.cefe.net/)

20 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

• Defined educational level qualification operator Proposed – ideas: • Provide appropriate training (related to applied technology and educational level) • Responsible operator in cooperation o System and component maintenance with Rural Electrification Agency o Fee collection (REU or REA) - provincial o Record keeping Management Office o Trouble shooting • (and donor agency – if any) o Link with system engineers for fixing major problems o Customer relation and after sales service • Define remuneration level • Advertise job, interview candidates and select incumbents Tendering for Status quo: Assumption: Design and construction are outsourced and separately contracted. • • Development of tender documents for design and construction design and Responsible organisations o Following procurement laws and regulations construction of the Proposed – ideas: o Tender Rules and Regulations of the Public Service have to be observed for designing tender technical generation documents (standards for tendering) • Rural Electrification Agency (REU or o International standards will be made compulsory to be observed and distribution REA) - provincial Management Office o Include supervision through the regulator into the contract system (after endorsement by the regulator) o Detailed design of technical system and components • Regulator – approves commissioning o Bill of Quantities, price structure methods o Work plan o Technical and financial bids have to be submitted separately • Regulating procurement • Definition of commissioning procedure and methods • Bid evaluation o Appoint Assessment Team (including Regulator) o Separate technical and financial evaluation o Develop a set of technical evaluation criteria to be included in the tender document • Design of winners are automatically accepted

-> Contracting

Tendering for O/M of Status quo: Could be combined with the tender process for design and construction • Not systematically defined / ESRA the supply system has lease contract No requirement of tendering in case of Community Based Approach but terms of reference defined by • Responsible organisations Cases: PPP – concession and Leasing for operation and maintenance

21 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

• Development of tender documents for O/M Proposed – ideas: o Use of standard concession contract a core part of the tender document • Rural Electrification Agency (REU or o Following procurement laws and regulations REA) - provincial Management Office o Include supervision through the regulator into the contract (after endorsement by the regulator) o Fix profit margin and repair fund based on revenues from fees o Regulate stock keeping of components and appliances incl. price list o System servicing and component maintenance o Make employment of trained local technicians compulsory o Define service and repair periods o Provision of minimum guarantee conditions o Fee collection mechanisms (incl. fining) o Record keeping o Trouble shooting o Link with system engineers for fixing major problems o Customer relation and after sales service o Work plan o Technical and financial bids have to be submitted separately • Regulating procurement • Bid evaluation o Appoint Assessment Team (including Regulator) o Separate technical and financial evaluation o Develop a set of technical evaluation criteria to be included in the tender document • Operation procedures/details are automatically accepted

-> Contracting

B. Construction Construction / Status quo: • The power plant / RE system will be installed / constructed following the approved design • Supervision of construction following work plan, quality standards, legal use of funds, etc Installation / • Private design/ construction comp. • Commissioning according to defined method • Responsible organisations Commissioning ???? Proposed – ideas: Commissioning Team:

22 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

• Rural Electrification Agency (REU or REA) - provincial Management Office • Regulator

C. Operation and Supply Management Legal agreements, Status quo: • Announce valid fee structure for users • Allocation of subsidies fee structure and (input from component 1) • Legal conclusion of user contracts including rights and duties of the partners subsidising Proposed – ideas: • Define procedures for arbitrating of complaints nominating regulator for mediation • • Service of appliances on request Rural Electrification Agency (REU or • REA) - provincial Management Office Monthly inspection and service by local technician • • Regulator Agree on fee collection procedure (incl. possibility of pre-payment and metering)

Business Plan - Status quo: • Develop actual cost plan • Sensitivity analysis of changes in crucial cost and revenue parameters Operational cost • Operator • Balancing costs and revenues and cash flow • Facilitating partners plan • Distribution of revenues between profit margins, investment and maintenance costs and setting Proposed – ideas: aside reserves for bigger repairs. o • Incorporation of reserves into the RE-Fund Rural Electrification Agency (REU or o Payment of bigger repairs out of the RE-Fund REA) - provincial Management Office • Regulator

Implementation of Status quo: • Establish monthly fee collection by local technician or other operator representatives or prepaid • Fee Collection Facilitating partners metering • Operator • Impose actions in case of delayed payment procedure o Fining Proposed – ideas: o In kind contribution to maintenance works • Operators • Rural Electrification Agency (REU or REA) - provincial Management Office • Regulator

23 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Topic and Responsibility Institutions and Actors “ stakeholders” Tasks – Activities necessary

Customer service Status quo: • Increase awareness and abilities for • and advise ESRA o Improvement of energy efficiency • Facilitating partners o Increase of safety o Responsibility and ownership Proposed – ideas: • Low level trouble shooting

• Operator • Rural Electrification Agency (REU or REA) - provincial Management Office

Promotion of Status quo: • Supply Chains and input markets for machinery and inputs Productive Use of • Renewable energy Centres (Taloqan • Business competences and networks: business trainings, BMO, chambers, informal clubs, AREDP and Fayzabad) – Afghan Rural Enterprise Development Programme and partners. RE (PURE) • • Facilitating partners Vocational and technical skills (informal apprenticeships, formal education, technical trainings, integration of returnees) • MRRD – AREDP? • Access to finance: Microfinance and banks • Business development service provider (Pamir Business Centre) Proposed – ideas: • MFIs: First Microfinance Bank and Afghan Rural Microfinance Programme • BMO (Chamber(s) of Crafts / Commerce) • Semi-private Service Providers (funded by GOs and NGOs) = Vet. and Agri. Services etc.

24 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Endnotes

A Organizational Review and Recommendations for the MRRD Energy for Rural Development Program (From: Organizational Review and Recommendations for the MRRD Energy for Rural Development Program - NRECA International - December 22, 2008 ) Recommendations: Establishment of Rural Energy Unit (REU): • To consolidate all engineering, project implementation, community organization, training, and monitoring & evaluation functions required to promote rapid deployment of rural energy projects. • To establish and support sustainable rural energy service providers to assure sufficient cost recovery to cover operating and maintenance costs of the projects that are financed through MRRD. • To manage all rural energy project activities financed through the various MRRD programs: establishing comprehensive engineering practices and methodologies; engineering design and construction standards; technology improvement/technology transfer programs; evaluating service provider models, establishing a program to assist in establishing and providing on-going support to nascent rural energy service providers. • Facilitate a technology transfer program for local turbine manufacturers with the purpose of improving micro hydro turbine design, materials selection, and manufacturing techniques for turbines and turbine controls.

Establishment of an Energy Fund (REF): The purpose of which will be to attract rural energy program financing from multilateral and bilateral donors and investment agencies and channel financing to those projects presented by the REU that satisfy the economic rate of return (ERR) and overall impact criteria as established by the REF project selection criteria.

Establishment of a RE Training Academy : To provide training to MRRD and other IROA ministerial management and staff regarding the process of project identification, design, evaluation, and implementation. It should provide: Training to rural energy service provider managers, administrators, micro hydro operators, and distribution technicians in the various aspects of energy commercialization, system operation, and system repair.

25 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

Develop engineering design and system construction courses for private engineering and construction firms that will be required to be certified to provide services to REU/REF projects Provide training to micro hydro design and fabrication engineers and technicians, in an effort to improve the quality of local micro hydro manufacture and energy system supply to REF- financed projects. The academy will avail of the resources of one or more existing Afghan technical training institutes, and will not be established as an internal, MRRD institution. Rather, MRRD will provide expertise to design training program in collaboration with the selected training centre(s), through which training programs will be offered to IROA, private sector, and service provider program participants.

A Independent Regulator (from deliverable k) of Dr. E. Naumann, July 2009 “NATIONAL STRATEGY FOR RENEWABLE ENRGY AND RURAL ELECTRIFICATION Institutional and Legal Aspects of a National Rural Electrification Concept”) Regulation of RE RET is needed for balancing between interests of the different stakeholders involved. These stakeholders include the public sector, the electricity service provider (be it a private commercial ESCO or a public CESPRO), the different user groups, NGOs, international donors, etc. Furthermore, balance of interests arising from demand for electricity service, and respective social and environmental impacts of such electricity service provision, would be of importance. Such Regulator has to be an independent institution, in order to mediate conflicts of interests of the various stakeholders. Provincial branches might be established. Tasks of the Regulator include □ Realization of the governmental policy with regard to RET based Rural Electrification □ Identification of concession areas for Independent Power Providers (together with prov. Governments) □ Legal supervision of the tender process for appointing concession holders (ESPROs) □ contracting concession holders for the respective concession areas. □ Such concession contract would define o the concession for acting as electricity service provider (IPP) o commissioning procedure for the power system if plant is constructed by a private ESPRO o service quality standards o rights and duties of concession holder o feed in tariff structure against regulator/MEW (including contribution to the Rural Electrification Fund) (remuneration of service provision) o service tariff structure (service fee to be paid by user groups) o system and component warranties □ exclusion of national grid electrification (negative grid development map) within the next future (10 years of operation) □ provision for interconnection of separate electricity service systems into a regional, provincial or national grid.

26 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

□ and would be based on a business plan of the private concession holder, which has to make evidence for sustainable and cost covering operation and management. Available public funding would be accounted for in the business plan in form of revenues. □ General user contracts - Such user contract would define o rights and duties of customer and ESPRO o service and service quality/quantity rendered by ESPRO o service fee (tariff) due for service rendered o guarantee for system and system components (if applicable, e.g. in case of stand alone PV systems)) □ replacement regulation for faulty parts (under warranty and at own costs of users) □ supervision of the activities of the concession holder with regard to the concession contract □ quality control of energy service and control of technical standards □ mediation and Arbitration of conflicts between users and service providers as well as between partners of the Public Private Partnership □ administration and operation of a Rural Electrification Fund [REF] □ authorization for disbursement of funds from REF for co financing of private investment according to PPP policy □ Environmental impact assessment “Ex officio” members of the Regulator would be • MEW • MRRD • Chamber of Industry and Commerce • Representatives of the private industry (society of ESCOs) • PDCs ? • User Representatives • ANSA • Donor representatives would be included as advisors, if appropriate

27 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

B RE Fund (from deliverable k) of Dr. E. Naumann, July 2009 “NATIONAL STRATEGY FOR RENEWABLE ENRGY AND RURAL ELECTRIFICATION Institutional and Legal Aspects of a National Rural Electrification Concept”) A Rural Electrification Fund would be established. Such fund serves as a financial “buffer” between revenues (e.g. user fees, regular public funding, donor funding) and necessary expenses for sustainable operation and management of Rural Electrification systems, including unexpected repairs and replacements. Thus, the RE Fund will be operated as a revolving fund for cross subsidizing expenses for Rural Electrification between RE projects, which can not be covered by regular revenues. Necessary public funding for Rural Electrification will be provided via this RE Fund, and has to be budgeted for in the annual national budget and included into the budgeting planning process in an early stage. Donor funding would be accounted for in the RE Fund. However, donor funding could be “earmarked” for special programs or projects. Each decentralized RE project (e.g. MHP plus transmission/distribution) including operation and management would be budgeted for in separate accounts. In case of RE projects run by IPP / private ESCOs under a concession contract, such commercial entities would operate according to a project business plan, but would deposit a share (30% to 40%) of the revenues to the respective project account under the RE Fund. This would entitle them for getting soft loans for unforeseeable bigger repairs and replacements. The fund would be administered by the Regulator under a board of trustees, formed by the member organizations of the Regulator. “Ex officio” members of the Board of Trustees of the RE Fund would be • MEW • MRRD • Chamber of Industry and Commerce • Representatives of the private industry (society of ESCOs) • PDCs ? • Electricity Service providers (community based or private) • Donor representatives contributing to the fund

28 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

C Centre of Excellence of RESRET (Training and Research Academy) - CERERET (from deliverable k) of Dr. E. Naumann, July 2009 “NATIONAL STRATEGY FOR RENEWABLE ENRGY AND RURAL ELECTRIFICATION Institutional and Legal Aspects of a National Rural Electrification Concept”)

It is considered advisable, to establish a Training and Research Institute (REI or Centre of Excellence RESRET). This CERERET is not focusing on Research and Development on RET, but would make available international expertise and research results for the purpose of Rural Electrification through RET in the field, based on international quality standards. In order to do so, CERERET would cooperate with internationally reputated research institutes and standard organizations as well as with national institutions involved in RE RET quality assurance (e.g. Universities and Technical Colleges, ANSA, etc.). Responsibilities culd be: □ Provide technical guidance: technical standards; standard designs; safety standards, design assistance □ Surveys - surveys for micro- and mini- hydro power projects, wind and solar power, and other forms of small scale energy operations, mini-grids □ Information collection of renewable energy sources, best practices, energy situation in neighbouring countries;

CERERET would be mandated for coordination manpower development and training for RE RET on all levels, including □ Identification and development of technologies □ local operators and technicians □ engineers for RE RET for the public sector on provincial and national level □ experts for Operation and Management in the public and private sector □ awareness building for RE RET amongst public and private management / decision makers and the potential users

D Rural Electrification Agency As one result of the TWG discussions, an official Rural Electrification Agency [REA] should be established within the framework of ANDS for facilitating and controlling RE RET. This unit might me considered as a public utility for rural RET based electrification, encouraging both, private ESCOs and community based CESPROs for installation, operation and management of efficient decentralised electricity service systems. For that purpose, incentives including providing funds for covering capital (investment) costs would be made available, in cases, if revenues from user fee collection are not covering all system costs arising from installation and operation of quality electricity service to different user groups. This REU is representing the public sector in the RE RET framework and would be operating under the political responsibility of MEW and MRRD.

29 Rural Electricity Service through RET - Tasks and Responsibilities Bemmerlein-Lux & Naumann - July 2009

For this, MEW and MRRD need to join their activities in the field of renewable energy/ rural electrification in their respective departments/ programmes (MEW: Renewable Energy Department; MRRD: Rural Energy and Enterprise Department/ Energy for Rural Development- program) into one combined legal entity. The REA will have a steering board (members from government side: MEW, MRRD, DABS) for formal decision making and an oversight committee (donors, civil society, private sector). REA would report by law to the Presidents office only. Tasks of such a REA comprise: □ Provision of technical assistance to cooperatives, communities and others in the design and construction of small scale power projects, including generation, transmission and distribution. □ Feasibility studies, commercial analysis and modelling – for small scale (of grid or local grid) projects; □ Integration of RETs with rural development □ Management of financial sources for RE (incl. RE- funds) □ Setting- up of RE- funds □ Promotion of rural energy systems and technologies □ Liaising of national with provincial level (DRRD- PDC- DDA- CDC) □ Implementation of provincial energy planning □ Development of design and quality standards □ Supervision and enforcement of design and quality standards □ Tendering and selection of private companies for design, construction, operation and management of power stations □ Approval of design and construction of power stations □ Coordinate Capacity building for RETs for communities and private sector Since the establishment of such a REA might be only realizable in the mid- term, a joint program between MEW and MRRD for RE- implementation is advised to begin with. In the frame of such a program, funds could be allocated to successively create the necessary infrastructure for the REA. Feasibility studies, commercial analysis and modelling – for small scale (of grid or local grid) projects;

30 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Energy Planning on Provincial Level

This document is part of the Capacity Assessment as a planning-related input for the development of an institutional and legal framework and serves as baseline description for the result based monitoring of GTZ ESRA Component 2 in the sub-sector of rural electrification through renewable energies.

Three Major Lines of Sub National Energy Project Planning

At the moment there are three major lines how rural electrification projects (RE-RET- projects) are planned and implemented for the provincial level. Two of these lines are described in more detail below. 1. First line (PDP line): The official but up to now not Definitions: effective bottom-up process for planning of RE- RET projects is the provincial development plan- Mini and Micro Hydro- ning in the framework of Afghan National Develop- power (MHP): ment Strategy (ANDS). In this official National 1 up to 100 KW (above Planning Process”, the communities, the line de- 25 KW the skills for operation are more departments on provincial level and the ministries on manding and make it national level are involved. more difficult to be run under community hu- 2. Second line (NSP line): The planning and imple- man resources) 1 mentation of the National Solidarity Programme. Small Hydropower (SHP): The NSP project cycle is independent from the provincial development planning. This 2nd line is also a 100 KW to 1MW (Skills necessary are more bottom-up process: Community Development demanding and need Councils, facilitating partners (NGOs) and the pro- separate operators – vincial and national structures of the Ministry of Ru- communities as opera- ral Rehabilitation and Development (MRRD) are in- tors are no longer pos- volved for micro-hydro power projects (1 to 100 sible – operation models that go beyond KW). community skills have to be developed) – pro- 3. Third line (Donor line): It involves the direct link be- ductive use becomes tween donors and the ministries on national level relevant. for the development of larger infrastructure pro- Hydropower (HP): jects. Line departments on provincial level and provincial governors are most often not strongly in- Above 1 MW (high technical skills and volved in this type of project development. They are team are necessary) informed when planning is already completed. There are also cases where donors or NGOs work directly with communities with minimal coordination on provincial level. The 3rd line can be a top down or a bottom up planning process.

Anita Richter – Florian Bemmerlein-Lux, June 2009 1 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Overview of the three lines:

NSP line PDC line Donor line Budget MRRD MoEC MoEC MEW hearing NSP Regional Plan- sectoral Budget Com- ning units MRRD mittee (MoF, MoEC, Pres. Selected Selected Off., Line Minis- Projects Project Pro- tries) posals

Project Project Proposals Provincial De- Project Proposals velopment Plan Approval

Coordination PDC DRRD Reporting Donors

Energy Working Group

NGOs NSP FPs District Governor

Electrification Electrification Requests/plans requests

Community Development Councils

Figure 1: Three lines of sub national planning

Relevant Institutions for Energy Planning on Provincial Level

PDC - Provincial Development Committee The PDCs are coordination fora for all development activities of line departments, donors, international organisations and NGOs. The PDCs are lead by the provincial government (governor or executive director) and the secretariat is with the Depart- ment of Economy. The PDC in Badakhshan meets on monthly basis to coordinate development issues. Within the framework of the Afghan National Development Strategy (ANDS) the PDC has the responsibility to develop a 5-yearly and a yearly Provincial Development Plan (PDP). This PDP includes also a chapter on energy. Under the PDC six regular sector meetings are established. Energy/Rural Electrification is part of the infrastructure sector.

Anita Richter – Florian Bemmerlein-Lux, June 2009 2 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Energy Working Group This working group1 is at the moment a unique installation of the Badakhshan Prov- ince, initiated by UNAMA and PDC and supported by the ESRA programme in Sep- tember 2008. Its aim is to support the provincial government to coordinate all energy activities in the province and to provide rec- At the moment, the representation of ommendations to the PDC for RE-RET plan- the energy sector on provincial level is ning. It is a platform for information exchange not developed. The provincial govern- on ongoing and planned activities and the ment and the line departments of the elaboration of planning instruments. All rele- ministries see mainly the provincial vant actors in the field of energy are members DABM office as the provincial representative of the Ministry of Energy and of the group to ensure broad participation in Water and refer to it as “Department of energy sector decisions (Annex 4: Scope and Energy”1. DABM will now be incorpo- Members of the Energy Working Group rated into DABS, a state owned com- Badakhshan). pany by Ministry of Finance (45%), MEW (35%), Ministry of Economy (10%) and Ministry of Rural Recon- In Badakhshan - as there was no clear re- 1 sponsibility defined among the departments of struction and Development (20%) , and will not represent MEW any longer. The the line ministries and Da Afghanistan Provincial Development Committee Breshna Moassese (DABM) - the leadership (PDC) decided to refer energy topics to of the Department of Economy (DoEc) was DABM office as long as the incorpora- decided. tion process is not finalised on the provincial level.

Role of the Provincial Planning Commission - PDC2 >> According to Article 137 of the Constitution (Islamic Republic of Afghanistan 20043): “The government, while preserving the principle of centralism, shall delegate certain authorities to local administration units for the purpose of expediting and promoting economic, social, and cultural affairs, and increasing participation of people in the development of the nation.” Further, Articles 139 to 141 provide for the election of provincial, district, village and municipal councils and mayors. Corre- sponding to the Constitution, the Law on Local Administration and various decrees and directives on the establishment, roles and responsibilities of sub-national entities were passed. Currently, all energy-related Ministries are represented through their vertical structures at the provincial level. As such, the MEW is represented through the DABM (nowadays DABS) and the Department of Water Management (DoWM), the MRRD through its Department of Rural Rehabilitation and Development (DRRD), and the MoEc through its Department of Economics (DoEc). Through district offices and ser-

1 GTZ ESRA supports the working group as secretariat since its establishment. 2 From Dr. S. Schmid: “System Capacities for Rural Electrification through Renewable Energies in Afghanistan - Informal Paper - July 04, 2009” (Final Draft) 3 Islamic Republic of Afghanistan (2004): The Constitution of Afghanistan, January 03

Anita Richter – Florian Bemmerlein-Lux, June 2009 3 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

vice delivery units the Ministries, particularly the MRRD, are also represented at the district and village level. In addition, the MRRD has by means of election or appointment established District Development Assemblies (DDA) and voluntary Community Development Councils (CDC) for the planning and delivery of services in the framework of the National Solidarity Program (NSP) and the National Area-Based Devel- opment Program (NABDP). Apart from the vertical structure of the line ministries, provincial and district governors as well as mayors have been appointed by the president as the local representatives of the executive branch. The representatives and their offices (except of the Kabul Municipality) are supervised by the IDLG which, in turn, is directly governed by and accountable to the President. Further, Provincial Councils (PC) but not yet district and village councils have been elected as oversight entities for local governance. As to coordinate the government bodies (vertical structure of line ministries and governors) at sub-national level, Provincial Administrative Assemblies (PAA) and District Administrative Assemblies (DAAs) have been established. The PAAs/ DAAs are chaired by the governors and have the role of coordinating administrative tasks and handling security issues. However, membership, function and management of the PAAs/ DAAs vary across the country.

Figure 2: Sub-national Governance

Anita Richter – Florian Bemmerlein-Lux, June 2009 4 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Apart from the PAAs/ DAAs, Provincial Development Committees (PDC) have been established in all provinces “with the primary objective of strengthening economical and social development planning, coordinating, monitoring, evaluation and decision- making at the provincial level (Ministry of Economics: 4).” According to the guidelines of the Ministry of Economics, the PDCs are chaired by the provincial governors with secretary assistance through the DoEc. Core members are the heads of the provincial departments of the line ministries, the chairperson and deputy chairperson of the provincial council, district governors and chairpersons of the DDAs. Further, representatives of donor organizations, NGOs and Provincial Reconstruction Teams (PRT) participate in the meetings as observers without voting right. Similarly to the PAAs, the composition and frequency of meetings may, however, vary across the provinces. As such, the PDC Badakshan includes for example also a representative of the municipality. All PDCs comprise of various sectoral committees, which have the function of planning, coordinating, monitoring and evaluating development activities within the sector. The MoEc focuses thereby on the establishment of sectoral committees for the Economic/ Governance/ Private Sector Development and for the Social Protection Pillars of the ANDS. However, the sectors may vary across the PDCs … . The prioritized sectoral development activities and thereto relating budget requests are either summarized in mid-term and annual Provincial Development Plans (PDP), and/or in case of directly NSP-related activities forwarded to the MRRD, and/ or directly forwarded to PRTs/ NGOs/ donors. The PDPs are collected by the DoEc and fed into the national budget planning process of the line ministries. The so defined sub-national structure has been strongly criticized by national and international key decision makers as being highly inefficient and ineffective. Firstly, the constitutionally mandated sub-national structures are not fully in place. Secondly, “line ministries tend to be over-centralized, with their offices in Kabul retaining functions which could much more efficiently be performed at the provincial level” and “which work in vertically integrated silos with relatively weak, “externalized” linkages between them” (World Bank 2007:vii5).Thirdly, the sub-national government level “is composed of a range of entities whose roles and responsibilities are not well defined and which often overlap. The relationships between institutions at the provincial, district and community level are also not clear, nor are their relationships with the central government or the citizens of Afghanistan that they are intended to serve (Islamic Republic of Afghanistan 2008d: 406)”. Last but not least, sub-national government entities do not have the adequate capacities to fulfill their roles and responsibilities. (See also Annex 6: Outline of the probable Sub-National Fiscal Planning Procedure). Recognizing this situation, the Government of Afghanistan has initiated the drafting of the “Sub-national Governance Policy” (Islamic Republic of Afghanistan 2008d6), which is currently discussed in Cabinet. Amongst others, the new policy reaffirms the constitutionally mandated election of district and village councils, and therefore

4 Ministry of Economy: Guidelines PDC (Provincial Development Committee) 5 World Bank (2007): Service Delivery and Governance at the Sub-national Level in Afghanistan, July 2007 6 Islamic Republic of Afghanistan (2008d): Draft Sub-National Governance Policy, September 10, 2008

Anita Richter – Florian Bemmerlein-Lux, June 2009 5 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

downgrades the operational structure of the MRRD (CDCs and DDAs) to civil society organizations or makes them even obsolete. Further, it strengthens the power of Governors by giving them the mandate to interfere in budget and recruitment decisions of line ministries and reinforces the responsibility of Governors in the PDP process, while making the involvement of the MoEc/ DoEc obsolete. Last but not least, the supervisory mandate of the IDLG is implicitly extended to the whole sub- national administration, as the policy states “IDLG will ensure that Provincial, District, Municipal and Village Administrations uphold their roles and responsibilities (Islamic Republic of Afghanistan 2008d: 146)”. <<

DoEC - Department of Economy The DoEc, the provincial department of the Line Ministry, is the secretariat of the PDC and also leads the energy working group. The Ministry of Economy, through its Province Relation Department, collects all Provincial Development plans (in June). Sector Unites of MoEC together with the respective Line Ministries are evaluating and prioritising the projects of the PDCs. At the moment no special Energy Group in MoEC exists at the national level.

Anita Richter – Florian Bemmerlein-Lux, June 2009 6 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

DoWM - Department of Water Management

The DoWM is working on pro- There are efforts to concentrate all rural electrification vincial level since 2008 (in projects (macro and micro scales) in the River Basin Badakhshan) and represents at Management (RBM) approach. The suggested structure the moment the water part of of the RBM is not specific about the representation of the energy side. the Line Ministry of Energy and Water. At the moment there are Water rights are the major link between all hydropower no professionals for the Energy installations and the river basin management. The present Water Law states in Article 25 Utilization of Water for Sector in the Department in generation of Hydro-electricity: “Installation of micro hy- Badakhshan (probably in no dropowers in the irrigation systems is subject to collective Province). Till now, the energy agreement of MAIL, MRRD and irrigation associations”. sector was dealt with by DABM. For the organisational structure (Supreme Council for But with the ongoing integration Water Affairs Management – SCWAM, the River Basin of DABM into DABS there is a Agencies – RBA, the Sub-Basin Agencies – SBA and the need to represent the Energy River Basin Councils) the “ENERGY AFFAIRS” departments/units are foreseen, but not yet specified. The PDC sector also personally in the will be represented in the River Basin Councils. provincial departments. According to the Dir. DoWM in Faizabad, Eng. Rafi, the In Badakhshan, the DoWM is River Basin Management will also be responsible of other responsible for the river basin energy sources like wind and PV should also be with the RBM. management of the Upper Amu Darja basin. Links to the use of It is important that the River Basin Approach and the planned regulations of the upcoming Water Law are con- water for hydropower based sidered in the further planning of a rural electrification electricity generation are rele- strategy and policy. vant.

DRRD - Department of Rural Rehabilitation and Development ANDS defines rural-remote energy as the “... energy that serves remote communities … where the settlement is less than 5,000 persons that is at a reasonable distance from a transmission line… or any other area that would be covered by MEW [Ministry of Energy and Water 7]” and gives clear responsibility to MRRD for developing rural- remote energy. DRRD is responsible for the planning procedures of the infrastructure sector under the Provincial Development Committee (PDC). The energy issues are covered on a programme basis. The main programmes relevant for RE-RET are:

□ The National Solidarity Programme (NSP) is structured under DRRD and implements basic electrification projects based on community requests with the support of facilitating partners (In Badakhshan: NGOs e.g. Aga Khan Foundation, AfghanAid, Concern, Flag International, ACTED). In 2009 only micro-hydro power projects (1 to 100 KW) are implemented. The implementation of PV projects (solar home systems) has been suspended due to quality problems of the systems and of problems during installation.

7 Islamic Republic of Afghanistan (2008b): Afghan National Development Strategy. Volume II, Pillar 3, Infrastructure. Energy Sector Strategy

Anita Richter – Florian Bemmerlein-Lux, June 2009 7 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

□ The Energy for Rural Development in Afghanistan (ERDA) unit under the “National Area Based Development Programme” tries to integrate rural energy structures with provincial development structures (innovative management modalities and technologies that link energy with other development activities)8. The programme works at the moment on a reduced budget in two rather safe provinces with 5 projects in Badakhshan and 2 in Bamyan. In the- ory ERDA has the responsibility of the “Preparation of Rural Energy Master Plan for rural-remote and development of criteria for project selection based on the rural-remote energy policy and regulations.” (See Annex 5: ERDA – MRRD: Tasks with relation to ANDS). In the budget 2009/2010 for MRRD, ERDA is principally approved in the Budget Plan, but has budget allocation because no donor signed for financial contributions.

□ ERDA is part of a larger programme, the “National Area Based Develop- ment Programme –NABDP”. NABDP is initiating and supporting the “District Development Assemblies” (upper level Assembly of CDCs) – as a next step of community development.

CDC - Community Development Councils They are (voluntarily) elected bodies, often including traditional leaders and village key persons and were established under NSP to empowered rural villagers to participate in the rehabilitation of their communities through infrastructure and community development projects. From 2003 onward, “Facilitating Partners” (NGOs) supported / formed the Community Development Councils, that became the decision making organisms on community level and that are also the starting point for electrification requests and the existing bottom-up planning processes. (Trends in the development of the shifting of the institutional set-up at province level see section “Possible developments in the Future”).

DDA – District Development Assemblies DDAs have the purpose to organize and develop larger projects designed to benefit groups of villages. Their creation was under UNDP supported MRRD “National Area Based Development Programme – NABDP”. DDAs should prepare District Devel- opment Plans (DDPs) and participate in the Provincial Development Plans (PDPs).

8 “ERDA will support MRRD in consolidating rural energy development activities and strengthen the capacity of Rural Energy and Enterprise Department (REED). In addition, ERDA will support capacity development of the communities to install and operate rural energy systems, District Development Assemblies (DDAs) to plan and monitor community level activities and private sector to acquire appropriate technologies for rural electrification, and to provide repair and maintenance services. ERDA will also carry out renewable energy demonstration projects. As energy projects are technology, management, and operation-intensive and require regular maintenance and collection of tariff to operate sustainably, these projects will demonstrate specialized community mobilization methodologies suitable for rural Afghanistan. In addition, as energy needs cut across multiple sectors including livelihoods, gender, environment, agricultural productivity, education and health, the project will demonstrate a holistic approach using energy as an entry point to achieve broad development linkages” – Proposal form Minis- try of Finance 2007.

Anita Richter – Florian Bemmerlein-Lux, June 2009 8 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

(Trends in the development of the shifting of the institutional set-up at province level see section “Possible developments in the Future”).

Other line departments They have stakes in the field of energy and participate in the energy working group e.g. Department of Women Affairs, Public Works, Municipality, Department of Envi- ronment, and Department of Agriculture. Clear roles and interactions in energy planning are not defined for these institutions.

Donors and development agencies They are funding and/or implementing programmes and projects in the province. The intensity of cooperation and participation of the provincial government depends on the donors or agencies policy. Besides GTZ Afghanistan Energy Programme – Re- newable Energy for Rural Areas (ESRA) there is no capacity development programme implemented for the state institutions in the field of energy planning. The USAID Afghanistan Local Governance Assistance Project (ALGAP) implemented by the Association for Rural Development (ARD) supports provincial, district and local governance structures including the provincial government office, PDC, and district government offices in general. Important roles in the RE-RET field implementation have international NGOs as “Fa- cilitating Partners” in the NSP programme (in Badakhshan: Aga Khan Foundation, AfghanAid, Concern, Flag International, ACTED). These NGOs also work for the implementation of other programmes (like the ARBP - River Basin Managements Pro- gramme with “social water management” and a “technical” water management parts). NGOs have to register their activities at the Department of Economy.

Possible developments in the Future (Explained in more detail in the CA-report of Dr. S. Schmid July 20099) CDCs and DDAs are part of the MRRD “bottom up” development strategy and an important instrument for the project based approach of reconstruction. There are trends and plans to establish constitutionally elected “Village Councils” and “District Councils”. These new councils could take up the roles of CDCs and DDAs which may cease out or may continue as civil society organizations. This shift from (voluntarily) elected to constitutionally elected representations may have a significant effect on the outreach of MRRD and its programmes; at least it will need a new adaptation for the programmes of MRRD.

9 “System Capacities for Rural Electrification through Renewable Energies in Afghanistan - Informal Paper - July 04, 2009” (Final Draft)

Anita Richter – Florian Bemmerlein-Lux, June 2009 9 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Since the not Ministry linked “Independent Department for Local Governance – IDLG” which is working under the direct responsibility of the President – seems to take more influence into the process of project planning and process control, the existing planning structure may be altered.

Anita Richter – Florian Bemmerlein-Lux, June 2009 10 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Three lines of RE-RET Planning for Provincial Level – Status Quo

PDP line: Provincial Development Planning The CDCs request their intention for electrification projects or other initiatives (like technical assistance partners) route their requests through them. After approval of the District Governor the requests (at the moment no standard format) the requests/project applications are sent to the Provincial Development Committee (PDC) throughout the year.

PDC line

Selected MoEC MoEC MEW Projects Budget Regional Planning sectoral hearing units MRRD Budget Committee Selected pro- (MoF, ject proposals MoEC, Pres. Off., DoEc Provincial De- Provincial Line Minis- PDC Se- velopment Plan Governor tries) cretariat Head of PDC Project Approval Evaluate - Approval with or Advise Energy Prioritise pro- without Working jects for PDP Budget Group: Lobby- Provincial PDC Council DoEC DoWM DABM DRRD Compilation of projects

District District Devel- District Devel- Governor opment Plans opment As- semblies?

Electrification requests

Community Development Councils Figure 3: The PDC Line

At the District level, District Development Plans can be prepared. They also will be submitted to the PDC. The role of the District Development Assemblies in the PDC- line is not clear and no experience is available.

Anita Richter – Florian Bemmerlein-Lux, June 2009 11 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

The PDC compiles all requests and forwards it to the Energy Working Group (Badakhshan). The working group elaborates a priority list according to criteria of the Provincial Government. This list will be approved by the PDC (and the Provincial Governor) and send via the PDC secretariat to the national Ministry of Econ- omy/Provincial Relation Department. For 2010/2011 the process continues in the following way10: A “Sector Unit”11 will assess the proposals with the respective Line Ministries MEW/MRRD (Prioritizing, negotiations on intended budget and identification of possible donors from July to December), and propose a selected list to the Budget Committee in December. At the moment the main budget negotiations and the Donor Financial Review - Funding Commitment at the National Level are already over, with the consequence that provincially (PDP) borne requests will be added afterwards with no clear perspective for budgeting. Between December and March the Cabinet, the Lower and Upper House approve the National Budget and the President promulgates the budget by decree and it is For 2009/ 2010 the MEW got about 50 pro- published in March. jects approved/ budgeted in the MTBF. 21 financed out of discretionary funds. 3 of the There is the possibility to approve a pro- projects were concerned with RE-RET (but ject, but without a budget so that later fi- not related to the Provincial Development Planning process). nancial possibilities can take up these projects.

10 A detailed description of the national budgeting process is in the CA Report of Dr. S. Schmid: “Sys- tem Capacities for Rural Electrification through Renewable Energies in Afghanistan - Informal Paper - July 04, 2009” (Final Draft) 11 At the moment there are no Energy Specialists in MoEC.

Anita Richter – Florian Bemmerlein-Lux, June 2009 12 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Process and results in 2008/09

In 2008 a Provincial Development Plan for the energy sector was developed prioritising 12 hydro power projects (11 MHPs and one hydro power station with dam). It was not possible to find out which criteria have been used to select these projects.

The 2008 plan was send as part of the general Provincial Development Plan to the Min- istry of Economy, Department for Regional Planning in Kabul. The selected MHP projects have not been further detailed or developed by the line ministries (e.g. MEW, MRRD) and no funding was allocated by the Ministry of Finance for these projects.

In beginning of 2009 a tender for a hydro power station in Baharak - as mentioned in the plan - was opened by Asian Development Bank.

Anita Richter – Florian Bemmerlein-Lux, June 2009 13 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Process and results in 2009/10

The planning process and prioritisation for energy projects in 2009 for Badakhshan was initiated by the PDC in beginning of November 2008 in the Energy Working Group. The PDC handed over 73 community requests for energy projects to the ‘Department for Ru- ral Rehabilitation and Development (DRRD)’. The requests were discussed with the core members of the Energy Working Group (DoEC, DRRD, DABM, and DoWM). Beneficiaries and costs are based on pure estimation. No socio-economic or technical survey has been carried out to develop these projects. The technical feasibility of the requests could not be evaluated because of the time constraints of the planning process and the lack of information provided in the requests (no template specifying information needs for prioritisation of the requests exists). The Energy Working Group decided to make site visits and decided to prioritise among the districts to be surveyed in the field in order to develop technically feasible projects in 2009. The criteria for district prioritisation were based on the available information: number of population in the district (according to Central Statistical Office data) in relation to the number of already implemented energy projects (based on NSP data and GTZ MHP survey data). The results of the prioritisation of community requests are attached in Annex 2 – PDP 2009 Prioritisation of RE Projects. During the site selection the community requests will be considered in more detail. The Energy Working Group also provides an overview of energy projects that will be implemented by NSP facilitating partners, UNDP/NABDP - Energy for Rural Develop- ment in Afghanistan at MRRD, KfW, GTZ, and IAM in 2009. The project overview is attached in Annex 3 - 2009 RE Project Implementations

According to the MoEC about 1000 projects were proposed in the framework of the PDP process for the budget 2009/10. However, only 348 were prioritized during the review of line ministries and forwarded to the budget committee. Within the budget hearing the number was again reduced to about 100 and again to about 10 during fund raising.

For 2009/2010 budget, the MEW did not receive energy proposals from the PDPs, and as such did not forward any proposals to the MRRD

Anita Richter – Florian Bemmerlein-Lux, June 2009 14 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

The main opportunities and problems associated with the provincial development planning process are: Opportunities:

• The planning process is embedded in the Afghan National Development Strategy • For the budgeting process 2011/12 the provincial requests will have more importance • Afghan Government Institutions have ownership • Includes local, district, provincial and national level • Broad involvement of stakeholders in the Provincial Development Committee (also donors, NGOs etc.) • The River Basin Management structure gives the opportunity to concentrate on the community needs that are channelled through the Sub-basin councils during the approval and planning processes of water uses.

Problems y Human Human Capacities Policy level Planning process Planning Qualit

Rural Electrification is not of high importance at national level.

There is a lack of responsible and qualified (and sufficiently staffed) units for Rural Electrification in MEW and the relation and cooperation with MRRD (and programmes) is not sufficiently defined. • No policy and no strategy for RE-RET is existing (MRRD and ICE subcommittee and technical working groups are working on it) • There is no regulating agency for structuring and supervising the quality and processes for rural electricity supply • There exists only dispersed – and low quality - data about potentials for all RET in Afghanistan • There is a lack of rules and regulations for implementation of operation models • In the process of budget negotiations RE does not have an appropriate voice. The provincial development planning process has a weak national follow up and integration into the national budgeting process is not favourable for Provincial Contributions. NSP related RE-RET Projects are for information only included in the Pro- vincial Development Plans. It is not clear how selection, survey, assessment, design and decision etc. is made or processed at national level for NSP relevant projects (micro- hydro power) or mini and small hydro power projects

Anita Richter – Florian Bemmerlein-Lux, June 2009 15 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Problems y Human Human Capacities Policy level Planning process Planning Qualit No clear responsibility is assigned who leads the energy planning process on provincial level and which institutions and stakeholders should be in- . volved. The provincial government supported by UNAMA is setting up a structured process for community requests through CDCs. The process requires the approval/certification by the District Governor and the Provincial Develop- ment Committee. A district development plan will be introduced as first level of project prioritisation. It is not clear: • The role and competencies of the District Development Assemblies and the District Development Plans are not clear in the process of RE • Criteria, proceedings and form of community participation for the Dis- trict Development Plans • The links between district development plans and provincial development plans • The persons to do the District Development Plans, as well as the format of the plan No baseline data for rural electrification and potentials exist.

No criteria are defined to prioritise electrification needs

Data for basic planning are lacking and/or are not systematic

No provincial electricity concept and supply plan exists

The identification of priority projects is based only on community requests.–> larger electrification projects that allow productive use of energy and that need more sophisticated technical know-how are not proposed. It is not clear what role the River Basin (Sub-Basin) Agencies and Coun- cils will play for providing water rights and how the Energy Sector will be involved, represented in this planning and approval process. No regulating authority exists to guide and control the electrification process and standards. The Provincial Plan – as well as the RE-RET requested Projects that are not guided through the NSP process – has no clear concept, is of low quality and is not standardised. The capacities for identification, design and proposal writing for larger electrification projects do not exist on provincial level Capacities for design of baseline data, electrification concepts and plan development do not exist.

Anita Richter – Florian Bemmerlein-Lux, June 2009 16 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Line 2 (NSP Line): Community based planning under the National Solidarity Programme The National Solidarity Programme prioritises development needs with the help of Community Development Councils (CDC) on village level. The facilitating partners (FPs) of the programme support the CDCs in preparing requests for electrification and to assess technical feasibility during site surveys. The facilitating partners design the project (e.g. micro-hydro power station up to 100 KW) and forward it to the provincial and national NSP units under MRRD for approval. After approval the facilitating partners support the communities to select a turbine manufacturer and to construct the civil works. According to NSP regulations the imple- NSP line mented projects provide at least 60W per MRRD MoEC household. Funding is limited to 10.000 AFA NSP Regional Planning per household be- NSP-projects cause the households Project Approval only as infor- are entitled to this sum mation that they can spend for Project Pro- Provincial De- community activities posals Included as velopment Plan through the community information only development councils. The majority of micro- DRRD hydro power projects Coordination PDC (MHP) has a nominal Leading infrastruc- Energy capacity of less than ture sector Working 50kW. Group NSP decided to sus- pend the implementa- NSP FPs tion of photovoltaic based projects in Implementation Badakhshan because of lack of quality of Electrification equipment and installation by the contracted companies. Community Development Councils

Figure 4: The NSP Line

Anita Richter – Florian Bemmerlein-Lux, June 2009 17 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

The main opportunities and problems associated with the NSP planning process are: Opportunities:

• An effective structure to generate requests is established on community level (Community Development Councils). The CDCs have already gained experience in requesting, implementing and managing community projects. • Funding is available for project implementation. • Community needs are addressed with a relatively short planning period and a broad geographical coverage in the province. • Strong ownership of the community exists through community contribution.

Problems y Human Human Capacities Policy level Planning process Planning Qualit Design and dimensioning of the projects are guided by budget limitations leading often to under-funded projects.

Projects can meet only basic electrification needs. The institutional programme structures are not sustainable after the completion of the programme.

Productive use is difficult or not possible because of power limitations A shift from the voluntarily elected CDCs to elected Village Councils may weaken the current implementation mechanisms of NSP. NSP planning process exists parallel to the provincial development plan- . ning process. Information exchange and coordination with other line departments on provincial level are weak. It is not clear what role the River Basin (Sub-Basin) Agencies and Coun- cils will play for providing water rights and how NSP will be involved, represented in this planning and approval process. Technical standards are not enforced in general but the quality of the implementation depends often on the individual capacity of the facilitating partner. No regulating authority exists to guide and control the electrification process and standards. The project cycle ends with the construction of the MHP. There is no effective system established for operation, maintenance and repair. At the moment it is not clear how ERDA will use the experiences of NSP Capacities depend on the Facilitating Partners and their presence in the area

Anita Richter – Florian Bemmerlein-Lux, June 2009 18 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Problems y Human Human Capacities Policy level Planning process Planning Qualit

The capacities of the Facilitating partners are not supervised or controlled

Anita Richter – Florian Bemmerlein-Lux, June 2009 19 Afghanistan Energy Programme Renewable Energy Supply for Rural Areas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Linee 3 (Donor Line): (Only basically described) Requests from communities or donors (and implementing NGOs) and go directly to the national level (Ministers). The proposal will then be sent to the respective departments in MEW or MRRD (Way 1) (like Rural Enterprise and Energy and/of NSP or ERDA). These departments will initiate a survey and make a feasibility study. An- other possibility is the direct registration of projects with the Ministry of Economy (Way 2) without passing the budget approval process. The approval process for the budget is included in the normal yearly budget process.

Donor line MEW Budget hearing Budget Committee MRRD (MoF, MoEC, Pres. Off., Line Ministries) Way 1 Project Proposals Provincial Provincial Development Governor Plan Head of PDC Project Ap- proval

Approval ? PDC Donors MoEC Way 2 Reporting

NGOs Electrification Requests/plans Community Development Councils

Figure 5: The “Donor” Line

Anita Richter – Florian Bemmerlein-Lux, June 2009 20 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Current proposals for the Optimisation of the Electricity Planning Process – Focus on the National Plan- ning Process – PDC - Line

Different efforts are undertaken to optimise the planning processes on provincial level in general and specifically for electricity related projects. ESRA based on results of the Capacity Assessment started with a first description of a process necessary for RE- RET (see “Annex 1: Draft Structure for Rural Electricity supply through Renewable Energies – Province Level” 12).

Suggestions and possible Interventions (partly possible by GTZ ESRA):

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention Support the design of a Rural Electrification Policy and Strategy at national level Support of the elaboration of a “draft national strategy for rural electrification No policy and no strategy for RE-RET through renewable energy” in form of a cabinet proposal with the Inter- Policy / Structural exist. Ministerial Commission for Energy (ICE) and the ICE-Subcommittee: “Re- newable energy and rural Electrification” and Technical working groups. Conceptual

Integrate new RE-RET policy into ANDS

(ESRA component 3)

12 prepared during the Capacity Assessment in cooperation with Dr. E. Naumann

Anita Richter – Florian Bemmerlein-Lux, June 2009 21 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention Support the cooperation of MEW and MRRD in the sector of RE-RET Support of the established Technical Working Group – joint work on the The relation and cooperation with MRRD concentration of all RE-RET efforts (MEW and MRRD) under one coordi- (and programmes) is not sufficiently de- nated approach (should be part of the national strategy) Policy / Structural fined.

(ESRA component 3) Awareness campaigns for decision makers: Conduct information and awareness campaigns and workshops for: o Politicians o Chambers, Industry o Technical colleges and training Institutions Rural Electrification is not of high impor- o Universities tance at national level. o General public Human Resource Offer site visits to functional project sites: Development o SMEs o Small Hydropower o Community services • Initiate and support press and media campaigns

(ESRA component 3)

Anita Richter – Florian Bemmerlein-Lux, June 2009 22 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention Support the design and subsequent inclusion of standard operation model in a national strategy for RE-RET Elaborate specific O&M model including legal conditions and rules as well as responsibilities for construction and O&M and add it to the national strategy and policy advice. • Commercial (user pays full generation and distribution costs + profit) There is a lack of rules and regulations • PPP - concession Policy / Structural for implementation of operation models • Subcontracting construction, operation management of PPP and commercial model 13 • Leasing for operation and maintenance • Community based ESPROS

(ESRA component 1 and 3)

Suggest a Regulating Authority and RE-RET supporting Organisations Design an institutional set-up and support the establishment of an independent “Regulator” There is no regulating agency for struc- Tasks turing and supervising the quality and • Authority for Quality Control Policy / Structural processes for rural electricity supply. • Mediating of conflicts of interests between policy making, electricity providers and user groups (incl. development of mediation and conflict resolution instrument s and mechanisms) • Management of the RE-RET fund • Apply technical standards / specification (as compulsory) for system

13 Private company (IPP – PPA) (independent Power Producer based on Power Purchase Agreement)

Anita Richter – Florian Bemmerlein-Lux, June 2009 23 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention components and system performance (for implementation) • Monitor and evaluate electrical service supply with regard to quality • Develop a fine instrument in case of non compliance • Develop and survey user contracts • Develop and survey provider contracts

Members • Public sector (MEW, MRRD, MoEC …) • ACCI • ANSA • Private sector representatives and User representatives

(ESRA component 3) Support the financing of a sustainable system of RE-RET financing Design an institutional set-up and support the establishment of “RE Fund” Purpose and operation Policy / Structural • Part of the revenues are payable into the fund • Payment of bigger repairs

(ESRA component 3)

Anita Richter – Florian Bemmerlein-Lux, June 2009 24 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention Suggest a “Centre of Excellence for RE-RET” as supporting Organisa- tion Tasks • Scientific backup for electricity service quality control • Survey and evaluate national and international best praxis and experiences There exists only dispersed – and low quality - data about potentials for all RET • Adjust and recommend sets of international standards (e.g. International Policy / Structural in Afghanistan Electrical Standards - IEC) • Transfer of R&D results to field application • Advising on implementation of RE-RET policy and concept

MRRD has also the vision to suggest similar “Rural Energy Institute (REI)” (See Annex 5: ERDA – MRRD: Tasks with relation to ANDS) (ESRA component 3)

Support the Reorganisation of the RE Department of MEW There is a lack of responsible and quali- • Suggest concentration of RE efforts in cooperation with MRRD fied (and sufficiently staffed) units for Ru- ral Electrification in MEW (ESRA component 3)

• Training of the existing staff (RE-RET basics, office management, RE- Human Resource planning etc.) Development • CIM expert as advisor of the RE Department

Anita Richter – Florian Bemmerlein-Lux, June 2009 25 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention

The provincial development planning Improving the link between provincial and national government level - process has a weak national follow up a bottom-up top-down approach. and integration into the national budget- Feed-in experiences from provincial development planning process into Policy / Structural ing process is not favourable for Provin- strategy development for rural electrification through renewable energies. cial Contributions. Conceptual Assisting in information exchange between provincial and national level. In the process of budget negotiations RE does not have an appropriate voice. (ESRA component 2 and 3)

Conduct information and awareness campaigns and coordination work- Human Resource shops incl. exposure visits of representatives of the national level to province, information on the planning process to MoEC – Provincial Planning Development Department

No clear responsibility is assigned who Optimisation of the provincial development planning process in the leads the energy planning process on energy sector on provincial level: provincial level and which institutions Continue with the support of the Energy Working Group under the Provincial and stakeholders should be involved. Development Council and include this tool in the Rural Electrification Strat- The Provincial Plan – as well as the RE- egy. Policy / Structural RET requested Projects that are not Support the improvement of the Provincial Development Plan and the guided through the NSP process – has process of its elaboration (not involving in community or district plan- Conceptual no clear concept, is of low quality and is ning) not standardised. Planning Assisting the Energy Working Group under the PDC (with all actors in

the energy sector) as secretariat (elaboration of terms of reference, NSP related RE-RET Projects are for definition of members, setting meeting agenda); information only included in the Provin- Initiate closer cooperation among main departments (DoEc, DRRD, cial Development Plans DoWM, DoWA, DABM) in energy planning (e.g. regular meetings, joint

Anita Richter – Florian Bemmerlein-Lux, June 2009 26 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention discussion on requests received by the provincial government) Discussion of electrification approach (presenting different options and related preconditions, consequences and risks) Development and test of technical survey form and standard application form for communities; Technical support for site surveys Discussion of criteria for prioritisation of electrification projects and development of a planning tool reflecting these criteria Supporting planning sessions for project prioritisation and development of the yearly PDP Assisting the provincial government in proposal development and donor relations.

(ESRA component 2)

The capacities for identification, design Development and training on operational planning, planning tools, elabora- Human Resource and proposal writing for larger electrifi- tion of terms of reference, proposal writing, basic RE-concepts, documenta- cation projects do not exist on provincial Development level tion and conflict resolution

Anita Richter – Florian Bemmerlein-Lux, June 2009 27 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention Development of Best Practice Provincial Electrification Concepts (Pro- active Energy Planning) For the development of electrification projects that go beyond basic electrification needs a planning instrument for the provincial level is necessary. No baseline data for rural electrification and potentials exist. The electrification concept will focus on electricity supply that can be used for production and contributes to the economic development of the province of Badakhshan. No criteria are defined to prioritise elec- (see “Annex 1: Draft Structure for Rural Electricity supply through Renewable Energies – trification needs Province Level” for a more detailed process and task list) Data for basic planning are lacking The electrification concept as planning document will: and/or are not systematic • Provide data on the current state of the energy sector in Badakhshan in No provincial electricity concept and an energy profile Planning supply plan exists and the identification • Provide sufficient data for the prioritisation of electrification sites and an of priority projects is based only on analysis of hydro potentials and other renewable energy sources for community requests. Thus larger electri- identifying technically feasible sites - socio-economic centres (mainly fication projects that need more sophisti- district centres). cated technical know-how - and that allow productive use of energy - are not • Provide technical and socio-economic criteria and data for the prioritisa- proposed. tion of decentralised electrification projects. A socio-economic survey of the districts shows the significance of the districts within the province according to population and economic potential. Locations with high number of population, high economic potential, and technically and financially feasible sites will be considered priority for electrification. • Propose interconnection of decentralised sites to local and regional grids, • Propose a model for sustainable operation and maintenance of electrifi-

Anita Richter – Florian Bemmerlein-Lux, June 2009 28 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention cation projects.

(ESRA component 2 and 1)

Capacities for design of baseline data, Train local stakeholders – especially new staff for the DoWM for energy electrification concepts and plan devel- matters - (and private service providers) in data gathering analysis and RE – Human Resource opment do not exist at national and sub planning: basic RE-RET concepts and technical background, basic data for Development national level. RE, planning tools, socio economic assessment, etc.

It is not clear what role the River Basin Observation of the institutional and policy development of the emerg- (Sub-Basin) Agencies and Councils will ing consequences of the River Basin Management and new Water Law play for providing water rights and how Support DoWM in appointing staff for the field of electrification the Energy Sector will be involved, represented in this planning and approval Observe development on National and Provincial level Policy / Structural process. Consider change of legal requirements in the implementation planning of utilities.

(ESRA component 2 and 3) Train new staff for the DoWM for energy matters in data gathering analysis Human Resource and RE – planning: basic RE-RET concepts and technical background, ba- Development sic data for RE, planning tools

Anita Richter – Florian Bemmerlein-Lux, June 2009 29 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Level – Category of Identified Problem Possible Intervention – long and short term activity intervention It is not clear: Observation of the planning procedures of the district level including the possible changes in the institutional set-up. • The role and competencies of the District Development Assemblies Within the institutional set up the current NSP and NADP programme based and the District Development Plans organisational structure may change (i.e. planned village councils that may in the process of RE replace the CDCs). This possible development has to be observed and consequences for RE considered. • Criteria, proceedings and form of The provincial government supported by UNAMA is setting up a structured community participation for the Dis- Policy / Structural trict Development Plans process for community requests through CDCs. The process requires the approval/certification by the District Governor and the Provincial Develop- Conceptual • The links between district development Committee. A district development plan will be introduced as first level ment plans and provincial develop- of project prioritisation. ment plans

• The persons to do the District Devel- opment Plans as well as the format (ESRA component 2) of the plan

Anita Richter – Florian Bemmerlein-Lux, June 2009 30 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Annex 1: Draft Structure for Rural Electricity supply through Renewable Energies – Province Level

The draft structure14 of the RE-RET covers the tasks of existing and proposed Institutions/Organisations covering the “Policy Making and Con- cept Development (RE-RET)” at National and Provincial level up to the “Implementation of RE-RET Projects” – and includes the construction and operation and management stage of RE. Only the part directly relevant for the planning process on the sub-national level is included here.

(Institutions not existing and to be established by national initiatives – “Regulator”, Centre of Excellence RE-RET, and RE-RET Fund) are in italic)

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility

B. Provincial Electrification Concept

Status quo: • Development of data base Baseline of electricity Not in a systematic way: o Existing utilities (and their characteristics) and distribution • MEW – Survey department o Existing grids supply of the Province • MRRD o Neighbouring grids and installations • DABM • ERDA o Population distribution • PDCs o Community service installations • Technical cooperation partners o Roads and other access o Natural Risks (prone areas for floods earthquakes, landslides) Proposed – ideas: o Land use • “Centre of Excellence for RE-RET” o Economic and productive characteristics • DoWM • MEW energy planning unit o Existing RE resources (Water, Wind, radiation and other resources) • Private consulting companies (e.g. for socio- • Compilation or improvement of existing baseline data economic survey)

Data sources:

14 prepared by F. Bemmerlein-Lux and Dr. E. Naumann in May/June 2009

Anita Richter – Florian Bemmerlein-Lux, June 2009 31 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility • AEIC • Central Statistical Office • Chambers of Commerce • Surveys initiated by donors

General RE-potential Status quo: • Develop and apply methodology and standard forms for data assessment • Technical cooperation partners (ESRA) • Application and assessment of existing data bases – baseline data and demand assess- • ERDA wants to do • Estimation potentials of natural RE resources for: ment for the province Proposed – ideas: o Hydropower • “Centre of Excellence for RE-RET” o Radiation • DoW o Wind • DoEc o Others like biomass and geothermal • MEW Energy Planning Unit • Assessment of existing utilities incl. local, regional and national grid capacities • Private consulting companies • Assessment of Socio-Economic Potentials o Demographic structure and settlement patterns Data sources: o Growth rates • AEIC o Roles of gender • Central Statistical Office o Poverty • Chambers of Commerce o Social service infrastructure • Hydrology ( MEW/Department of Hydrology, River o Assessment of natural resources and potentials (e.g. tourism) and re- Basin Management Programmes sources (e.g. minerals, gemstones) o Assessment of productive use and important economic activities (e.g. main agricultural products, special local products and handicraft), o Identification of socio-economic growth centres, economic potentials o Development priorities

• Survey and assessment on RE demand and growth rates

Anita Richter – Florian Bemmerlein-Lux, June 2009 32 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility Status quo: • Elaboration of an electrification plan Define a provincial • Technical cooperation partners (ESRA) o Set priorities • Energy Working group o Give options for Local-, regional grids, stand alone supply concept • ERDA wants to do o Outline long term options for the interconnection to the national grid

Proposed – ideas: • Definition of criteria for interconnection of clusters, connection to regional grids • Mid-term: technical cooperation partners and national grids. • MEW (energy planning unit) • Definition of technical standards (incl. Technical standards for interfaces)

• Outline a first financial and economic analysis Control of compliance: o Balance of costs and revenues • “Regulator” o Coverage of operational costs • Fee and tariff structure • Need for subsidies in case revenues are not covering operational costs Data sources: • “Centre of Excellence for RE-RET” • AEIC

Status quo: • Develop a monitoring approach for gender related impacts of rural electricity Review of gender Not existing supply as o Adult education after hours sensitivity of the elec- Proposed – ideas: o Additional income by handicraft trification concept DoWA o Social activities o Health • Process evaluation and revision according to guideline • Regulator activities with regard to gender impacts (like special arrangements for mother headed families)

Anita Richter – Florian Bemmerlein-Lux, June 2009 33 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility

C. Planning of Concept Realisation

Status quo: • Definition of objectives and indicators Planning of implemen- • Technical cooperation partner (ESRA) • Decide on where which users can be included into the supply concepts (house- Proposed – ideas: holds, public service and productive use) tation • Energy Working Groups • Decide on a specific O&M model including responsibilities for construction and • DoWM – energy unit O&M • DABS?? o Commercial (user pays full generation and distribution costs + profit) o PPP - concession o Subcontracting construction, operation management of both15 o Leasing for operation and maintenance o Community based ESPROS

• Definition of ownership of generation and distribution systems • Outline the possible subsidising structure

• Application of criteria for interconnection of clusters, connection to regional grids and national grids

• Prepare a tasks list for community energy committees and local operators for Operation & Management

• Design of the user mobilisation process

Proposed – ideas: • Develop (standard) concession and user contracts “Regulator” • In case of PPP: Balancing of business plan with development oriented tariff system with subsidisation instruments – decide on subsidies

15 Private company (IPP – PPA) (independent Power Producer based on Power Purchase Agreement)

Anita Richter – Florian Bemmerlein-Lux, June 2009 34 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility Status quo: • Definition of participation structure and mechanisms Initiate decision mak- • UNAMA, PDC, PG • Definition of the decision processes and authorities • Energy Working group in Badakhshan o Development of a simple project proposal assessment system ing and coordination • At time – three lines of energy planning (NSP, PDC of RE in the province and Donor line + not clear) • Streamline all electricity initiatives under one institutional responsibility (“RE- RET Management Office”) Proposed – ideas: o Establish/strengthen Energy Working Groups under PDC or • DoWM – energy unit and / or DRRD o Line Ministry departments for energy planning Regulator – Regional Representatives • A “RE-RET Management Office” • Establishment of Deciding Authority for RE-RET

• Establish rural “Regulation Office” Status quo: Not existing Monitoring of concept Proposed – ideas: realisation

Anita Richter – Florian Bemmerlein-Lux, June 2009 35 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility

D. Participatory Planning Process for Electrification Projects

Status quo: • User mobilization strategy Establish a method of • Facilitating partners (NSP) • Methodology for user mobilization Proposed – ideas: o Template Development (standard questionnaire, method of interview- user mobilisation • Energy Working Group or similar ing, team building and composition of teams, etc.) o Recruitment of teams, selection of competent team members Status quo: • Information campaign for possible user private groups, community service and Assist in or initiate At national level: productive users about advantages and conditions of electrification. • MEW Planning Department • Develop standard application form including: project proposal gen- • MRRD o Objective eration • UNAMA, PDC o Beneficiaries Proposed – ideas: o Financial volume • NGOs o Own contribution in cash and in kind • Energy Working Groups in each Province for an o Coordinator/focal point analysis o Estimate of power capacity needed • Technical Cooperation Partner • Assist in preparing the project proposal

Status quo: • Check compliance with format Compilation of Re- • PDC • Rational • NSP Provincial Management Unit • In cases: Ask for supplementation or improvement of requests quests • Donors • Documentation and preparation of requests for processing

Proposed – ideas: • PDC • Energy Working Group (esp. DoWM, DoEc, DRRD, DABS, DoWA)

Anita Richter – Florian Bemmerlein-Lux, June 2009 36 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility Status quo: • Nomination of a team independent of assessors Project proposal as- • PDC • Develop project assessment criteria o DoEC->MoEC ->MEW / MRRD o Realistic assumption about recourses and capacities sessment and priori- • DRRD->MRRD o Probability for realisation based on resources and human capacity o Benefits for users and society tizing (form requests Proposed – ideas: o Cost Benefit analysis and other origin) Provincial Level: o Social and environmental impact assessment o Gender sensitivity • Energy working Group & Provincial Council - > PDC o Conflicts and synergies with other development measures National Level o Etc. • Assessment by assessors and summary of results • MoEC, MEW. MRRD -> Budget Commission - MoF

Inserted in the National Budget Planning Process Status quo: • Include in list of projects to be realised Project endorsement • MoEC Sectoral units ->MRRD/MEW • Allocate Project Management Unit PMU on provincial and national level • DONORs and allocation of pro- • MoF • Compile International financing mechanisms – if needed ject budgets Proposed – ideas: • MoEC Sectoral units ->MRRD/MEW • DONORs • MoF Project and Budget available Status quo: • Definition of objectives, activities and indicators Project design and • Facilitation Partners • Demand verification • Technical Cooperation Partners • Demand site management project planning – • Identification of necessary regulatory framework (e.g. water rights etc.) Proposed – ideas: project approach • PMU and user representatives (plus subcontrac- • Financial modelling (cash flow analysis, profit margins, fee structure etc.) tors) • Deciding on the need for subsidising • (in case of BOO by IPPs)

Anita Richter – Florian Bemmerlein-Lux, June 2009 37 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Topic and activity /mandate/ Institutions and Actors “stakeholders” Tasks – Activities necessary responsibility • Establishment of participation structure and plan of project operation • Work Plan and evaluation / monitoring procedure Status quo: • Decision on O/M model Definition of an ap- Not systematic o PPP - concession Proposed – ideas: o Leasing for operation and maintenance propriate operation • “RE-RET Management Office” o Community based ESPROS and management • user representatives o (Commercial (user pays full generation and distribution costs + profit • Suggest Human Resource Development Measures – mainly for operators model • Development of procedures for collecting of revenues • Conclude concession and user contracts • Prepare procedures to release subsidies, if any

Proposed: • Regulation and supervision of quality of service and tariff structure by Regulator “Regulator” (concession and user contracts)

Status quo: • Follow up compliance with provincial RE-RET concept Monitoring and • Technical Cooperation Partner • Follow up benefit for users • Follow up indicators and milestones Evaluation of Project • NSP PMU Proposed – ideas: Progress • “RE-RET Management Office”

Anita Richter – Florian Bemmerlein-Lux, June 2009 38 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Annex 2 – PDP 2009 Prioritisation of RE Projects

Anita Richter – Florian Bemmerlein-Lux, June 2009 39

ﭘﻼن اﻧﮑﺸﺎﻓﯽ وﻻﻳﺘﯽ در ﺳﺎل 2009 ‐ ﻟﺴﺖ اوﻟﻮﻳﺘﻬﺎﯼ ﭘﻴﺸﻨﻬﺎدات ﺷﻮراهﺎ در ﺑﺨﺶ ﺳﮑﺘﻮر اﻧﺮژﯼ Annex 1 ‐ PDP 2009 ‐ prioritisation of community requests in the energy sector

ﺗﻌﺪاد

زﻣﻴﻦ ﮐﺎر

ﺷﺮوع

ﺗﺨﻤﻴﻦ Short project ﻣﺴﺘﻔﻴﺪ ﻇﺮﻓﻴﺖ

ﺗﻄﺒﻴﻖ ﺑﻮﺳﻴﻠﻪ )

ﺑﻮﺳﻴﻠﻪ ﮐ ﻣﻠﮑﻴﺖ ﺗﻤﻮﻳﻞ ﺗﺤﺖ

ﺑﻪ .description(e.g

ﭘﺮوژﻩ ﻣﻮﺳﺴﺎت ) : ﭘﺮوژﻩ Remarks (for ongoing projects

ﺑﻮدﺟﻪ ﺑﺎ ,construction

دﺳﺘﮕﺎﻩ داﻟﺮ وﺻﻞ ﻨﻨﺪﮔﺎن ﺑﻮﺳﻴﻠﻪ وزارت

ﺷﻮﻧﺪﮔﺎن CDC/Villages Project title percentage of

اﻋﻤﺎر ) ) ﺑﻪ ﺑﻮدﺟﻪ ذﮐﺮ rehabilitation, energy وﻟﺴﻮاﻟﯽ District دوﻟﺘﯽ وﻗﺮاردادﯼ

ﺑﻴﻦ site ﻣﻼﺣﻈﺎت: درﻣﻮرد ﭘﺮوژﻩ هﺎﯼ(completion وﺗﺎرﻳﺦ ﻧﺎم ﭘﺮوژﻩ ﺷﻮرا/ﻗﺮﻳﻪ

ﻣﺎﻩ ﺗﺸﺮﻳﺤﺎت ﻣﺨﺘﺼﺮ ( sources ﻣﻴﺸﻮﻧﺪ دوﻟﺘﯽ ﺧﺎﻧﻮار ,

زﻳﺮ ﮐﺎر ﻣﻌﻴﺎر ﮐﺎر ﺷﺪﻩ ﺑﻮﺳﻴﻠﻪ ﺗﻌﻴﻴﻦ ﻓﻴﺼﺪﯼ ﻣﺮﺑﻮﻃﻪ Estimated Estimated

اﻟﻤﻠﻠ

ﻏﻴﺮ اﻣﺮﻳﮑﺎﻳﯽ

ﻓﺮﻋﯽ (Household (Household در ﻣﻮرد ﭘﺮوژﻩ (اﻋﻤﺎر, ﺗﺮﻣﻴﻢ ﯽ و ﮐﻴﻠﻮوات ﮐﻪ

اﻧﮑﺸﺎﻓﯽ Impelemented ﺗﺨﻤﻴﻨﯽ ﺳﺎل

ministry, donor donor ministry,

budget wich line project start and estimated project

(organisation وﻣﻨﺎﺑﻊ اﻧﺮژﯼ by(GGO,NGO,Sub by(GGO,NGO,Sub No. of Beneficiaries (public/private) دوﻟﺘﯽ ﻣﻠﯽ ﺧﺘﻢ Installed capacity (in ﺗﻤﻮﻳﻞ Funding by(If national national by(If Funding kW) ﻳﺎﺷﺨﺼﯽ ﺷﺒﮑﻪ Land ownership of the of the ownership Land contractor) Budget(USD) Budget(USD) end(mm/yy-mm/yy connected/Supplied)

1 Darayem MHP site First site survey Requests received from Pengani ﭘﻴﺸﻨﻬﺎد از ﻃﺮف ﻗﺮﻳﻪ ﭘﻨﮕﺎﻧﯽ development available, Acquisition of village دراﻳﻢ درﺟﺮﻳﺎن to be defined during technical survey ﺳﺮوﯼ donor funding اﻧﮑﺸﺎف ﺳﺎﺣﺎت .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ اﺑﺘﺪاﻳﯽ ﻣﻮﺟﻮد اﺳﺖ , اﮐﺘﺴﺎب ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ ﻳﺎ درﻳﺎﻓﺖ ﺑﻮدﺟﻪ وﺗﻤﻮﻳﻞ ﮐﻨﻨﺪﻩ :MHP site Technical survey for Requests received from villages ﻳﻔﺘﻞ Yaftal 2 ﭘﻴﺸﻬﺎد از Shikhdara, Baghi Balla درﺟﺮﻳﺎن to be defined during technical survey ﺳﺮوﯼ development potential sites ﻃﺮف ﻗﺮﻳﻪ هﺎﯼ ﺷﻴﺦ درﻩ وﺑﺎغ ﺑﺎﻟﻴﻦ .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ ﺗﺨﻨﻴﮑﯽ ﺑﺮاﯼ ﺗﻌﻴﻴﻦ ﻇﺮﻓﻴﺖ اﻧﮑﺸﺎف ﺳﺎﺣﺎت ﺳﺎﺣﺎت ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ :MHP site Technical survey for Requests received from villages راغ Ragh 3 ,Ziraki, Bakhshga, Ghorpala, Dehga ﺳﺮوﯼ development potential sites درﺟﺮﻳﺎن to be defined during technical survey ﭘﻴﺸﻨﻬﺎد ازﻃﺮف Ahmadur, Farahdar ﺗﺨﻨﻴﮑﯽ ﺑﺮاﯼ ﺗﻌﻴﻴﻦ ﻇﺮﻓﻴﺖ اﻧﮑﺸﺎف ﺳﺎﺣﺎت .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ ﻗﺮﻳﻪ هﺎﯼ زﻳﺮﮐﯽ, ﺑﺨﺸﮕﻪ, اﺣﻤﺪر و ﻓﺮﺣﺪر ﺳﺎﺣﺎت ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ

:MHP site Technical survey for Requests received from villages ﺟﺮم Jurm 4 ,Furghaminj, De Balla, Nawi Jurm ﺳﺮوﯼ development potential sites Deh Payeen, Deh Balla, Dara درﺟﺮﻳﺎن to be defined during technical survey ﺗﺨﻨﻴﮑﯽ ﺑﺮاﯼ ﺗﻌﻴﻴﻦ ﻇﺮﻓﻴﺖ اﻧﮑﺸﺎف ﺳﺎﺣﺎت ﭘﻴﺸﻨﻬﺎد اﺧﺬ ﺷﺪﻩ Buzurg, Shikh Abad .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ ﺳﺎﺣﺎت ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ , از ﻗﺮﻳﺠﺎت ﻓﺮﻏﺎﻣﻨﺞ, ﻧﻮﯼ ﺟﺮم , دﻩ ﭘﺎﻳﻴﻦ دﻩ ﺑﺎﻻ, درﻩ ﺑﺰرگ وﺷﻴﺦ ﺁﺑﺎد :Technical survey, MHP Requests received from villages ﺷﺒﮑﻪ Local grid ﺷﻬﺪا Shuhada 5 ,upgrading, MHP Zardiw, Malangab, Shikham, Sirin ﻣﺤﻠﯽ وﻣﻮﺿﻌﯽ درﺟﺮﻳﺎن to be defined during technical survey ﭘﻴﺸﻨﻬﺎد اﺧﺬ ﺷﺪﻩ ﺑﻮﺳﻴﻠﻪ ﻗﺮﻳﺠﺎت Sarlola ﺳﺮوﯼ interconnection .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ زردﻳﻮ, ﻣﻠﻨﮕﺎب, ﺳﻴﺨﻢ, ﺳﻴﺮﻳﻦ و ﺳﺮﻟﻮﻟﻪ ﻓﻨﯽ ﺑﺎﻻﺑﺮدن ﻇﺮﻓﻴﺖ ﺑﺮق ﺁﺑﯽ ﺑﻮﺳﻴﻠﻪ ﺳﺎﺧﺘﻦ ﺷﺒﮑﻪ داﺧﻠﯽ :MHP site Technical survey for Requests received from villages ﻳﺎوان Yawan 6 ﭘﻴﺸﻨﻬﺎد اﺧﺬ ﺷﺪﻩ وﻟﺴﻮاﻟﯽ ﻳﻤﮕﺎن Yamgan درﺟﺮﻳﺎن to be defined during technical survey ﺳﺮوﯼ development potential sites .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ ﺗﺨﻨﻴﮑﯽ ﺑﺮاﯼ ﺗﻌﻴﻴﻦ ﻇﺮﻓﻴﺖ اﻧﮑﺸﺎف ﺳﺎﺣﺎت ﺳﺎﺣﺎت ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ :MHP site Technical survey for Requests received from villages ﻳﻤﮕﺎن Yamgan 7 ,Aoshnagan Sufla, Khaisp, Woni ﺳﺮوﯼ development potential sites ﭘﻴﺸﻨﻬﺎد اﺧﺬ Kaw, Panideh, Sardara درﺟﺮﻳﺎن to be defined during technical survey ﺗﺨﻨﻴﮑﯽ ﺑﺮاﯼ ﺗﻌﻴﻴﻦ ﻇﺮﻓﻴﺖ اﻧﮑﺸﺎف ﺳﺎﺣﺎت ,ﺷﺪﻩ از ﻗﺮﻳﺠﺎت اوﺷﻨﮕﺎن ﺳﻔﻠﯽ, ﺧﺴﻴﭗ .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ ﺳﺎﺣﺎت ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ اوﻧﯽ, ﮐﺎو, ﭘﺎﻧﯽ دﻩ وﺳﺮدرﻩ

8 Arghanjkhow MHP site Technical survey for Requests received from villages: ﭘﻴﺸﻨﻬﺎد اﺧﺬ ﺷﺪﻩ Sumdara, Yeranshahr درﺟﺮﻳﺎن to be defined during technical survey ﺳﺮوﯼ development potential sites ارﻏﻨﺠﺨﻮاﻩ a از ﻗﺮﻳﺠﺎت ﺳﻤﺪرﻩ وﻳﺮاﻧﺸﻬﺮ .ﺳﺮوﯼ ﻣﺸﺨﺺ ﺧﻮاهﺪ ﺷﺪ ﺗﺨﻨﻴﮑﯽ ﺑﺮاﯼ ﺗﻌﻴﻴﻦ ﻇﺮﻓﻴﺖ اﻧﮑﺸﺎف ﺳﺎﺣﺎت ﺳﺎﺣﺎت ﺑﺮاﯼ ﺑﺮق ﺁﺑﯽ Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Annex 3 - 2009 RE Project Implementations

Anita Richter – Florian Bemmerlein-Lux, June 2009 40

Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

2 Arghanjkhah Banio MHP Aproved by MMRRD 14 Public 72 Not mentioned NSP+HH Flag International 24-Aug-08 0%

3 Arghanjkhah Dashte Peng MHP Aproved by MMRRD 21 Public 225 Not mentioned NSP+HH Flag International 20-Aug-08 0% 4 Arghanjkhah Esrej MHP Aproved by MMRRD 12 Public 57 Not mentioned NSP+HH Flag International 26-Jun-08 0% 5 Arghanjkhah Hamid Abade MHP Aproved by MMRRD 25 Public 50 Not mentioned NSP+HH Flag International 28-Aug-08 0% shamera 6 Arghanjkhah Khamboi Bala MHP Aproved by MMRRD 15 Public 47 Not mentioned NSP+HH Flag International 17-Jul-08 0% 7 Arghanjkhah Khamboi Payan MHP Aproved by MMRRD 15 Public 93 Not mentioned NSP+HH Flag International 17-Jul-08 0% 8 Arghanjkhah Khanaqa MHP Aproved by MMRRD 15 Public 51 Not mentioned NSP+HH Flag International 17-Jul-08 0% 9 Arghanjkhah Lukew MHP Aproved by MMRRD 21 Public 26 Not mentioned NSP+HH Flag International 20-Aug-08 0% 10 Arghanjkhah Miane Dow MHP Aproved by MMRRD 25 Public 57 Not mentioned NSP+HH Flag International 28-Aug-08 0% Shamera 11 Arghanjkhah Neamat Abad MHP Aproved by MMRRD 12 Public 27 Not mentioned NSP+HH Flag International 26-Jun-08 0% 12 Arghanjkhah Salih Abade MHP Aproved by MMRRD 25 Public 72 Not mentioned NSP+HH Flag International 28-Aug-08 0% Shamera 13 Arghanjkhah Slimait MHP Aproved by MMRRD 14 Public 45 Not mentioned NSP+HH Flag International 24-Aug-08 0% 14 Arghanjkhah Tagabak MHP Aproved by MMRRD 14 Public 83 Not mentioned NSP+HH Flag International 10-Sep-08 0% 15 Arghanjkhwah Maar-Dara MHP Construction 50 IAM 16 Arghanjkhwah Razaan MHP Construction 70 IAM 17 Argo Absati MHP Power 25 Public 197 0 NSP/MRRD Afghanaid 4 march 08-20 85% Apirl 09

18 Argo Barlas Wakhyan MHP Power 12 Public 265 0 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 19 Argo Darkhan MHP Power 22 Public 173 0 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 20 Argo Dih dahi MHP Power 20 Public 260 0 NSP/MRRD Afghanaid 30 June 08-20 April 90% 09 21 Argo Ishanha MHP Power 18 Public 119 0 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 22 Argo Naw abad MHP Power 22 Public 180 0 NSP/MRRD Afghanaid depends on cash Proposal process Shahmari arrival by MRRD 23 Argo Qala Zafar MHP Power 7.35 Public 106 0 NSP/MRRD Afghanaid 21-07-008 85% 24 Argo Qaraqozi MHP Power 12.5 Public 96 0 NSP/MRRD Afghanaid 4 march 08-20 85% Apirl 09 25 Argo Sarai Dara MHP Power 14.72 Public 102 0 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 26 Argo Shahmari MHP Power 22 Public 300 0 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 27 Argo Shatak kalan MHP Power 25 Public 300 0 NSP/MRRD Afghanaid 12 jun 08-20 April 70% 09

1 Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

58 Faizabad Faizabad MHP Jowzjun Mini Hydro Power station rehabilitation 160 Public 400 70,000 BMZ GTZ ESRA 01/09-06/09 59 Faizabad Shai dara, Deh MHP Construction 132 IAM buland 60 Faizabad Shurabak HPP Shurabak Hydro Power Plant construction, 25 km of 20kV 4000 public, 7000 18,000,000 BMZ KfW, Integration Start in 2009 transmission systems, 35 km of 0.4 kV partly distribution system and house connections . private

2 Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

Short project description(e.g. construction, District CDC/Villages Project title rehabilitation, energy sources ) kW) the site site the Estimated contractor) (Household Budget(USD) organisation) Funding by (If Impelemented Impelemented of completion) (public/private) Project start and and start Project estimated project project estimated by(GGO,NGO,Sub end(mm/yy-mm/yy Land ownership of line ministry, donor No. of Beneficiaries Beneficiaries of No. projects percentage percentage projects Installed capacity (in (in capacity Installed connected/Supplied) national budget wich Remarks (for ongoing 61 Faizabad Zardalok MHP Construction 50 IAM 62 Jurm Dehbala Nawjurm MHP On Construction 50 Public 179 121,244 NSP AKF Aug, 07/April, 09 85% 63 Jurm Dehpayeen 117 AKF 85% 64 Jurm Khul Khul MHP On Construction 13 Public 128 42,384 NSP AKF Nov,08/Oct, 09 5% 65 Jurm Tirgran 121 AKF 85% 66 Jurm Ughan Ughan & Trigan MHP On Construction 50 Public 70 59,937 NSP+HH AKF Sept, 07/Dec,08 85% 67 Jurm Dehbala Nawjurm MHP On Construction 50 Public 179 121,244 NSP AKF Aug, 07/April, 09 85% 68 Jurm Dehpayeen 117 AKF 85% 69 Jurm Khul Khul MHP On Construction 13 Public 128 42,384 NSP AKF Nov,08/Oct, 09 5% 70 Jurm Tirgran 121 AKF 85% 71 Jurm Ughan Ughan & Trigan MHP On Construction 50 Public 70 59,937 NSP+HH AKF Sept, 07/Dec,08 85% 72 Khahan Chisnikil MHP Aproved by MMRRD 18 Public 180 Not mentioned NSP+HH Flag International 22-Sep-08 0% 73 Khahan Drel MHP Aproved by MMRRD 18 Public 91 Not mentioned NSP+HH Flag International 21-Sep-08 0% 74 Khahan Gerwi Bala MHP Aproved by MMRRD 19 Public 177 Not mentioned NSP+HH Flag International 20-Sep-08 0% 75 Khahan Gerwi Payan MHP Aproved by MMRRD 22 Public 97 Not mentioned NSP+HH Flag International 07-Sep-08 0% 76 Khahan Hawze Shah Bala MHP Aproved by MMRRD 18 Public 234 Not mentioned NSP+HH Flag International 07-Oct-08 0% 77 Khahan Hawze Shahe MHP Aproved by MMRRD 15 Public 69 Not mentioned NSP+HH Flag International 07-Oct-08 0% Payan 78 Khahan Kajga MHP Aproved by MMRRD 15 Public 101 Not mentioned NSP+HH Flag International 07-Oct-08 0% 79 Khahan Khengan MHP Aproved by MMRRD 22 Public 43 Not mentioned NSP+HH Flag International 18-Oct-08 0% 80 Khahan Lukhman MHP Aproved by MMRRD 22 Public 158 Not mentioned NSP+HH Flag International 18-Oct-08 0% 81 Khahan Pari Kham MHP Aproved by MMRRD 19 Public 195 Not mentioned NSP+HH Flag International 17-Aug-08 0% 82 Khahan Ruyanzar MHP Aproved by MMRRD 22 Public 130 Not mentioned NSP+HH Flag International 07-Sep-08 0% 83 Khahan shahlil MHP Aproved by MMRRD 18 Public 62 Not mentioned NSP+HH Flag International 21-Sep-08 0% 84 Khahan Zrechha MHP Aproved by MMRRD 30 Public 265 Not mentioned NSP+HH Flag International 21-Oct-08 0% 85 Kishem Khomboki Bala MHP Power 22.5 Public 267 57,000 NSP/MRRD ACTED Not yet started 0 86 Kohistan Ashtotok MHP Power 19.62 Public 241 Not mentioned NSP/MRRD Concern not mentioned On going 87 Kohistan Chinar MHP Power 12.2 Public 87 Not mentioned NSP/MRRD Concern not mentioned On going 88 Kohistan Darai Joo MHP Power 9.8 Public 106 Not mentioned NSP/MRRD Concern not mentioned On going 89 Koofab Fee Fee MHP On Construction 18 Public 117 48,499 NSP+HH AKF July,08/June,09 95% 90 Koofab Nawobad Nabobad MHP On Construction 9 Public 40 21,098 NSP+HH AKF Aug,08/June,09 15% 91 Koofab Nawobad inch Nabobad inch MHP On Construction 3 Public 19 15,379 NSP+HH AKF Aug,08/June,09 15% 92 Koofab Nishur Nishure MHP On Construction 25 Public 182 74,845 NSP+HH AKF July,08/ June,09 95% 93 Koofab Poshar Poshar MHP Submitted to MRRD 25 Public 133 77,880 NSP+HH AKF May,09/Dec,09 5% 94 Koofab Shikharv Shikharav MHP Submitted to MRRD 23 Public 143 59,154 NSP+HH AKF May,09/Dec,09 5% 95 Koofab Spoon Spoon MHP On Construction 22 Public 154 55,021 NSP+HH AKF Oct,08/Aug,09 10% 96 Koofab Fee Fee MHP On Construction 18 Public 117 48,499 NSP+HH AKF July,08/June,09 95% 97 Koofab Nawobad Nabobad MHP On Construction 9 Public 40 21,098 NSP+HH AKF Aug,08/June,09 15% 98 Koofab Nawobad inch Nabobad inch MHP On Construction 3 Public 19 15,379 NSP+HH AKF Aug,08/June,09 15% 99 Koofab Nishur Nishure MHP On Construction 25 Public 182 74,845 NSP+HH AKF July,08/ June,09 95% 100 Koofab Poshar Poshar MHP Submitted to MRRD 25 Public 133 77,880 NSP+HH AKF May,09/Dec,09 5% 101 Koofab Shikharv Shikharav MHP Submitted to MRRD 23 Public 143 59,154 NSP+HH AKF May,09/Dec,09 5% 102 Koofab Spoon Spoon MHP On Construction 22 Public 154 55,021 NSP+HH AKF Oct,08/Aug,09 10% 103 Kuran Wa Anjuman-e-Bala 86 AKF 55% Munjan 104 Kuran Wa Askazer Bala Askazer Balo & payan MHP On Construction 25 Public 60 84,255 NSP AKF March,09/Oct,09 5% Munjan

3 Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

4 Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

Short project description(e.g. construction, District CDC/Villages Project title rehabilitation, energy sources ) kW) the site site the Estimated contractor) (Household Budget(USD) organisation) Funding by (If Impelemented Impelemented of completion) (public/private) Project start and and start Project estimated project project estimated by(GGO,NGO,Sub end(mm/yy-mm/yy Land ownership of line ministry, donor No. of Beneficiaries Beneficiaries of No. projects percentage percentage projects Installed capacity (in (in capacity Installed connected/Supplied) national budget wich Remarks (for ongoing 132 Kuran Wa Welow Welow MHP Submitted to MRRD 8 Public 29 29,796 NSP AKF April,09/Nov, 09 5% Munjan 133 Nusay Badard Badard MHP Submitted to MRRD 8 Public 50 29,735 NSP+HH AKF May,09/Dec,09 5% 134 Nusay Navor Navor MHP Submitted to MRRD 9 Public 43 35,384 NSP+HH AKF May,09/Dec,09 5% 135 Nusay Rowand Rowand MHP Submitted to MRRD 20 Public 33 56,558 NSP+HH AKF May,09/Dec,09 5% 136 Nusay Sediyai peyon Sediyai peyon MHP Submitted to MRRD 12 Public 88 38,654 NSP+HH AKF May,09/Dec,09 5% 137 Nusay Zigar Zigar MHP Submitted to MRRD 8 Public 56 33,653 NSP+HH AKF May,09/Dec,09 5% 138 Nusay Badard Badard MHP Submitted to MRRD 8 Public 50 29,735 NSP+HH AKF May,09/Dec,09 5% 139 Nusay Navor Navor MHP Submitted to MRRD 9 Public 43 35,384 NSP+HH AKF May,09/Dec,09 5% 140 Nusay Rowand Rowand MHP Submitted to MRRD 20 Public 33 56,558 NSP+HH AKF May,09/Dec,09 5% 141 Nusay Sediyai peyon Sediyai peyon MHP Submitted to MRRD 12 Public 88 38,654 NSP+HH AKF May,09/Dec,09 5% 142 Nusay Zigar Zigar MHP Submitted to MRRD 8 Public 56 33,653 NSP+HH AKF May,09/Dec,09 5% 143 Raghustan Ahmadur MHP Power 9 Public 106 Not mentioned NSP/MRRD Concern not mentioned On going 144 Shikay Dargak Dargak MHP Submitted to MRRD 20 Public 103 45,922 NSP+HH AKF May,09/Dec,09 5% 145 Shikay Dehkhoh Dehkhoh MHP Submitted to MRRD 8 Public 32 22,903 NSP+HH AKF May,09/Dec,09 5% 146 Shikay Luch Luch MHP Submitted to MRRD 15 Public 54 32,688 NSP+HH AKF May,09/Dec,09 5% 147 Shikay Nawjam Nawazm MHP Submitted to MRRD 7 Public 35 33,068 NSP+HH AKF May,09/Dec,09 5% 148 Shikay Ojmak Ojmak MHP Submitted to MRRD 7 Public 47 29,978 NSP+HH AKF May,09/Dec,09 5% 149 Shikay Orchab Orchab MHP Submitted to MRRD 5 Public 26 24,130 NSP+HH AKF May,09/Dec,09 5% 150 Shikay Dargak MHP Submitted to MRRD 20 Public 103 45,922 NSP+HH AKF May,09/Dec,09 5% 151 Shikay Dehkhoh MHP Submitted to MRRD 8 Public 32 22,903 NSP+HH AKF May,09/Dec,09 5% 152 Shikay Luch Luch MHP Submitted to MRRD 15 Public 54 32,688 NSP+HH AKF May,09/Dec,09 5% 153 Shikay Nawjam MHP Submitted to MRRD 7 Public 35 33,068 NSP+HH AKF May,09/Dec,09 5% 154 Shikay Ojmak Ojmak MHP Submitted to MRRD 7 Public 47 29,978 NSP+HH AKF May,09/Dec,09 5% 155 Shikay Orchab Orchab MHP Submitted to MRRD 5 Public 26 24,130 NSP+HH AKF May,09/Dec,09 5% 156 Shughnan Werjon MHP construction 113 IAM 157 Shuhada Chakaran MHP Power 12 Public 153 0 NSP/MRRD Afghanaid 14 Nov 07 - 20 april 95% 09 158 Shuhada Dehdarah MHP Power 44 Public 53 0 NSP/MRRD Afghanaid 14 Nov 07 - 20 april 95% 09 159 Shuhada Dehkhala MHP Power 44 Public 75 0 NSP/MRRD Afghanaid 14 Nov 07 - 20 april 95% 09 160 Shuhada Ghuzmargh+Korkhu MHP Power 6 Public 83 0 NSP/MRRD Afghanaid depends on cash Proposal process dara arrival by MRRD 161 Shuhada Lab-e-dara MHP Power 30 Public 132 0 NSP/MRRD Afghanaid 10 Aug 08- 10 May 85% 09 162 Shuhada Mahmodan +lewani MHP Power 30 Public 128 0 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 163 Shuhada Mataspon MHP Power 30 Public 65 5,856 NSP/MRRD Afghanaid depends on cash Proposal process +sarangan arrival by MRRD 164 Shuhada NawabadJuiperyan MHP Power 25 Public 105 0 NSP/MRRD Afghanaid 20 Aug 08- 20 May 82% 09 165 Shuhada Pijuj +Meyandu MHP Power 30 Public 237 21,350 NSP/MRRD Afghanaid depends on cash Proposal process arrival by MRRD 166 Shuhada Rizwan MHP Power 44 Public 107 0 NSP/MRRD Afghanaid 14 Nov 07 - 20 april 95% 09 167 Shuhada Shakhyarak MHP Power 44 Public 53 0 NSP/MRRD Afghanaid 14Nov 07- 20 april 95% 09 168 Shuhada Surkhan MHP Power 44 Public 101 0 NSP/MRRD Afghanaid 25 Nov 07- 20 april 97% 09 169 Shuhada Yabab kalan MHP Power 50 Public 183 0 NSP/MRRD Afghanaid 5 May 08- 20 april 70% 09

5 Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

Short project description(e.g. construction, District CDC/Villages Project title rehabilitation, energy sources ) kW) the site site the Estimated contractor) (Household Budget(USD) organisation) Funding by (If Impelemented Impelemented of completion) (public/private) Project start and and start Project estimated project project estimated by(GGO,NGO,Sub end(mm/yy-mm/yy Land ownership of line ministry, donor No. of Beneficiaries Beneficiaries of No. projects percentage percentage projects Installed capacity (in (in capacity Installed connected/Supplied) national budget wich Remarks (for ongoing 170 Shuhada Yabab moghaeeb MHP Power 50 Public 125 0 NSP/MRRD Afghanaid 5 May 08- 30 april 70% 09 171 Tagab Ashuqan MHP Aproved by MMRRD 21 Public 300 Not mentioned NSP+HH Flag International 0% 172 Tagab Asiani Bala MHP Aproved by MMRRD 12 Public 66 Not mentioned NSP+HH Flag International 18-Oct-08 0% 173 Tagab Asiani Payan MHP Aproved by MMRRD 16 Public 54 Not mentioned NSP+HH Flag International 20-Jul-08 0% 174 Tagab Awreia Dargab MHP Aproved by MMRRD 26 Public 132 Not mentioned NSP+HH Flag International 27-Oct-08 0% 175 Tagab Dahane Gurdan MHP Aproved by MMRRD 10 Public 67 Not mentioned NSP+HH Flag International 18-Oct-08 0% 176 Tagab Darae Zyarat MHP Aproved by MMRRD 28 Public 27 Not mentioned NSP+HH Flag International 17-Aug-08 0% 177 Tagab Dashtake Kalan MHP Aproved by MMRRD 22 Public 160 Not mentioned NSP+HH Flag International 09-Aug-08 0% 178 Tagab Dashtake Khurd MHP Aproved by MMRRD 22 Public 43 Not mentioned NSP+HH Flag International 09-Aug-08 0% 179 Tagab Dashte Bala MHP Aproved by MMRRD 22 Public 55 Not mentioned NSP+HH Flag International 20-Aug-08 0% 180 Tagab Deh Bala MHP Aproved by MMRRD 22 Public 190 Not mentioned NSP+HH Flag International 20-Aug-08 0% 181 Tagab Dehane Sunjuk MHP Aproved by MMRRD 10 Public 33 Not mentioned NSP+HH Flag International 18-Oct-08 0% 182 Tagab Dwabi Masjid MHP Aproved by MMRRD 9 Public 80 Not mentioned NSP+HH Flag International 18-Oct-08 0% 183 Tagab Khairullahe MHP Aproved by MMRRD 28 Public 42 Not mentioned NSP+HH Flag International 17-Aug-08 0% 184 Tagab Langer MHP Aproved by MMRRD 16 Public 40 Not mentioned NSP+HH Flag International 20-Jul-08 0% 185 Tagab Mabaine Qushlaq MHP Aproved by MMRRD 28 Public 66 Not mentioned NSP+HH Flag International 17-Aug-08 0% 186 Tagab Mahalae Hazara MHP Aproved by MMRRD 8 Public 66 Not mentioned NSP+HH Flag International 08-Nov-08 0% 187 Tagab Masjed Jamea MHP Aproved by MMRRD 28 Public 129 Not mentioned NSP+HH Flag International 17-Aug-08 0% 188 Tagab Payane Kawri MHP Aproved by MMRRD 16 Public 50 Not mentioned NSP+HH Flag International 20-Jul-08 0% 189 Tagab Puli Khushq MHP Aproved by MMRRD 16 Public 41 Not mentioned NSP+HH Flag International 20-Jul-08 0% 190 Tagab Sare Qushlaq MHP Aproved by MMRRD 28 Public 148 Not mentioned NSP+HH Flag International 17-Aug-08 0% 191 Tagab Sare Qushlaq MHP Aproved by MMRRD 26 Public 286 Not mentioned NSP+HH Flag International 27-Oct-08 0% 192 Tagab Tahe Rash MHP Aproved by MMRRD 10 Public 30 Not mentioned NSP+HH Flag International 18-Oct-08 0% 193 Teshkan Arghundakan MHP Aproved by MMRRD 23 Public 310 Not mentioned NSP+HH Flag International 0% 194 Teshkan Baharustan MHP Aproved by MMRRD 18 Public 94 Not mentioned NSP+HH Flag International 05-Oct-08 0% 195 Teshkan Deh Astayan MHP Aproved by MMRRD 21 Public 299 Not mentioned NSP+HH Flag International 16-Oct-08 0% 196 Teshkan Ghelawak MHP Aproved by MMRRD 11 Public 129 Not mentioned NSP+HH Flag International 17-Jul-08 0% 197 Teshkan Kasho MHP Aproved by MMRRD 17 Public 249 Not mentioned NSP+HH Flag International 20-Aug-08 0% 198 Teshkan Khawja Afghani MHP Aproved by MMRRD 15 Public 203 Not mentioned NSP+HH Flag International 28-Aug-08 0% 199 Teshkan Khunukan MHP Aproved by MMRRD 20 Public 106 Not mentioned NSP+HH Flag International 17-Jul-08 0% 200 Teshkan Maghzar MHP Aproved by MMRRD 10 Public 91 Not mentioned NSP+HH Flag International 14-Jul-08 0% 201 Teshkan Mulgani MHP Aproved by MMRRD 25 Public 300 Not mentioned NSP+HH Flag International 31-Aug-08 0% 202 Teshkan Pustakhur MHP Aproved by MMRRD 21 Public 258 Not mentioned NSP+HH Flag International 20-Sep-08 0% 203 Teshkan Qermishi MHP Aproved by MMRRD 11 Public 157 Not mentioned NSP+HH Flag International 24-Aug-08 0% 204 Teshkan Safid Reg MHP Aproved by MMRRD 10 Public 91 Not mentioned NSP+HH Flag International 31-Aug-08 0% 205 Teshkan Saida MHP Aproved by MMRRD 11 Public 164 Not mentioned NSP+HH Flag International 28-Aug-08 0% 206 Teshkan Sange Kalan MHP Aproved by MMRRD 18 Public 147 Not mentioned NSP+HH Flag International 05-Oct-08 0% 207 Teshkan Sar Peshani MHP Aproved by MMRRD 20 Public 94 Not mentioned NSP+HH Flag International 17-Jul-08 0% 208 Teshkan Sare Tal MHP Aproved by MMRRD 15 Public 197 Not mentioned NSP+HH Flag International 05-Oct-08 0% 209 Teshkan Totak MHP Aproved by MMRRD 15 Public 201 Not mentioned NSP+HH Flag International 05-Oct-08 0% 210 Teshkan Yarsaze MHP Aproved by MMRRD 15 Public 184 Not mentioned NSP+HH Flag International 25-Sep-08 0% 211 Teshkan Zugham Darah MHP Aproved by MMRRD 18 Public 212 Not mentioned NSP+HH Flag International 18-Oct-08 0% 212 Wakhan Dustikhan MHP MHP construction 20 Public 180 60,000 MRRD/ERDA MRRD/ERDA April,09/Nov, 09 DPR under preparation 213 Wakhan Kazdeh MHP MHP construction 45 Public 350 135,000 MRRD/ERDA MRRD/ERDA April,09/Nov, 09 DPR under preparation 214 Wakhan Khandud MHP MHP construction 60 Public 350 180,000 MRRD/ERDA MRRD/ERDA Aug,08/May,09 under construction 215 Wakhan Kurt MHP MHP construction 15 Public 140 45,000 MRRD/ERDA MRRD/ERDA April,09/Nov, 09 Detailed study planned 216 Wakhan Pugish MHP MHP construction 21 Public 200 63,000 MRRD/ERDA MRRD/ERDA Aug,08/May,09 agreement signed 217 Wakhan Sast MHP MHP construction 20 Public 150 60,000 MRRD/ERDA MRRD/ERDA April,09/Nov, 09 DPR under preparation 218 Wakhan Shakhauer MHP MHP construction 12 Public 120 36,000 MRRD/ERDA MRRD/ERDA April,09/Nov, 09 Detailed study planned

6 Annex to PDP 2009: Projects by Afghan Government and Donors to be implemented in 2009 (last update: Feb 10th, 2009)

7 Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Annex 4: Scope and Members of the Energy Working Group Badakhshan

The scope of the working group covers the following tasks: Coordinate energy sector activities and information Facilitate cooperation and information exchange between involved departments, donor organisations, and implementing agencies Collect and provide energy planning and energy project monitoring data Synchronize regional and national energy planning Support yearly planning on provincial and district level (Provincial Development Plan, District Development Plan) in the energy sector Development of a strategic rural electrification concept for Badakhshan including: □ a method to prioritise rural electrification projects according to the economic potential of sites and the availability of renewable energy resources □ an approach to promote the productive use of electricity □ a model for sustainable operation and maintenance of rural electrification projects □ Provide recommendation to provincial governments on energy development and utili- sation □ Facilitate exchange of experience and know‐how among implementing institutions in the energy sector □ Disseminate standards and good practices for the implementation of electrification projects

Membership The working group is headed by Department of Economy. The core members of the energy working group are the departments and authorities involved in the energy sector: □ Department of Economy (DoEC) □ Provincial Council □ Department of Rural Rehabilitation □ Department of Women Affairs and Development (DRRD) □ Department of Environment □ DABM □ Department for Urban Develop- □ Department of Water Management ment (and Irrigation) □ Department of Agriculture □ Provincial Government (and Advi- □ Municipality of FZB sors)

International organisations, GGOs and NGOs active in the field of energy in Badakhshan are participating in the energy working group. □ UNAMA □ AKF □ PRT □ Afghanaid □ GTZ Afghanistan Energy Pro- □ Concern gramme - Renewable Energy Sup- □ ACTED ply for Rural Areas (ESRA) □ Flag International □ USAID □ IAM □ AECOM/PADCO □ Badakhshan Development Forum

Anita Richter – Florian Bemmerlein-Lux, June 2009 41

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Annex 5: ERDA – MRRD: Tasks with relation to ANDS

(Cited from: Ministry of Finance - Budget Department: Energy for Rural Development in Afghanistan (ERDA) - ADB/TSG/CBID-I January 2007 Kabul, Afghanistan)

ANDS defines rural-remote energy as the “... energy that serves remote communities … where the settlement is less than 5,000 persons that is at a reasonable distance from a transmission line… or any other area that would be covered by MEW [Ministry of Energy and Water]” and gives clear responsibility to MRRD for developing rural-remote energy. ANDS recommends the following responsibilities for MRRD.

1. Development of rural-remote energy policy and inclusion of Light-Handed Regula- tions as an official policy to promote development of stand-alone rural energy systems. Policy and regulation must set guidelines for cost-recovery. In essence projects need to be able to recover operation and maintenance costs and set aside a sinking fund for capital replacement. 2. Preparation of Rural Energy Master Plan for rural-remote and development of criteria for project selection based on the rural-remote energy policy and regulations. 3. Coordination of donor assistance for rural-remote energy and establishment and administration of the Rural Energy Fund. 4. Establishment of the Rural Energy Institute (REI) to demonstrate the application of appropriate technologies to rural environments and to demonstrate business models for income generation and cost recovery. 5. Development of a methodology for assessing rural and renewable energy resources and appropriate technologies. 6. Identification and implementation of models for project ownership to ensure sustainability with emphasis on capital and operating requirements, government subsidies, and financing methods. Models could include electric cooperatives, franchises, provincial or district government entities, DDAs and Community Development Councils (CDCs), or some combination. Any policy needs to incorporate household and community involvement to the maximum extent possible. 7. Assessment and establishment of models for Technical Support (technical standards, installation, O&M support). 8. Implementation of Pilot Projects utilizing alterative project implementation techniques (e.g., coops, franchise) and technologies (e.g., wind, solar, hydro) based on best practices in developing, operating, monitoring and assessing the benefits for projects from within the region and elsewhere.

Anita Richter – Florian Bemmerlein-Lux, June 2009 42

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Annex 6: Outline of the probable Sub-National Fiscal Planning Pro- cedure

Fiscal Planning Procedure16

>> The core budget (core budget of 2,943 Million USD, compared to external budget of 3,380 Million USD in 2009/2010) of the Government of Afghanistan covers the operating budget (1,807 Million USD in 2009/2010) and the development budget (1,136 Million USD in 2009/2010). 33% are made up of domestic revenues and 67% of international grants (Af- ghanistan Reconstruction Trust Fund (ARTF), Law and Order Trust Fund (LOFTA), Com- bined Security Transition Command – Afghanistan (CST-A), grants from WB, ADB and other donors) (Ministry of Finance 2009: 2517). International grants are allocated as discretionary or as non-discretionary funds. In case of discretionary funds, the Government of Afghanistan is quite autonomous in determining the individual projects for which the funds should be allocated. In 2008/2009, discretionary funds had a value of 187.9 Mio US $ and non- discretionary funds a value of 621.4 US $ (Ministry of Finance 2009: 74). Development and thereto relating budget priorities are derived from the ANDS sector development strategies. Fund raising focuses on the so defined priorities and takes place throughout the whole budget planning cycle. As such, the MoF organizes at the beginning and at the end of the annual budget cycle donor financial review meetings. Further, line ministries and PDCs undertake fund raising activities throughout the cycle. Since 2008, the MoF and the MoEc have joint responsibilities in the fiscal planning procedure. Following the changes in responsibilities and with an attempt to strengthen the needs- orientation in budget planning, the budget cycle at national level, however not at sub- national level, has been modified for the fiscal year 2010/ 2011. While the former budget cycle was strongly dominated by the MoF, the recent one not only reflects the joint responsibilities of the MoF and MoEc, but strengthens also the role of the line ministries. As such, the definition of sector priorities has been transferred from the MoF to the Inter-Ministerial Com- mittees. Further, budget ceilings are defined on the basis of the requests of line ministries as well as the funding commitments of donors and not like before at the beginning of the process in a vacuum. The detailed budget planning process at national and sub-national level is shown below. <<

16 Dr. S. Schmid: “System Capacities for Rural Electrification through Renewable Energies in Afghani- stan - Informal Paper - July 04, 2009” (Final Draft) 17 Ministry of Finance (2009): 1388 National Budget. In: www.budgetmof.gov.af, May 04, 2009

Anita Richter – Florian Bemmerlein-Lux, June 2009 43

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

Budget Cycle in 2009/ 2010

National Level Sub-national level

March

MoF 1. Publication of Budget Circular April No.1

Inter-ministerial 2. Discussion ANDS sector Committees May 1. Preparation of PDP priorities and projects (IMC) • Collection of Proposals PDC led • Prioritization of by DoEc Proposals Line Ministries 3. Preparation of intended list of assisted by MoF projects/ links to ANDS priorities/ May & MoEc indicative costs 2010-2012 Exceptional Planning Workshop Bamiyan 4. Joint Review of line ministries MoF & MoEc June by MoEc budget demands

MoF - Aid MoEc- 5. Donor Financial Review : June coordination unit 2. Collection ot PDP Province Funding Commitment Relation Depart.

July MoEc- 3. Review of PDP sectoral units

National Level Sub-national level

6. Finalize MTBF & calculate MoF & MoEc Aug. budget ceilings

Budget Committee (MoF, MoEc, 7. Budget hearing Aug. Pres. Off., line ministries) MoEc- 8. Approval of MTBF & budget Aug sectoral Cabinet 4. Negotiation on PDP proposals ceilings units & • Prioritizing projects Line • Defining intended mini- Line Ministries budgets 9. Preparation of detailed project Sep/ stries assisted by • Identifying possible & budget plan Dec. MoF & MoEc donors

10b. Sep/ 10a MoF & 10a. Operating Developing Dec. 10b MoEc budget budget

MoF - Aid 5. Donor Financial Review : Sep. coordination Funding Commitment Dec. unit IDLG Planning Workshop Oct. ?

Anita Richter – Florian Bemmerlein-Lux, June 2009 44

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

National Level Sub-national level

Budget Committee 7. Budget hearing Dec (MoF, MoEc, Pres. Off., line ministries)

Cabinet 13. Approval budget plan Jan

Parliament Feb/ 14. Approval budget plan Upper House March

Parliament Feb/ Lower House 15. Approval budget plan March

16. Promulgation of budget by March President decree

MoF 17. Publication of budget March (www.budgetmof.gov.af)

>> Despite the changes in the budget cycle, the budget planning still fails to connect the planning at the sub-national level with that at the national level, systematically. As such, the PDPs are neither considered in the preparation of the intended list of projects of line ministries, nor in one of the donor-review meetings nor in the determination of cost ceilings. In fact, they are solely considered at the end of the cycle, when key budget decisions are already made. As such, it is not surprising that in the fiscal year 2009/ 2010 only 1% out of the 1000 project requests of the PDCs were approved. A further reason for the lacking consideration of the PDPs in the national budget may also be found in the poor quality of the plans. According to the MoEc’s, the PDPs are weak in relation to prioritization, planning and budgeting and are in most cases nothing more than a “laundry list”. Although, some tendencies for a stronger consideration of provincial needs in the national budget exist (for example the provincial budgeting initiative of the MoF or the recommendations of budget earmarks for provinces outlined in the new Sub-national Governance Policy), the allocation of autonomous budgets is not an issue of discussion and budgeting is contin- ued to be understood as the sovereign authority of central government. Apart from the unsystematic inter-linkage between the national and sub-national planning cycle, the additional provincial planning processes, which had been carried out by the IDLG with the participation of provincial governors, provincial councils and line ministries in Octo- ber last year and the exceptional planning workshops which had been conducted by the MoEc with the participation of PDCs and line ministries in more deprived provinces like Bamiyan in the beginning of this year, are not clearly interrelated with the PDP process and seem also to be in competition with each other. <<

Anita Richter – Florian Bemmerlein-Lux, June 2009 45

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

ACRONYMS

ADB Asian Development Bank ACCI Afghan Chamber of Commerce and Industry AEIC Afghan Energy Information Centre AIHRC Afghan Independent Human Rights Commission ALGAP Afghanistan Local Governance Assistance Project ANDS Afghanistan National Development Strategy ANSA Afghan National Standardization Authority ARD Association for Rural Development ARTF Afghanistan Reconstruction Trust Fund BDS Business Development Services BoQ Bill of Quantity CA Capacity Assessment CDC Community Development Committee CSAD Civil Service Appointment Department CSMD Civil Service Management Department CSO Central Statistical Office DABM/S Da Afghanestan Breshna Mosessa/ Sherkat (National Electricity Utility) DAA District Administrative Assembly DDA District Development Assembly DG District Governor DoEC Department of Economy DoWA Department of Women Affairs DoWM Department of Water Management DRRD Department for Rural Rehabilitation and Development ERDA Energy for Rural Development in Afghanistan Program (of the MRRD) ESRA Energy Supply for Rural Areas ESCO Energy Service Company ESPRO Energy Service Provider FPs Facilitating Partners (NGOs) GTZ Deutsche Gesellschaft für Technische Zusammenarbeit (German Technical Cooperation) GCC Government Coordination Committee GIAAC General Independent Administration for Anti-Corruption GoA Government of Afghanistan HPP Hydro Power Plants HV High Voltage IARCSC Independent Administrative Reform and Civil Service Commission ICE Inter Ministerial Commission on Energy

Anita Richter – Florian Bemmerlein-Lux, June 2009 46

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

IDLG Independent Department for Local Governance IPP Independent Power Producer IRoA Islamic Republic of Afghanistan IMC Inter-Ministerial Commission kV Kilo Volt (= 1000 Volts) kW Kilo Watt (= 1000 Watts) LV Low Voltage MEW Ministry of Energy and Water MFI Micro-Finance Institutions MoEc Ministry of Economy MoCI Ministry of Commerce and Industry MoE Ministry of Education MoF Ministry of Finance MoHE Ministry of Higher Education MoJ Ministry of Justice MoLSAMD Ministry of Labour, Social Affairs, Martyrs and Disabled MoWA Ministry of Women Affairs MRRD Ministry for Rural Rehabilitation and Development MW Mega Watt (= 1000 Kilo Watts) NABDP National Area Based Development Programme (MRRD) NAVI Nachhaltige Wirtschafstentwicklung NEPA National Environmental Protection Agency NEPS North- East- Power- System NERDC National Renewable Energy Research and Development Centre NGO Non- Governmental Organization NSP National Solidarity Program O+M Operation and Maintenance (Management) PAA Provincial Administrative Assembly PC Provincial Council PDC Provincial Development Committee PDP Provincial Development Plan PG Provincial Governor PAR Public Administrative Reform PRR Priority Reform and Restructuring PRT Provincial Reconstruction Team PPP Public Private Partnership R&D Research and Development RE Rural Electrification RE-RET Rural Electrification through Renewable Energy Technology

Anita Richter – Florian Bemmerlein-Lux, June 2009 47

Afghanistan Energy Programme Renewable Energy Supply for Rural Ar- eas (ESRA) PN: 2007.2120.9-001 Energy Planning on Provincial Level

REA Rural Energy/ Electrification Authority/ Agency RED Renewable Energy Department (of the MEW) REED Rural Energy and Enterprise Development (MRRD) REI Rural Energy Institute RET Renewable Energy Technology RLED Rural Livelihood and Energy Department (of the MRRD) SHS Solar Home System SOE State- Owned Enterprise SPV Solar- Photovoltaic T+D Transmission and Distribution UNAMA United Nations Assistance Mission in Afghanistan VTET Vocational and Technical Education Training WHO World Trade Organization W Watt WAPICA Water and Power Engineering Institute WB The World Bank

Anita Richter – Florian Bemmerlein-Lux, June 2009 48

Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy

Human Resource Development Needs Awareness – Knowledge – Skills

July 2009

F. Bemmerlein-Lux (in cooperation with Dr. E. Naumann) c/o ifanos concept&planung Vordere Cramergasse 11 90478 Nürnberg - Germany

TEL: +49 (0) 911 486 487 18 / 14 Mobil: +49 (0) 160 1564 066 FAX: +49 (0) 911 486 487 10

[email protected]

Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy Need Assessment “Awareness – Knowledge – Skills” Bemmerlein-Lux - July 2009

Content

Objectives of the Needs Assessment ...... 3

Main Competence Fields and Objectives required for RESRET...... 4

Target Groups and Human Resource Development Types ...... 12 Main Target Groups...... 12 Main HRD Types...... 14

RESRET Development Topics and Activity Fields – Institutions/Target Groups and Competence Fields ...... 16

Policy Making and Concept Development (RESRET)...... 17 A. National Implementation Strategy ...... 17 Preparation of political decision making and cooperation of stakeholders...... 17 Discuss and coordinate rural electrification policy...... 17 Develop further a political and institutional infrastructure for RESRET...... 18 Funding and budgeting policy...... 19 Decide on regulation mechanisms ...... 19 Development of Service Quality Control...... 20 Education and Human Resource Development ...... 20 B. Provincial Electrification Concept ...... 21 Baseline of electricity supply of the Province ...... 21 General RE-potential and demand assessment for the province...... 22 Define a provincial supply concept ...... 22 Review of gender sensitivity of the electrification concept ...... 23 C. Planning of Concept Realisation ...... 23 Planning of implementation ...... 23 Initiate decision making and coordination of RE in the province...... 24 Monitoring of concept realisation...... 24 D. Participatory Planning Process for Electrification Projects...... 24 Establish a method of user mobilisation ...... 24 Assist in or initiate project proposal generation...... 25 Compilation of Requests...... 25 Project proposal assessment and prioritizing (form requests and other origin) ...... 26 Project endorsement and allocation of project budgets ...... 26 Project design and project planning – project approach ...... 27 Definition of an appropriate operation and management model ...... 27 Monitoring and Evaluation of Project Progress ...... 27

Implementation of RESRET Projects...... 28

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A. Standardisation of Planning Processes for Electrification Projects ...... 28 Detailed siting and site assessment of the project ...... 28 Definition of an appropriate technical Supply Concept...... 28 Decision of implementation ...... 29 Integration of service quality control into planning processes...... 29 User mobilisation ...... 29 Identification of on-site technician(s) operator...... 30 Tendering for design and construction of the technical generation and distribution system ...... 30 Tendering for O/M of the supply system...... 30 B. Construction...... 31 Construction / Installation / Commissioning...... 31 C. Operation and Supply Management ...... 31 Legal agreements, fee structure and subsidising...... 31 Business Plan - Operational cost plan...... 32 Implementation of Fee Collection procedure...... 32 Customer service and advise ...... 32 Promotion of Productive Use of RE (PURE) ...... 33

Annexes ...... 34 “Characterisation” Template for HRD Measures ...... 34

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Objectives of the Needs Assessment

The aim of the need assessment is not only to meet the needs of institutions / organisations in RESRET, but also to adapt the human resource development to the individual needs of the participants. Therefore the Needs Assessment is based on general tasks required for rural electrification through renewable energies (- in a “process” from national level policy formulation to local level construction of utilities). These “RESRET tasks and responsibilities 1” have been defined in detail for the areas of: • “Policy Making” o National Implementation Strategy • “Concept Development” o Provincial Electrification Concept o Planning of Concept Realisation o Participatory Planning Process for Electrification Projects • “Implementation of RESRET Projects” o Standardisation of Planning Processes for Electrification Projects o Construction o Operation and Supply Management

Based on these tasks and the existing / potentially required institutions and organisations, the needs assessment has the objectives to: • define functionally homogenous target groups (that will further allow to formulate specific human resource development objectives) • to characterise Human Resource Development (HRD) types (that allow a target group and task specific design of training and awareness building measures) • derive HRD objectives in terms of required awareness/attitudes, knowledge and skills (that can be translated into customised measures for raising the awareness, changing attitudes and increasing technical, managerial and administrative skills) • translate the most frequent HRD objectives into short outlines 2 / syllabi - a first step to develop course plans and curricula. The whole technical and skills training sector in Afghanistan is beginning its development. It can be characterised by a not sufficiently developed offer of training / educational facilities, infrastructure and training management and – last not least in lack of teachers skilled in practical oriented and pedagogical modern teaching methods. The Training of Trainers has to be included in the future capacity development strategy of RESRET.

1 See “Process RESRET Tasks and Responsibilities” – F. Bemmerlein-Lux, Dr. E. Naumann, June 2009 – CA-ESTA) 2 Three outlines are developed: i) the Awareness Component (July 2009), ii) the Provincial Planning Process (July 2009) and iii) the Training in Renewable Energy Technologies with a Focus on Hydropower – ToT and Operators (April 2009)

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Main Competence Fields and Objectives required for RES- RET Based on the Capacity Assessment and institutional analysis of RESRET the following competence fields were derived. □ Policy regulatory framework and strategy development □ Management □ Administration □ Quality and regulatory control □ Planning of Electricity Supply (on National and Provincial Level) - Electricity Demand Analysis □ Mobilisation □ Technical knowledge on RESRET development □ Engineering □ Operation and maintenance □ Business and market - economics and social impacts □ Training of Trainers / Education

Table 1 is a compilation of necessary knowledge and skills in competence fields of RESRET. The topics are not specifically target group specific. The target groups (list in Table 3) are used in Table 5: RESRET Development Topics and Activity Fields – Institutions/Target Groups and Competence Fields. The general “process of implementation of RESRET” is described in detail in a separate document 3.

3 Process of implementation of RESRET: The process of implementation, from national (policy focussed) to provincial and to the construction and user level is listed in steps/topics, involved institutions and their tasks is listed in a table. These tasks outline a general process. The table is used to derive necessary Human Resource Development tasks (in terms of needed awareness, knowledge and skills and the preconditions) based on the capacity needs. (see 2 CA FBL Process RESRET Tasks and Responsibilities.doc)

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Table 1: List of main Objectives for Change of Awareness and Attitudes AWARENESS/ATTITUDES: General:

Specific:

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Table 2: Competence Fields for RESRET and Summary of Objectives for Human Re- source Development Description of Competence Fields All competencies / expertise related to …….. BASIC SKILLS □ Computing and for some internet access and handling □ English

POLICY REGULATORY FRAMEWORK AND STRATEGY DEVELOPMENT

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Description of Competence Fields All competencies / expertise related to ……..

ADMINISTRATION Knowledge: □ Know the political and legal formal and informal system in Afghanistan and the institutional settings

PLANNING OF ELECTRICITY SUPPLY (ON NATIONAL AND PROVINCIAL LEVEL) - ELECTRICITY DEMAND ANALYSIS

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Description of Competence Fields All competencies / expertise related to …….. Skills: □ Project Planning and Management □ Survey and baseline data collection incl. relevance check of baseline data (social, economical, administrative/community organisation, resource potentials (hydrological, wind and insulation) □ Working with maps (read and interpret cartographical information, conceptual knowledge in GIS to be able to organise GTS specialists, etc) □ Survey of electricity services needed (e.g. light, power for production, communication, low, medium and high temperature heat) end energy forms (electrical, mechanical, thermal, etc.) time pattern of demand □ Survey of socio-economic potentials (assessment of economical impacts of electrification and potentials for productive use of electricity) □ Interpretation of survey data and prediction models ( incl. estimation of pattern and annual percentage increment in demand growth) □ The planning of potentials, need, supply (incl. load management - energy conservation, peak minimisation, etc.) □ “Siting”: Site selection, environmentally compatible allocation of uses and resources 4 □ Power management (availability, reliability, quality ) □ Flood and landslide hazard evaluation □ Setting up O/M mechanism and scheduling □ Planning of small grids and grid interconnection □ Negotiation of criteria for priority setting among sites

4 Availability: power generation can be designed for 100 % availability (over time e.g. year), which is rather expensive, because it needs over sizing of capacities and back up 90-95% which is allowing for "black outs" in case of some low water flow days, cloudy days (PV), or calms (wind), which you do not cover by back up or oversized dams, PV area, batteries 80% than you do not size for worst case (PV for winter in Badakhshan), some dry month with only 50% water flow rate etc. (which is still more than what Kabul has normally Reliability : that is more or less the "capacity factor", which means technical availability, without high maintenance periods or failure time Quality : means stability in technical parameters like frequency (50 Hz ± 5%), 230 V (+/- 10%), under various operation conditions (switching on high load, etc.

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Description of Competence Fields All competencies / expertise related to …….. TECHNICAL KNOWLEDGE ON RESRET DEVELOPMENT Knowledge: □ Technical background for renewable energy sources (solar radiation, wind energy, hydro power stations, biomass) □ Technical background for energy conversion technologies (turbines, PV, wind energy converters) □ Technical background on electricity transmission and distribution technologies (low and medium voltage for mini-grids, high voltage for grid connected systems) □ Average costs for systems and system components □ National and international norms and standards for construction, engineering, equipment and distribution/transmission □ Electricity/ energy demand analysis □ Technical requirements for productive use of electricity □ Local background knowledge (social, economical, resources) □ Environmental impacts □ Safety issues

Skills: □ Project and work planning □ Renewable Energy System Design - methods of system design, system performance analysis, and system optimisation by working on a specific RE system Electricity/ energy demand analysis • Survey of energy services needed (e.g. light, shaft power, communication, low, medium and high temperature heat) • End energy forms (electrical, mechanical, thermal, etc.) • Time pattern of demand • Load management (energy conservation, peak minimisation, etc.) • Power management (availability, reliability, quality.) Site Analysis of RE potential • Survey of RE potential and statistical data processing • Time pattern of resources • Power curves of various types of conversion technologies • Component Design • Matching demand and supply by various conversion technologies • Identification of storage demand and storage technologies • Sizing converter and storage components System design and performance analysis • Selection of appropriate technology • System design by combination of various components • System performance analysis and time step simulation System optimisation methods • Optimisation criteria (economical, environmental, technical) • Sensitivity analysis Economics and social impacts □ Layout design for engineering, construction and maintenance □ Conversion technologies (Photovoltaics, Wind and Water Turbines, Storage Components - thermal storage, electrical storage Solar Thermal Collectors) □ Engineering norms for MHP development, standard norms for estimation of raw materials □ Mitigation of environmental impacts □ Basic skills for operation and management of power stations □ Energy efficiency measures

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Description of Competence Fields All competencies / expertise related to …….. ENGINEERING (practical implementation tasks) Knowledge: □ Technical background for renewable energy sources (solar radiation, wind energy, hydro power stations , biomass and supply and transmission □ Standards and norms for engineering and equipment □ Safety issues

Skills: □ Renewable Energy Engineering Basic statistical methods Solar Meteorology (resources, potentials, measurement) Wind Meteorology (resources, potentials, measurement) Renewable Energy System Components (incl. basic thermodynamics) Small Hydro Power Plants (components and design of a MHPP, turbine types and H-Q- characteristics, control strategies, mechanical and electrical power generation) Design of Renewable Energy Supply Systems (analysis of RE potential, design and performance analysis, production, transmission and distribution ( hydro power stations , PV, wind) – high and low voltage engineering, equipment, wiring, transformation, load controlling and voltage controlling conversion and Storage Components) Wind Energy (incl. mechanical and electrical power generation, technology of wind energy converters) Photovoltaics (Semiconductors, PV Cells, Modelling of PV Characteristics) Biomass and Biogas (incl. potential of biomass use) □ Civil engineering (incl. layout understanding) □ Specific layouts for electricity generation and necessary installations (incl. flow in power canals, wooden pole treatment) □ Preparing illustrated catalogue for machinery and parts □ Preparing O/M manuals

OPERATION AND MAINTENANCE Knowledge: □ Knowledge on O/M terminology □ Knowledge on safety □ Basic knowledge on energy efficiency □ Possibilities of productive use

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Skills: □ Entrepreneurship, business opportunities and marketing: business planning and business plan writing, assessment of demand and availability □ Project appraisal □ Cost calculation, (incl. environmental costs of fossil fuel production/consumption, financing energy investments) □ Budgeting and account affairs □ Economical evaluation methods (cost-benefit, net present value, annuity) Evaluation of evaluation of investment, subsidies and their impact □ Assessment of local availability of components/imports needed □ Contracting □ Basic skills in user training

TRAINING OF TRAINERS / EDUCATION Knowledge: □ Subject matter technical knowledge (depending on the field of teaching)

The Human Resource Development types help the design appropriate modules , combination of modules into training courses and finally series of sequenced courses for Capacity Build- ing Programmes .

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Target Groups and Human Resource Development Types

Main Target Groups The Target Groups are the people (the ‘human resources’) whose work (in the broadest sense) is related to the existing and planned activities in the sectors under consideration. They are seen as representatives of an organisation /institution. Each TG should be homogeneous with respect to their actual tasks and performance (independent of their educational background). Responsibilities of the Target Groups define the areas in which the individuals are working and for which they have to be qualified.

Table 3: Main Target Groups Category Description / Responsibilities Target Group (national and sub-national level are not differentiated)

Politicians Elected persons with a political, decision making function on strategy, policy, and legal framework, incl. Ministers and cabinet members and politically appointed functionaries

Decision Makers - Heads of Departments – management of general energy and water related tasks Management (Government Institutions, Ministries, Chambers, Training Institutions)

Decision Makers - Heads of Departments/Units/Programmes – RESRET related tasks Technical competence (Government Institutions, Ministries, Chambers, Training Institutions)

Administration - Operational staff and persons of the administration with managerial tasks Management (Government Institutions, Ministries, Chambers, Training Institutions)

Administration day to Operational staff and persons of the administration with day to day business tasks day business

Planners Planners for concept development of electricity supply, baseline studies, design of plans and data acquisition (socio economic, RET related)

Technical System Electrical, civil and mechanical engineers which need skills in design of RET - power sys- Specialists tems (generation, transmission, distribution):

Regulators/ Coordi- Quality control, standards and contracts and ToR, supervision and advisory service (En- nators gineers, Economists, Social Scientists, Lawyers, Administrators)

Facilitators - Social Public relation, facilitation, guiding of processes Mobilisers

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Category Description / Responsibilities Target Group (national and sub-national level are not differentiated)

Technical Operators Technicians, operators Small and Mini generation systems and mini grids (100 to 500 Small hydro power KW) with tasks for O&M, accounting and book keeping, reporting and documentation, stations customer relation and after sales service

Technical Operators Technicians Micro generation systems and mini grids (1-100KW) with tasks for O&M, Micro hydro power accounting and book keeping, reporting and documentation, customer relation and after stations sales service

Technical Operators Photovoltaic Mini Grid Systems with tasks for O&M, accounting and book keeping, report- PV-MGS ing and documentation, customer relation and after sales service

Technical Operators Photovoltaic Stand Alone Systems, with tasks for O&M, accounting and book keeping, PV-SHS reporting and documentation, customer relation and after sales service

Providers of techni- Component fabricators / manufacturers, importers (differentiated between Hydro, PV and cal components Wind)

Installers Constructors, local installation (differentiated between Hydro, PV and Wind)

Appliance distribu- Shop keepers for electrical equipment, after sales service, customer advisors tors

Local labour Masons, Steel fixer, Plumbers, Electricians, unskilled labour etc.

Users Users of Electricity

Productive users Users of electricity for all kind of productive use

Master Trainers Technically and practically oriented trainers

RET-Trainers Professors, trainers with good theoretical background in RET

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Main HRD Types The required Human Resource Development measures/modules will necessitate different types of training activities to be selected according to their appropriateness for the target groups and the perception of their needs. A Human Resource Development type is a category of training/interaction which includes the pedagogic approach and its duration. Each type (including duration etc.) has to be carefully selected in order to produce optimal results. According to the tasks and analysis of the RES- RET process, HRD-packages (combination of different training and exposure types in a balanced sequence) are suggested.

Table 4: Main Types of Human Resource Development Measures Type Explanations

Awareness Presence of RESRET relevant information (incl. posters, brochures, flyers … ) Building • Main target groups: all

Sensitisation (incl. media campaigns … ) • Duration: --- • Main target groups: all

Orientation (including workshops, campaigns, exposure visits, conferences …) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Motivation (incl. best practices, study tours, examples … ) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Mobilisation (incl. campaigns, workshops, practical work, participation … ) • Duration: 1 day to 2 weeks • Main target groups: all political, managerial, technical stakeholders and users

Develop- Development workshops (incl. Technical Working Groups) ment • Duration: 1 to 3 days • Main target groups: all political, managerial, technical stakeholders and users

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Type Explanations

Special skills courses for updating existing knowledge • Duration: 1 week to 6 months • Main target groups: all

Training of Training of teaching skills (in combination with technical, administrative and manage- Trainers rial skills training) • Duration: 1 week to 12 months • Main target groups: Trainers

Basic Skills Basic working tools training like English, Dari, Computer skill • Duration: 3 week to 12 months • Main target groups: upon necessity

Academic • Long term academics - partnerships • Main target groups: Trainers

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RESRET Development Topics and Activity Fields – Institu- tions/Target Groups and Competence Fields

In the following summary table 5 the fields “Institutions and Actors”, “Target Groups” and “Competence Fields” are a first suggestion. They depend on the further elaboration of the strategy and the implementation of the structures of RESRET. In order to design concrete HRD measures, a Target Group / person specific selection of the topics from the “competence Fields” has to be chosen and translated into training topics (syllabi 6 and curricula).

5 Process of implementation of RESRET: The process of implementation, from national (policy focussed) to provincial and to the construction and user level is listed in steps/topics, involved institutions and their tasks is listed in a table. These tasks outline a general process. The table is used to derive necessary Human Resource Development tasks (in terms of needed awareness, knowledge and skills and the preconditions) based on the capacity needs (see 2 CA FBL Process RESRET Tasks and Responsibilities.doc): 6 Three outlines are developed: i) the Awareness Component (July 2009), ii) the Provincial Planning Process (July 2009) and iii) the Training in Renewable Energy Technologies with a Focus on Hydropower – ToT and Op- erators (April 2009)

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Table 5: RESRET Development Topics and Activity Fields – Institutions/Target Groups and Competence Fields (Refer to Table 1: List of main Objectives for Change of Awareness and Attitudes and Table 2: Competence Fields for RESRET and Summary of Objectives for Human Resource Devel- opment for more detailed description of the Competence Fields)

RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements –

Policy Making and Concept Development (RESRET)

A. National Implementation Strategy

Preparation of political Status quo: • Politicians • Awareness/Attitudes general decision making and • • • cooperation of stake- ICE-Subcommittee: “Renewable energy and Decision Makers Management Awareness/Attitudes specific holders rural Electrification” • • Decision Makers Technical • Policy regulatory framework and strategy development Technical Working Group with 2 Sub Groups: • Technical System Specialists • Management Proposed – ideas: • Planner • Technical knowledge on RESRET development • ICE-Subcommittee: Renewable energy and rural Electrification Prerequisites: • Regulator (fund management) • Efficient work of the Sub Technical working Groups • Centre of Excellence for RESRET (RE Training Academy) • Rural Electrification Agency (REU or REA)

Discuss and coordinate Status quo: • Politicians • Awareness/Attitudes general rural electrification pol- • • • icy Inter-Ministerial Commission for Energy Decision Makers Management Policy regulatory framework and strategy development (ICE) 7

7 Main Members: • MEW (Dep. Min. Planning Department and other Dept), MoF, MoEC, MoM, MFA, MoCL, MoUD

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – • Decision Makers Technical Proposed – ideas: Prerequisites: • Planner • Inter-Ministerial Commission for Energy • Results for a RESRET policy and strategy from the Sup- (ICE) Committee on RE • Regulator • Centre of Excellence for RESRET (RE Training Academy) • AEIC (for the information campaigns)

Develop further a politi- Status quo: • Politicians • Awareness/Attitudes specific cal and institutional in- Not existing • Decision Makers Management frastructure for RESRET Proposed – ideas: • Decision Makers Technical • Inter-Ministerial Commission for Energy • Administration management (ICE) 8 • • Presidents Office Technical System Specialists • ACCI • Planner • Donors

• President Office Advisor to the Vice-Minister, DABS, Donors (USAID, GGO, WB, UN, etc.)

8 Main Members: • MEW (Dep. Min. Planning Department and other Dept), MoF, MoEC, MoM, MFA, MoCL, MoUD • President Office Advisor to the Vice-Minister, DABS, Donors (USAID, GGO, WB, UN, etc.)

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements –

Funding and budgeting Status quo: • Politicians • Awareness/Attitudes specific policy Not existing • Decision Makers Management Proposed – ideas: • Decision Makers Technical • Inter-Ministerial Commission for Energy • Administration management (ICE) • MoF • Technical System Specialists • Planner

Decide on regulation Status quo: • Politicians • Awareness/Attitudes general mechanisms Not existing • Decision Makers Management • Awareness/Attitudes specific 9 Proposed – ideas : • Decision Makers Technical • Policy regulatory framework and strategy development • Cabinet through ICE-(and sub) committee • Stakeholders of the concerned Institutions Prerequisites: • High quality description of the functions, the structure and the tasks of the set of new institutions and quality control and financing mechanisms (“Rural Energy Unit”, “Regulator”, “ RE-Fund” and “Centre of Excellence”)

9 Ideas from MRRD 9: establish • Rural Energy Unit (REU), • Energy Fund (REF) • RE Training Academy

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements –

Development of Service Status quo: • Decision Makers Management • Awareness/Attitudes general Quality Control Not excising • Decision Makers Technical • Awareness/Attitudes specific

Proposed – ideas: • Administration management • Management • Regulator • Planner • Administration • ANSA • • • Rural Electrification Agency (REU or REA ) Technical System Specialists Quality and regulatory control • RE Fund • Regulators/Coordinator Prerequisites: • Data Provider: High quality description of the functions, the structure and the tasks of the set of new institutions and quality control and • AEIC financing mechanisms (“Rural Energy Unit”, “Regulator”, “ RE-Fund” and “Centre of Excellence”) • Regulator must have legal force • Data of RESRET potentials, distribution and characteristics form MEW, MRRD, PRTs, CSO, DABM/S and MoEC

Education and Human Status quo: • RET-Trainers • Technical knowledge on RESRET development Resource Development Marginal in different Organisations / training pro- • Master Trainers • Engineering viders (like MEW vocational training centre, Uni- versities • Business and market - economics and social impacts Proposed – ideas: • Training of Trainers / Education • Network of vocational training providers • Centre of Excellence for RESRET (RE Prerequisites: Training Academy) • Educational and vocational training programmes coordinated with MEW, MRRD and financing partners / donors • Established Centre of Excellence / RE Training academy • Cooperation with international/regional training institutions

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements –

B. Provincial Electrification Concept

Baseline of electricity Status quo: • Planner • Awareness/Attitudes general supply of the Province Not in a systematic way: • Technical System Specialists • Planning of electricity supply (on national and provincial • MEW – Survey department level) - energy analysis for service demand • MRRD • • DABM Management • ERDA • Business and market - economics and social impacts • PDCs • Technical cooperation partners Proposed – ideas: • Centre of Excellence for RESRET (RE Training Academy) • DoWM • MEW energy planning unit • Private consulting companies (e.g. for socio- economic survey) Data sources: • AEIC • Central Statistical Office • Chambers of Commerce • Surveys initiated by donors

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – General RE-potential Status quo: • Decision Makers Technical • Awareness/Attitudes general and demand assess- • • • ment for the province Technical cooperation partners (ESRA) Planner Management • ERDA wants to do • Planning of electricity supply (on national and provincial Proposed – ideas: level) - energy analysis for service demand • Rural Electrification Agency (REU or REA ) • Technical knowledge on RESRET development • Centre of Excellence for RESRET (RE Training Academy) Prerequisites: • Private consulting companies • standard norms for estimation of raw materials Data sources: • AEIC • Central Statistical Office • Chambers of Commerce • Hydrology (MEW/Department of Hydrology, River Basin Management Programmes)

Define a provincial sup- Status quo: • Decision Makers Technical • Awareness/Attitudes general ply concept • Technical cooperation partners (ESRA) • Planner • Management • Energy Working Group • • • ERDA (wants to do) Technical System Specialists Planning of electricity supply (on national and provincial level) - energy analysis for service demand • Proposed – ideas: Regulators/Coordinator • Quality and regulatory control • Mid-term: technical cooperation partners • • MEW (energy planning unit) Business and market - economics and social impacts • Rural Electrification Agency (REU or REA )

Control of compliance: • Regulator

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements –

Data sources: • Centre of Excellence for RESRET (RE Training Academy) • AEIC

Review of gender sensi- Status quo: • Decision Makers Management • Awareness/Attitudes general tivity of the electrifica- Not existing • Planner • Planning of electricity supply (on national and provincial tion concept Proposed – ideas: level) - energy analysis for service demand

DoWa

C. Planning of Concept Realisation

Planning of implementa- Status quo: • Decision Makers Technical • Awareness/Attitudes general tion • Technical cooperation partner (ESRA) • Planner • Management

Proposed – ideas: • Technical System Specialists • Administration • Energy Working Groups • Planning of electricity supply (on national and provincial • DoWM – energy unit level) - energy analysis for service demand • Rural Electrification Agency (REU or REA ) • Technical knowledge on RESRET development

• Operation and maintenance • Business and market - economics and social impacts

Proposed – ideas: • Regulators/Coordinator • Quality and regulatory control • Regulator

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – Prerequisites: • System of subsidies and subsidy instruments mechanisms

Initiate decision making Status quo: • Decision Makers Management • Policy regulatory framework and strategy development and coordination of RE • UNAMA, PDC, PG • Decision Makers Technical • Administration in the province • Energy Working Group in Badakhshan • • • At time – three lines of energy planning Administration management Management (NSP, PDC and Donor line + not clear) • Planning of electricity supply (on national and provincial level) - energy analysis for service demand Proposed – ideas: • DoWM – energy unit and / or DRRD • Regulator – Regional Representatives • Rural Electrification Agency (REU or REA) - provincial Management Office

Monitoring of concept Status quo: • Regulators/Coordinator • Quality and regulatory control realisation Not existing Proposed – ideas: • Rural Electrification Agency (REU or REA) - provincial Management Office

D. Participatory Planning Process for Electrification Projects

Establish a method of Status quo: • Facilitators - Social Mobiliser • Management

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – user mobilisation • Facilitating Partners (NSP) • Mobilisation Proposed – ideas: • Energy Working Group or similar • Rural Electrification Agency (REU or REA) - provincial Management Office

Assist in or initiate pro- Status quo: • Planner • Planning of electricity supply (on national and provincial ject proposal generation level) - energy analysis for service demand At national level: • Technical System Specialists • Technical knowledge on RESRET development • MEW Planning Department • MRRD • UNAMA, PDC Proposed – ideas: • Rural Electrification Agency (REU or REA) - provincial Management Office • Energy Working Groups in each Province for an analysis • Technical Cooperation Partner

Compilation of Re- Status quo: • Decision Makers Technical • Planning of electricity supply (on national and provincial level) - energy analysis for service demand quests • PDC • Administration day to day business • NSP Provincial Management Unit (NSP- • Management • PMU) Planner • Administration • Donors • Technical System Specialists

Proposed – ideas: • PDC • Energy Working Group (esp. DoWM, DoEC, DRRD, DABS, DoWA) • Rural Electrification Agency (REU or REA) -

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – provincial Management Office )

Project proposal as- Status quo: • Decision Makers Technical • Awareness/Attitudes general sessment and prioritiz- • PDC • Technical System Specialists • Management ing (form requests and o DoEC->MoEC->MEW / MRRD • other origin) • DRRD->MRRD Planning of electricity supply (on national and provincial level) - energy analysis for service demand Proposed – ideas: • Business and market - economics and social impacts Provincial Level:

• Energy working Group & Provincial Council - > PDC • Rural Electrification Agency (REU or REA) – incl. provincial Management Office National Level • MoEC, MEW. MRRD -> Budget Commission – MoF • Rural Electrification Agency (REU or REA )

Inserted in the National Budget Planning Process

Project endorsement Status quo: • Politicians • Management and allocation of project • MoEC Sectoral units ->MRRD/MEW • Decision Makers Management • Business and market - economics and social impacts budgets • DONORs • • MoF Administration management Proposed – ideas: • MoEC Sectoral units ->MRRD/MEW • DONORs • MoF

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – Project and Budget available

Project design and pro- Status quo: • Planner • Awareness/Attitudes general ject planning – project • Facilitation Partners • Decision Makers Technical • Planning of electricity supply (on national and provincial approach • Technical Cooperation Partners level) - energy analysis for service demand (Conflict sensi- • Technical System Specialists tive site selection Conflict prevention and monitoring in plan- Proposed – ideas: ning and early stages of implementation) • Rural Electrification Agency (REU or REA) - • Management provincial Management Office • user representatives (plus subcontractors) • Business and market - economics and social impacts (in case of BOO by IPPs)

Definition of an appro- Status quo: • Planner • Awareness/Attitudes general priate operation and Not systematic • Technical System Specialists • Planning of electricity supply (on national and provincial management model level) - energy analysis for service demand Proposed – ideas: • Regulators/Coordinator • Technical knowledge on RESRET development • Rural Electrification Agency (REU or REA) - provincial Management Office • Management • user representatives • Regulator Prerequisites: • Legally permitted private sector participation in RE utilities. • Be aware that most of the rural power supply systems are to the one or other extend private built and operated.

Monitoring and Evalua- Status quo: • Decision Makers Technical • Awareness/Attitudes general tion of Project Progress • Technical Cooperation Partner • Regulators/Coordinator • Awareness/Attitudes specific • NSP PMU • Quality and regulatory control Proposed – ideas:

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – • Rural Electrification Agency (REU or REA) - provincial Management Office

Implementation of RESRET Projects

A. Standardisation of Planning Processes for Electrification Projects

Detailed siting and site Status quo: • Planner • Awareness/Attitudes general assessment of the pro- • MEW Planning Department • Technical System Specialists • Planning of electricity supply (on national and provincial ject • DRRD – MRRD programmes: level) - energy analysis for service demand • For basic electrification o ERDA: Facilitators - Social Mobiliser • or for productive use of o NSP and Facilitating Partners: through Technical knowledge on RESRET development electricity community requests • Business and market - economics and social impacts • Donors/International agencies • Private companies • Others ?? Prerequisites: Proposed – ideas: • Permanent qualified assessment teams • • Rural Electrification Agency (REU or REA) - Request or structural need for energy service • provincial Management Office Standardised survey forms and procedures • Data base of natural resources • A structured energy planning process

Definition of an appro- Status quo: • Planner • Awareness/Attitudes general priate technical Supply • NSP • Technical System Specialists • Planning of electricity supply (on national and provincial Concept • Donors level) - energy analysis for service demand • • PRT Providers of technical components

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – • Technical knowledge on RESRET development Proposed – ideas: • Business and market - economics and social impacts • Public Energy Service Provider (ESPRO) • Commercial Energy Service Provider (ESCO) • Community based Energy Service Provider (CESPRO)

Decision of implementa- Status quo: • Decision Makers Technical • Awareness/Attitudes general tion • NSP – DRRD • Technical Planner • Technical knowledge on RESRET development • Donors • • • PDC- Governor Technical System Specialists Administration • MoEC – MoF • Management • Others?

Proposed – ideas: • Rural Electrification Agency (REU or REA) - provincial Management Office

Integration of service Status quo: • Regulators/Coordinator • Awareness/Attitudes general quality control into • Responsibilities not defined • Quality and regulatory control planning processes Proposed – ideas: • Regulator

User mobilisation Status quo: • Facilitators - Social Mobiliser • Awareness/Attitudes general • Responsible operator in cooperation with • Mobilisation donor agency

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – • Facilitating Partners (NSP) • Business and market - economics and social impacts Proposed – ideas: • Coordinated by Rural Electrification Agency (REU or REA) - provincial Management Of- fice

Identification of on-site Status quo: • Decision Makers Technical • Technical knowledge on RESRET development technician(s) operator • Responsible operator in cooperation with • Administration management • Engineering NSP-PMU and donor agency • RET-Trainers Proposed – ideas: • Responsible operator in cooperation with Rural Electrification Agency (REU or REA) - provincial Management Office • (and donor agency – if any)

Tendering for design Status quo: • Decision Makers Technical • Awareness/Attitudes general and construction of the • Responsible organisations • Administration day to day business • Management technical generation and distribution system Proposed – ideas: • Regulators/Coordinator • Technical knowledge on RESRET development • Rural Electrification Agency (REU or REA) - • Business and market - economics and social impacts provincial Management Office (after endorsement by the regulator) • Regulator – approves commissioning methods

Tendering for O/M of the Status quo: • Decision Makers Technical • Quality and regulatory control

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – supply system • Not systematically defined / ESRA has lease • Administration day to day business • Management contract • • • Responsible organisations Regulators/Coordinator Administration • Proposed – ideas: Technical knowledge on RESRET development • Rural Electrification Agency (REU or REA) - provincial Management Office (after en- Prerequisites: • dorsement by the regulator) Defined standard models for O/M • standard concession contracts

B. Construction

Construction / Installa- Status quo: • Technical System Specialists • Technical knowledge on RESRET development tion / Commissioning • Private design/ construction comp. • Regulators/Coordinator • Engineering • Responsible organisations • • ???? Providers of technical components Management • Proposed – ideas: Installers Commissioning Team: • Appliance distributors • Rural Electrification Agency (REU or REA) - • Local labour provincial Management Office • Regulator

C. Operation and Supply Management

Legal agreements, fee Status quo: • Decision Makers Technical • Quality and regulatory control structure and subsidis- (input from component 1) • Technical System Specialists • Technical knowledge on RESRET development ing Proposed – ideas: • Regulators/Coordinator • Management

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Business Plan - Opera- Status quo: • Decision Makers Technical • Awareness/Attitudes general tional cost plan • Operator • Technical System Specialists • Business and market - economics and social impacts • Facilitating partners • Regulators/Coordinator Proposed – ideas: • Users, Productive Users • Rural Electrification Agency (REU or REA) - provincial Management Office • Technical Operators hydro power • Regulator stations , PV,

Implementation of Fee Status quo: • Regulators/Coordinator • Quality and regulatory control Collection procedure • Facilitating partners • Users, Productive Users • Business and market - economics and social impacts • Operator • Technical Operators hydro power Proposed – ideas: stations , PV, • Operators • Rural Electrification Agency (REU or REA) - provincial Management Office • Regulator

Customer service and Status quo: • RET-Trainers • Business and market - economics and social impacts advise • ESRA • Appliance distributors • Operation and maintenance • Facilitating partners • Technical Operators hydro power • Mobilisation Proposed – ideas: stations , PV,

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RESRET development Institutions and Actors “stakeholders” Target Groups Competence Fields (Awareness, Knowledge, Skills) – Re- topics and activity fields quirements – • Operator • Rural Electrification Agency (REU or REA) - provincial Management Office

Promotion of Produc- Status quo: • Users, Productive Users • Business and market - economics and social impacts tive Use of RE (PURE) • Renewable energy Centres (Taloqan and • Master Trainers • Mobilisation Fayzabad) • Appliance distributors • Training of Trainers / Education • Facilitating partners • • MRRD – AREDP? Technical Operators hydro power stations , PV, • Business development service provider (Pamir Business Centre) • Mobilisers Proposed – ideas: • MFIs: First Microfinance Bank and Afghan Rural Microfinance Programme • BMO (Chamber(s) of Crafts / Commerce) • Semi-private Service Providers (funded by GOs and NGOs) = Vet. and Agri. Services etc.

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Annexes

“Characterisation” Template for HRD Measures

Table 6: Module Characterisation Template Title Short title of the module or package Code: xxx-xxx-n

Field of Competence The main field of competence that is the most relevant to this module. The fields of competence match the ones identified and explained in Table 1: Relevant RESRET The phase in long version according Standard (1) Essential modules for the Target Phase to the “Process of RESRET” Groups/Organisations Advanced (2) Advanced modules that build on standard ones and/or provide more in depth information and skills Specialised Specialised modules are not (3) relevant for all the Target Groups, but are more tailor made according to emerging requirements in the specific case. They are not at all complete and new subjects may emerge in the process. Target Relevant Target Groups (and organisations) the module applicable Group/Organisation Course objectives and Short list of the expected results in terms of awareness, knowledge and skills for the expected results: module. The objectives were derived from the analysis and listing of the responsibilities, the mandates and the tasks of the different Target Organisations in the course of the “Process of RESRET” Short description of List of main contents to reach these objectives. This list is not exhaustive, but is likely contents to capture the most important inputs to be covered. Linked Modules – Pre- If the module needs input and/or is linked to this module it is indicated in this field. requisites:

Duration: Estimate of the duration of the module (if an Exposure visit is part of the package, always one day is foreseen). The duration should be handled flexible according to the concrete needs of the target groups learning process) No. of Participants Estimate of a maximum number of participants. This estimate is based on best pedagogical practice experience and is not binding. Training/WS Provider Potential service provider (Training Institution etc.) for this module Venue/Place If adequate, the place of the teaching is given here Comments Comments about specialities on methods, demands, differentiation, experience etc.

Training requirements for If needed special comments on the required experience and knowledge for the trainer Service Provider and/or the service provider is listed here.

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Capacity Assessment in the Subsector of Rural Electrification through Renewable Energy

Awareness Building and Motivation Component

July 2009

F l o r i a n B e m m e r l e i n - L u x c/o ifanos concept&planung Vordere Cramergasse 11 90478 Nürnberg - Germany

TEL: +49 (0) 911 486 487 18 / 14 Mobil: +49 (0) 160 1564 066 FAX: +49 (0) 911 486 487 10

[email protected]

Capacity Assessment in the Subsector of Rural Electrification through Re- newable Energy Awareness Building and Motivation Component Bemmerlein-Lux - July 2009

Content

Objectives ...... 3

The Scope of Awareness Building: Presence – Sensitisation – Orientation – Motivation & Mobilisation ...... 4 List of Objectives for Awareness Building ...... 7 Target Groups ...... 8

Overview and Purpose of Awareness Building Activities ...... 10

Annexes ...... 19 Overview: Renewable Energy (Dr. E. Naumann) ...... 19 Electrification of Afghanistan (Dr. E. Naumann) ...... 21

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Objectives

The importance of the wide and complex field of awareness building is especially relevant in the Afghan Power sector, because at the national level the main focus so far was on grid based systems. The centrally determined policies, with the exemption of the MRRD based - and community driven - National solidarity Programme (NSP) gave lesser importance to rural electrification. The lack of qualified administrative and technical staff in the central ministries / institutions as well as in universities and schools add to the low rank of decentralised electrification (even more if renewable energies are involved). >> Without the commitment of the national and sub-national key decision makers, the German contribution to rural electrification through renewable energy will have very limited chances to be sustainable. An increase of RE through RET budget shares in the allocation of discretionary funds would be a clear signal that the government takes over ownership for the subsector. However, in order to realize this visionary thought, rural electrification through renewable energies must be firstly put on the political agenda by increasing national and sub-national decision- makers attention. Therefore, a communication strategy (including posters, information events, RET product demonstrations and site visits) should be elaborated for promoting RE through RET to the decision makers at the national level (ICE, decision makers in the MEW, MRRD, MoEc, MoF, IDLG and President’s Office, parliamentarian expert commissions and at a later stage even to the President) . 1<<

Based on the results of the Capacity Assessment results in the study “ Human Resource Devel- opment Needs - Awareness – Knowledge – Skills 2” this contribution has the objectives to: • define – in a general way – the scope of awareness building (that will help to categorise concrete measures) • derive awareness related suggestions for possible activities with a short outline 3, classified according the types of required awareness/attitudes changes measures with target groups and objectives

1 From Dr. S. Schmid: “System Capacities for Rural Electrification through Renewable Energies in Afghanistan - Informal Paper - July 04, 2009” (Final Draft) 2 F. Bemmerlein-Lux, July 2009 – Capacity Assessment: “Awareness, Knowledge and Skills for Process RESRET” 3 For 3 fields outlines are developed: i) the Awareness Component (July 2009 – this document), ii) the Provincial Planning Process (July 2009) and iii) the Training in Renewable Energy Technologies with a Focus on Hydropower – ToT and operators (April 2009)

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The Scope of Awareness Building: Presence – Sensitisation – Orien- tation – Motivation & Mobilisation

Awareness activities are about passing information and emotions about a project directly and indirectly to a broader public and to pass the feedback to the project and its stakeholders. The measures aim at sensitisation, orientation, motivation and mobilisation of the different target groups. They are meant to prepare the ground for more focussed skills and knowledge oriented training courses and for the setting up of the necessary structures and designing the appropriate procedures for implementation. The awareness building measures must be driven by the need to emotionally convince the target groups of the usefulness of Rural Electrification for the development of Afghanistan. The felt needs of the target groups are of secondary importance. The design and construction of Awareness Building Programmes are based on the detection of the feasibility and adequacy of certain awareness building and mobilisation activities, the type of media, the preparation and refinement of a message and the accessibility of the minds and interests of the final target groups. In this respect awareness building measures differ from the definition and design of skills training measures because they are not demand driven. The RESRET project(s) and its promoters (here the ESRA Programme, other donor initiatives and some parts of the Afghan Government, ICE, MEW and MRRD) want to convey messages (Presence ), sell an idea ( Sensitisation ), make stakeholders understand ( Orientation ), convince people to participate ( Motivation ) and start implementing activities ( Mobilisation ). It has to be stressed that some of the activities are more useful to spread information and ideas from “one to many” (like a street play or broadcasting); other awareness building and motivation activities can be multi directional, depending on the target group, the messages and the way they are organised and implemented (like workshops, assemblies). Generally, awareness building is a both way endeavour and it depends on the feedback mechanisms if a multi directional impact (“many to one”) develops in the system. The messages have to be convincing and aim considerably at the emotional level to win the audiences for the ideas of the project. The approaches are closely related to “Public Relation” campaigns. Different target groups are open to different approaches to efficiently address and reach them. Awareness Building activities can have different levels of intensity, expressed in “purpose types”. Often, one activity addresses more than one type. They are ordered according to degree of complexity and impact and the subsequent objectives/media are likely to contain the previous. The purposes of awareness building and mobilisation activities are to: 1. Be present with a message 2. Sensitise people about a project and its goals and make decision makers aware of impacts, interests and problems of other target groups 3. Give orientation to target groups about the objectives, benefits, challenges and procedures 4. Motivate the stakeholders and the individuals to agree on goals and activities and finally 5. Mobilise them to become active and participate in implementation, change their behaviour and plans and take up interests and requirements from other target groups. These “purpose types” are characterised in Table 1.

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Table 1 Purpose Types for Awareness Building Purpose types Description Typical example

Presence

It is existing The messages of these activities in the form of □ Posters on RE statements, labels and signs of existence. Visibility □ A short TV Spot with a and constancy in appearance are important char- slogan acteristics. They are reminders of a broader con- □ Calendar with some slo- cept or issue. Presence can be important to sup- gans and pictures port, to make unforgettable other awareness building and mobilisation activities. The more curiosity and link to the every day life a presence statement has, the more it is effective. Presence is creating attention through repetition and reinforcement, but it is not creating real awareness. Sensitisation It is recognised The messages go beyond a statement. They are □ A radio campaign explain- the first step towards awareness of a problem or of ing the importance of Rural positive and negative issues or trends. The activi- electrification ties should make the people aware and accessible □ A drawing competition that for next steps. Sensitisation activities are a step to makes the participants explain, show consequences, make things interest- think about use of renew- ing and wanted. The activities and their messages able energies for rural should create expectations. electrification. Orientation I can get or avoid These activities go further than creating expecta- □ An orientation workshop it if I do this tions. They show a way to fulfil these expectations. about the new responsibili- They provide a direction, a goal and show the way ties in the role of electricity towards it. They also should provide an imagina- and their advantages and tion about the tools necessary to reach a goal. characteristics. □ A brochure explaining what, why and how □ A field visit that exposes to best practices Motivation I want to get or These activities are about inducing a decision to □ An activity with a monetary avoid join in implementation measures. To share a goal or status incentive (Award) and inspire the people so they want to reach it. □ An activity which stimu- Often motivation is connected with recognition, lates own ideas about an inspiration and other incentives. The promise of issue. financial benefit (or of no future loss) is motivation. Mobilisation I get or avoid These activities lead to the actual doing. A person □ Development workshop through action or a group take the decision to join (or to actively that takes a decision avoid) a plan or an implementation and they are □ Door to door communica- ready to begin with own activities. The decision is tion cum explanation and normally to put own resources (brain, energy, planning to do next steps money, effort) in something. People can also be mobilised by force!

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For all “Awareness and Mobilisation” activities the following principles should be adopted:

Table 2 Guiding principles for awareness building approaches Guiding principles Combinations of parallel and consecutive measures are necessary to create awareness and change attitudes Awareness Building and Mobilisation is not confined to a “top down” and unidirectional, but also to “bottom up” and “cross target group” information flow. It depends on the way how activities are organised and what and how feedback mechanisms are established and used. If technically possible, all activities should be participatory Activities and material have to be in the (local) language of the target groups and integrate local socio-cultural characteristics For awareness building visualisation with graphical information and pictures are not only a supplement but one of the important carriers of messages. Isolated activities which are not coordinated with project implementation and concrete measures of training activities are likely to be not effective.

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List of Objectives for Awareness Building

Table 3: List of main Objectives for Change of Awareness and Attitudes AWARENESS/ATTITUDES:

General: □ Show the use of RET in context of rural development, improvement of living conditions, livelihoods □ Create positive attitude towards rural electrification and its potentials for the development and stability of Afghanistan □ Spread more technical and RESRET development process related news to stakeholders and net-working of RESRET involved specialists, developers and planners. □ Understand that the development of the power sector is a key precondition for reducing poverty and for rural and overall economic development □ Understand the importance and added value of rural electrification through renewable energies for provincial development □ Know about useful technologies and systems and their consequences for implementation □ Be convinced about the potential divergence of interests from user groups, providers and administration and the subsequent necessity of mediation □ See the opportunities for economically productive uses of electricity □ Know details about RESRET and development processes, opportunities and limitations and models for implementation □ Make efforts and results of electrification projects known to other communities / districts and stimulate cross community learning □ Understand gender-specific benefits of rural electrification

Specific: □ Stakeholders are informed on the necessity and use of standards for planning, construction, distribution, operation and maintenance and appliances □ Users are informed and know about safety issues for use of appliances □ Be convinced of the benefit and necessity of a regulatory body for quality control and (Standards for RET, standard user and provider contracts), technical standards for system components and performance □ Be convinced that RE-(RET) is a fundamental development instrument for Rural Afghanistan that needs major efforts and an own effective institutional set up □ Be convinced about the necessity of an own sustainable financing mechanism of RE □ Develop concrete implementation concepts, rules and regulations, plans and prepare final decisions □ Be convinced about the necessity of the improvement of a national data base for RE and RET and the development process of RE □ Stimulate the emergence of a local market and provide a marketing place for local and regional producers, distributors and decision makers □ Increase the interest of the private sector in rural electrification through renewable energies □ Set clear conditions for planning, construction and operation and management for RESRET □ Promote RE and RE planning and implementation processes at provincial level □ Have pictures, graphs and easy to understand material for “Facilitators” and Teachers – Schools □ Develop joint plans for cooperation of training providers in RESRET and preparation of joint proposals and plans for a structured educational / training programme and curricula development

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Target Groups

Table 4: Main Target Groups

Category Description / Responsibilities Target Group (national and sub-national level are not differentiated)

Politicians Elected persons with a political, decision making function on strategy, policy, and legal framework, incl. Ministers and cabinet members and politically appointed functionaries

Decision Makers - Man- Heads of Departments – management of general energy and water related tasks agement (Government Institutions, Ministries, Chambers, Training Institutions)

Decision Makers - Techni- Heads of Departments/Units/Programmes – RESRET related tasks cal competence (Government Institutions, Ministries, Chambers, Training Institutions)

Administration- Manage- Operational staff and persons of the administration with managerial tasks ment (Government Institutions, Ministries, Chambers, Training Institutions)

Administration day to day Operational staff and persons of the administration with day to day business tasks business

Planners Planners for concept development of electricity supply, baseline studies, design of plans and data acquisition (socio economic, RET related)

Technical System Special- Electrical, civil and mechanical engineers which need skills in design of RET - power ists systems (generation, transmission, distribution):

Regulators/ Coordinators Quality control, standards and contracts and ToR, supervision and advisory service (Engineers, Economists, Social Scientists, Lawyers, Administrators)

Facilitators - Social Mobi- Public relation, facilitation, guiding of processes lisers

Technical Operators Small Technicians, operators Small and Mini generation systems and mini grids (100 to hydro power stations 500 KW) with tasks for O&M, accounting and book keeping, reporting and documentation, customer relation and after sales service

Technical Operators Micro Technicians Micro generation systems and mini grids (1-100KW) with tasks for hydro power stations O&M, accounting and book keeping, reporting and documentation, customer relation and after sales service

Technical Operators PV- Photovoltaic Mini Grid Systems with tasks for O&M, accounting and book keeping, MGS reporting and documentation, customer relation and after sales service

Technical Operators PV- Photovoltaic Stand Alone Systems, with tasks for O&M, accounting and book keep- SHS ing, reporting and documentation, customer relation and after sales service

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Category Description / Responsibilities Target Group (national and sub-national level are not differentiated)

Providers of technical Component fabricators / manufacturers, importers (differentiated between Hydro, PV components and Wind)

Installers Constructors, local installation (differentiated between Hydro, PV and Wind)

Appliance distributors Shop keepers for electrical equipment, after sales service, customer advisors

Local labour Masons, Steel fixer, Plumbers, Electricians, unskilled labour etc.

Users Users of Electricity

Productive users Users of electricity for all kind of productive use

Master Trainers Technically and practically oriented trainers

RET-Trainers Professors, trainers with good theoretical background in RET

Media

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Overview and Purpose of Awareness Building Activities

Activity/measure Details Aimed at the target Groups: Main objectives

Presence and Sensitisation

Posters – Promotion of Renew- Series of posters using always practical examples • General public Show the use of RET in context able Energy in Rural Electrifi- and statements / explanation of rural electrification • Politicians (Ministers and cabinet of rural development, improve- cation (hydro power stations, PV and Wind, depending on members and politically appointed ment of living conditions, livelihoods the region and the availability of the technical feasibil- functionaries) ity) • Decision Makers: (Government Posters have to be image based with different mes- Institutions, Ministries, Chambers, Create positive attitude towards sages for: Training Institutions) rural electrification and its poten- Set for offices, meetings, workshops, tials for the development and • Characterisation of Renewable Energy stability of Afghanistan media … • Chances for Rural and regional development • Productive uses • Programmatic statements

Information / Promotion Bro- General promotion brochure about RET with practical General public Understand that the develop- chure on RESRET examples of the effects of RESRET – Practical ex- • Politicians (Ministers and cabinet ment of the power sector is a amples and statements / explanation of rural electrifi- members and politically appointed key precondition for reducing cation (hydro power stations, PV and Wind, depend- functionaries) poverty and for rural and overall economic development ing on the region and the availability or the technical • Decision Makers: (Government feasibility) Institutions, Ministries, Chambers, Understand gender-specific • Characterisation of Renewable Energy Training Institutions) benefits of rural electrification • Chances for Rural and regional development • Productive uses • Programmatic statements • Practical examples / successes

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Activity/measure Details Aimed at the target Groups: Main objectives

Broadcasts: Rural electrification Regular Broadcast and TV series about construction, • General public and Best Practices operation and use of RESRET like: • Characterisation of Renewable Energy • Media • Participation of the community • Operation • Productive use and improvement of living conditions / livelihoods • Educational activities • Best practice technologies • ….. (make it available as pod-cast and video for further use in presentations and training)

Sensitisation and Orientation

Information brochures / leaflets / Specific and more detailed non verbal and verbal • Decision Makers Understand that the develop- Posters – “technical and be- practical examples and statements / explanation of • Facilitators – Social Mobilisers ment of the power sector is a havioural information” RESRET (hydro power stations, PV and Wind, de- • Users / Productive users key precondition for reducing pending on the region and the availability or the • poverty and for rural and overall Technical Operators economic development technical feasibility) • Technical System Specialists Users are informed and know • Posters have to be image based with different mes- Trainers / Teachers about safety issues for use of sages for: appliances • • Characterisation of Renewable Energy Special care should be taken to Have pictures, graphs and easy (see material of Dr. Naumann - Annexes) involve Media to understand material for “Fa- • Safety issues does and don’ts cilitators” and Teachers – • Household uses Schools • Social uses Understand gender-specific • Productive uses benefits of rural electrification • Energy efficiency

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Activity/measure Details Aimed at the target Groups: Main objectives

(for illiterates special editions may be necessary)

Information brochures / leaflets / Non verbal and verbal information on • Regulators/Coordinators & ANSA Stakeholders are informed on Posters – Quality Standards • • Technical System Specialists the necessity and use of stan- Necessity of quality standards dards for planning, construction, • • Providers of technical components Quality standards – preliminary standards distribution, operation and main- • with practical examples and statements / explana- (incl. Turbines, PV-Systems, Wind tenance and appliances Systems) tions There is a need for the development / collection and • Appliance distributors compilation of standards for all RESRET relevant • Local (community, district) leaders issues in cooperation with Afghan National Standardiza- and decision makers tion Authority, MEW and MRRD. • Users (esp. productive users) • Technical Operators • Media

Newsletter for stakeholders A newsletter (existing for ESRA) should develop into • Politicians (Ministers and cabinet Spread more technical and a national relevant “journal” for RESRET, covering members and politically appointed RESRET development process related news to stakeholders • Project development, functionaries) • and networking of RESRET • Development processes in RESRET (incl. info on Decision Makers: (Government involved specialists, developers concepts and legal/regulatory issues Institutions, Ministries, Chambers, and planners • Background information and best practices (na- Training Institutions) • tional, international), Planners • • Technical details Trainers and training institutions • • Training courses Technical System Specialists (advertisement for supplementary financing should • Regulators/Coordinators be considered) Online version should be planned

Sensitisation Workshops Intensive interaction with one or more target groups • Politicians (Ministers and cabinet Understand the importance and to introduce Rural Electrification, its relevance, its members and politically appointed added value of rural electrifica- chances and potential benefits. Preparation should functionaries) tion through renewable energies for provincial development focus on convincing arguments and good presenta- • Decision Makers: (Government

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Activity/measure Details Aimed at the target Groups: Main objectives

tion of practical examples. Sensitised people require Institutions, Ministries, Chambers, soon follow up activities and orientation to use the Training Institutions) Understand that the develop- created momentum. Focus should be on: • Planners ment of the power sector is a • Development opportunities and processes • Trainers and training institutions key precondition for reducing • Productive uses – business opportunities • Technical System Specialists poverty and for rural and overall economic development • Energy efficiency • Regulators/Coordinators • Opportunities and limitations of RESRET • Available technologies Know about useful technologies and systems and their consequences for implementation

Orientation and Motivation

Exposure Visits national level to Give framework orientation on national level. • Politicians (Ministers and cabinet Understand the importance and functional project sites (light Field visits with exposure to members and politically appointed added value of rural electrifica- house projects) functionaries) tion through renewable energies • Small Hydropower Plants, which are operated for provincial development • Decision Makers: (Government and managed sustainably Institutions, Ministries, Chambers, • functioning PV-systems Training Institutions) Understand that the develop- • rural SMEs profiting from electrical service and • Planners ment of the power sector is a creating jobs and income for local population key precondition for reducing • Technical System Specialists • Community services (health, education, commu- poverty and for rural and overall • Regulators/Coordinators nication) electrified by RE RET economic development

• interact with the community and users • Good to combine with workshops and meetings.

Local Exposure Visits (provincial Give local level examples in the same or adjacent • Local (community, district) leaders Be convinced about the poten- level) to functional project sites districts. and decision makers tial divergence of interests form (light house projects) • Representatives of user (esp. pro- user groups, providers and ad- Field visits with exposure to examples of imple- ministration and the subsequent mented projects in (provincial) vicinity, to ductive users) necessity of mediation • • experience the benefits, Facilitators – Social Mobilisers

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Activity/measure Details Aimed at the target Groups: Main objectives

• discuss difficulties and solutions (siting, construc- • Technical Operators tion, engagements, effort, operation and finances) Understand gender-specific • learn about the processes of planning and opera- benefits of rural electrification tion

International study tours Visit cum Exposure to experience best practice ex- • Politicians (Ministers and cabinet Be convinced of the benefit and amples and institutions members and politically appointed necessity of a regulatory body for quality control and (Stan- • dealing with rural electrification functionaries) • dards for RET, standard user • showing technical solutions Decision Makers: (Government and provider contracts), techni- • stimulate and start institutional twin- Institutions, Ministries, Chambers, cal standards for system com- ning/cooperation Training Institutions) ponents and performance • (incl. lessons from the experience in other countries Planners of the Region – Nepal, China/Tibet, India, and Sri • Technical System Specialists Lanka) • Regulators/Coordinators

Networking / information visits Visits and interaction with and among producers, • Local (community, district) leaders See the opportunities for eco- for productive users crafts enterprises and distributors of appliances and and decision makers nomically productive uses of components, to • Providers of technical components electricity • Explore possibilities of the market (incl. Turbines, PV-Systems, Wind • Learn about technically appropriate solutions Systems) • • Get business ideas and inspiration Appliance distributors • Technical Operators • Productive users

Trade Fair (national – regional) to Fair to promote technical systems and appliances as • Politicians (Ministers and cabinet Understand that the develop- promote RESRET associated well as in the field project solutions. The fair could members and politically appointed ment of the power sector is a products include: functionaries) key precondition for reducing • poverty and for rural and overall • Private training providers Decision Makers: (Government economic development • Institutions, Ministries, Chambers, Equipment producers • Constructors with experience Training Institutions) • Stimulate the emergence of a • NGOs – experienced in RESRET Local (community, district) leaders and decision makers local market and provide a mar-

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Activity/measure Details Aimed at the target Groups: Main objectives

• Approaches in RESRET development and Best • Providers of technical components keting place for local and re- Practice (incl. development partners) (incl. Turbines, PV-Systems, Wind gional producers, distributors Systems) and decision makers • Appliance distributors • Productive users

Orientation Workshops Platform to disseminate perspectives and processes • Decision Makers: (Government Know details about RESRET for RESRET. Tools and instruments necessary and Institutions, Ministries, Chambers, and development processes, supportive should play a major role (one could say Training Institutions) opportunities and limitations and models for implementation “awareness cum tools”). Focus should be on: • Planners • Process and functioning of RE - Development • Technical System Specialists opportunities and processes (planning rural en- • Communities / Productive users Understand gender-specific ergy supply, proposal writing for the official plan- • Providers of technical components benefits of rural electrification ning process, how to approach financing part- (incl. Turbines, PV-Systems, Wind ners) Systems) • Productive uses – business opportunities (like • Appliance distributors CEFE) • Communities / Productive users • How to be more energy efficiency? • Media • Decision support for choosing available technologies • Conditions and mechanisms for operation and maintenance – operation and financing models “Oriented” people require follow up activities (i.e. training possibilities etc.)

Award for Best Practice for Com- Best practices need to be spread so that others can Awardees: Make efforts and results of elec- munities / Producers learn and be motivated. An award helps to spread • Communities / Productive users trification projects known to ideas and experiences in planning, community in- • Providers of technical components other communities / districts and volvement, construction, operation and productive stimulate cross community (incl. Turbines, PV-Systems, Wind learning use. An award needs well defined criteria and a Systems) board that for giving the award as well as high rank- • Appliance distributors ing laudator.

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Activity/measure Details Aimed at the target Groups: Main objectives

Stakeholders: • Politicians (Ministers and cabinet members and politically appointed functionaries) • Decision Makers: (Government Institutions, Ministries, Chambers, Training Institutions) • Local (community, district) leaders and decision makers • Media

Motivation and Mobilisation

Development Workshops -a se- The development of implementable structures, con- • Decision Makers: (Government Develop concrete implementa- ries of possibilities: cepts and policies for RESRET needs development Institutions, Ministries, Chambers, tion concepts, rules and regula- and coordination that concentrates on the question ANSA) tions, plans and prepare final decisions “what can be put into effect and how?” • Provincial and district authorities, Development Workshops are best when the group of interested in forming Community participants is small so that discussions are easy. based Energy Service Providers Be convinced about the neces- Focus should be for instance on: • Planners sity of the improvement of a national data base for RE and • Policy and concepts for RESRET (existing Tech- • Technical System Specialists RET and the development proc- nical Working groups) • Technical (vocational) colleges and • ess of RESRET policy and con- Strategies of baseline collection and management Training Institutions cept • Inter institutional cooperation • Communities / Productive users • Standard development • Private companies interested in • Institutional development operating as Energy Service Com- • Capacity Development Strategies panies • How to be more energy efficient? • Appliance distributors • Planning mechanisms • Communities / Productive users • Conditions and mechanisms for operation and

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Activity/measure Details Aimed at the target Groups: Main objectives

maintenance – operation and financing models • Etc.

Development workshops - insti- As suggested by MRRD and ESRA, new functions • Decision Makers: (Government Be convinced that RE-(RET) is a tutional set up for RESRET and institutions are necessary to make a system of Institutions, Ministries, Chambers, fundamental development instru- RE more functional and effective. A Series of work- ANSA) ment for Rural Afghanistan that shops – prepared by Technical Working Group with • needs major efforts and an own Regulators/Coordinators effective institutional set up conceptual input of ESRA and MRRD (MEW) should prepare the institutional and technical requirements for optimised RESRET performance and setting: Be convinced about the necessity • of an own sustainable financing independent Regulator mechanism of RE • RE Fund • Centre of Excellence for RESRET (RE Training Academy) • Rural Electrification Agency (REU or REA)

Development workshops on For the agreement and concept of business models • Decision Makers: (Government Increase the interest of the private business models and opportu- (incl. operation and management) for RESRET Institutions, Ministries, Cham- sector in rural electrification through renewable energies nities • concepts for implementation bers) • • the preparation of suitable rules and regulations Planners • • sustainable business opportunities Technical System Specialists Set clear conditions for planning, construction and operation and have to be developed and integrated into the political management for RESRET decision making process. (To be prepared in the Technical Working Group of the ICE RESRET Sub-committee.)

Provincial planning workshops Provincial energy planning is weak or non existent. • Decision Makers Promote RE and RE planning and To initiate the planning process and the coordination • Provincial and district authorities implementation processes at of potential actors and to mobilise resources, provin- • Planners provincial level

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Activity/measure Details Aimed at the target Groups: Main objectives

cial/regional electrification workshops/conferences • Technical System Specialists are an important tool to • Private companies interested in Strengthen the position of prov- • to exchanged experiences operating as Energy Service inces in the planning of RESRET • coordinate the planning of rural electrification Companies • • coordinate “donor” engagement Appliance distributors • • provide a platform for private companies inter- Technical Operators ested / engaged in RE and RET • Communities / Productive users

(In June 2009 such a workshop was conducted in Bamiyan)

Networking Workshop of Train- Development of a structured and coordinated ap- • Technical (vocational) colleges Develop joint plans for coopera- ing providers proach for training programmes (technical, opera- and Training Institutions tion of training providers in RES- tional and managerial) in RESRET. Focus on • Universities RET and preparation of joint proposals and plans for a structured

• Needs assessment educational / training programme • Capacity Building management (also cross “do- Include: and curricula development • nor”) Ministry of Education (MoE), - • Existing programmes and plans to develop pro- Department of Technical and Vo- cational Education Training – Understand gender-specific bene- grammes fits of rural electrification • Coordination of existing and planned training of- DTVET • fers Ministry of Labour, Social Affairs • Master trainers concept and Martyred and Disabled – • Joint development of syllabi and curricula MOLSAMD

• Plan coordinated programme proposals (technical and financial) The cooperation with the “National Skills Develop- ment Program (NSDP)” and “ Afghanistan Skills De- velopment Project – World Bank” is recommended.

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Annexes

Overview: Renewable Energy (Dr. E. Naumann)

RET are supplied by natural resources (water flow, wind, solar radiation), which emerge on site, thus can not be stored and/or transported. Only in case of biomass, the resource can be gathered, stored and transported (even pre processed as in case of charcoal, pressed pellets, etc).

This is a main difference to fossil prime energy (crude oil, petrol, diesel, coal, natural gas, liquid pressurized or natural compressed gas [LPG, CNG]), which can be centrally produced and distributed ready for consumption

For comparison : coal, diesel and kerosene have "energy densities" in the range of 5 to 12 kWh per kg

Employment of RET demands normal (hydro, wind, biogas) to very high (PV) investment costs, normal operation and maintenance costs, but generally (except biomass) no fuel costs . Green House Gas [CO 2] emissions are nil during operation GENERAL Electricity generation plants, based on RET, therefore need site specific resource assessment and design according to the available resources; due to higher specific investment costs, demand side management (energy efficient use of energy) is of paramount importance

Environmental and social impact assessment of any even small interventions in social-ecological systems. In case of hydro power: only part of the water should be taken off the river, in order to avoid negative impact on bio diversity of the river, and irrigation needs, Hydro Plants including storage dams are effecting the surrounding environment socially and ecologically.

Biomass is a "Renewable Energy Source" only, if consumption rate is not bigger than regeneration rate (you can burn only per year, what is growing up again during a 1 year period). In that case, CO2 is bound during building up (growing) of biomass, and released during burning of the same amount of biomass. IMPORTANT : "energy farming" can seriously affect crop farming for local and national food supply!

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RENEWABLE RESOURCE CAPITAL / INVEST- RUNNING / OPERA- ENERGY TECH- SPECIFIC OUTPUT REMARKS REQIREMENT MENT COSTS TIONAL COSTS NOLOGY [RET]

HYDRO POWER Water current (mov- Power output [kW] = Similar to diesel en- Operation and mainte- Small creeks or rivers already provide flow rates of PLANTS ing water), needing flow rate [l/s] x height gines and crude oil or nance costs comparable some 10 l/s, if some 10m of slope over a distance of permanent water [m] coal fired power to fossil fuel based plants some km is available, some 10 kW HPP are feasible (run off river - no source and some plants dam) slope (difference in NO FUEL COSTS Cheapest RET in case water flow is available height per distance) Some additional civil work like canal, fore- bay, etc are needed WIND ENERGY Average wind speed About 60W – 80W per Big scale wind farms: Operation and mainte- Since power output is proportional to wind speed to CONVERTERS above 5 m/s at least, m2 rotor swept area about 2 000 nance costs comparable the power 3 (P v 3), careful statistically based wind available over long (rotor radius about 5 m) USD/kW installed to fossil plants resource assessment hast to be done on site ("Wind Machines") periods without long at 5 m/s wind speed. (WEIBUL statistics) (more than some Small (10 kW) ma- NO FUEL COSTS days) interruption. At 10m/s wind speed chines: the power output is about 3 000 USD/ 2 about 500 W/ m rotor kW installed swept area PHOTOVOLTAIC Solar Radiation per About 0.5 Wh per day High investment costs Quite high operation and Limited maximum power output because of battery SYSTEMS m2 and day at least 5 by 1m 2 PV cell area of about 10 USD per management costs, due storage: a fully charged battery must not be dis- kWh / day, without 1 Watt system capac- to sensitivity of the bat- charged with more than I 10 : therefore a 100 Ah battery (PV+electricity stor- interruption of more ity tery storage including can deliver maximum power of 120 W age) than 2 to 3 days at charge control - special- much lower level of ized training for DC tech- (I 10 is the current, which would discharge the fully radiation nology. charged battery in 10 hours)

NO FUEL COSTS For high seasonal variation of solar radiation (like in North of Afghanistan) and for short but high peak load by machinery for productive use, a PV-Diesel Hybrid System would be recommended

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Electrification of Afghanistan (Dr. E. Naumann)

Central Grid Supply Rural Electrification

General objective: General objective: Supply as many as possible Regions, Provinces, Districts, Users by Central National Electricity Sys- Reduce Marginalisation of the Rural Population by providing electricity service for development tem

Central Grid Electrification is Supply Driven, Rural Electrification is demand driven, demand is defined by

(1) limited by capacities (1) users and communities with support by donors and NGOs • generation capacity • distribution capacity (2) coordinated by district and provincial authorities • import capacity (2) realized by central government (3) limitations of infrastructure and resources • following national development plan (4) coordinated with the central government • considering provincial development plans • according to ANDS (5) budgeted for by • coordinated by ICE • central government procedures • planned by MEW • donor programs • implemented and operated by DABS

(3) budgeted for by central government procedures Initiative taken by Central Government and coordinated with decentralized authorities Initiative taken by user groups, coordinated by provincial authorities and coordinated with central government authorities Central Grid Supply is based on a National Plan, coordinated by a National Electrification Concept and realized by DABS Rural Electrification is not based on any National Plan, not following a Rural Electrifica- tion Concept, and no Institutional Framework is in place

To implement such Plan, Concept and Framework, an Implementing Agency including local provincial institutions has to be established

TASKS PURPOSE • Develop distribution systems • Improve public service • Develop generation capacities • Create income generation • Identify demand • Promote agriculture/ irrigation • Link with provincial development plan • Improve standards of living

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