United Nations Development Programme – Afghanistan NATIONAL AREA-BASED DEVELOPMENT PROGRAMME (NABDP) 2011 Annual Report

Collecting drinking water in Pad-e Nok Dari, Ab Kamari, Badghis

Project ID: 00070832 (NIM) Duration: Phase III (July 2009 – June 2014) Strategic Plan Component: Promoting inclusive growth, gender equality, and achievement of the MDGs CPAP Component: Increased opportunities for income generation through promotion of diversified livelihoods, private sector development, and public private partnerships ANDS Component: Social and Economic Development Total Budget: $294,666,069 USD Responsible Agency: The Ministry of Rural Rehabilitation and Development

Donors

Acronyms

ACEP Afghanistan Clean Energy Program AECID Agencia Espanola de Cooperation Internacional para el Desarrollo (Spain) AKF Aga Khan Foundation – Afghanistan AIRD Afghanistan Institute for Rural Development ANBP Afghanistan New Beginning Programme ANDS Afghanistan National Development Strategy ARDSS Agriculture and Rural Development Sector Strategy AREDP Afghanistan Rural Enterprise Development Programme BSC Business Support Center CDC Community Development Council CDP Community Development Plan CDRRP Comprehensive Disaster Risk Reduction Project CE Community Empowerment CIDA Canadian International Development Agency CLDD Community Led Development Directorate CNTF Counter Narcotic Trust Fund CIDA Canadian International Development Agency CPAP Country Program Action Plan DDA District Development Assembly DDP District Development Plan DIAG Disbandment of Illegal Armed Groups DIC District Information Center DfID Department for International Development (UK) DMC Disaster Management Committee EoJ Embassy of Japan ESC Environment Sub-Committees GFP Gender Focal Point LIDD Local Institutional Development Department MAIL Ministry of Agriculture Irrigation and Livestock MERD Monitoring, Evaluation and Result Based Reporting Department MHP Micro Hydro Project MoCI Ministry of Commerce and Industry MoRR Ministry of Refugees and Repatriation MoUD Ministry of Urban Development MoWA Ministry of Women’s Affairs MRRD Ministry of Rural Rehabilitation and Development NABDP National Area Based Development Programme NRPAD National Resettlement Project for Afghan Displaced NRM Natural Resource Management NSP National Solidarity Programme PCC Plain Cement Concrete PID Project Initiation Documentation PMT Provincial Monitoring Team PRRD Provincial Rural Rehabilitation and Development Directorate RCC Reinforced Cement Concrete SOP Standard Operating Procedure TSU Technical Support Unit TWG Technical Working Group UNDAF United Nations Development Assistance Framework UNDP United Nations Development Programme Table of Contents Executive Summary ...... 1 1. Context ...... 3 2. Status of the progress towards the achievement of output ...... 3 Component 1: Local Institution Building and Capacity Development ...... 3 (1.1) Communities mobilized to articulate their needs and identify priorities and solutions ...... 3 (1.2)Capacity of DDAs developed in order for them to function as district level coordination entities 7 (1.3) Effective mechanisms developed to mainstream gender equality/ women’s empowerment, ensure equal gender participation in all components, projects in all levels ...... 12 (1.4) Capacity Development of AIRD, Social Workers and CDCs/DDAs ...... 14 Component 2: Productive Rural Infrastructure Development ...... 16 (2.1/2.2) Small scale infrastructure build and accessible by rural communities ...... 16 (2.3) Socio-economic community development projects are delivered under DIAG ...... 20 (2.4) Construction of Aliceghan water supply scheme ...... 23 Component 3: Natural Resource Management ...... 28 (3.1) Awareness of disaster risk management among natural resource dependent communities raised and their access to information enhanced ...... 28 (3.2) Community-efficient preparedness to manage natural resources is promoted and their capacity strengthened ...... 30 (3.3) Community-based natural resource management systems are effectively supported ...... 30 Component 4: Rural Energy Development ...... 31 (4.1) Community energy projects established and sustainability concerns addressed ...... 31 (4.2) Capacity built for operations and maintenance of rural energy systems and rural energy development activities are institutionalized and scaled-up ...... 34 Component 5: Local Economic Development ...... 37 (5.1) Community benefits from strengthening rural enterprises increased ...... 37 (5.2) Opportunities for rural population’s licit economic livelihoods enhanced ...... 41 (5.3) Sustainable public-private partnership for providing business support to rural enterprises established ...... 41 (5.4) Market viability of supported rural enterprises improved ...... 41 3. Implementation Arrangements ...... 41 4. Advocacy and Communications ...... 43 5. Challenges ...... 45 6. Lessons Learned ...... 47 7. Future Plans ...... 48 ANNEX I: Financial Section ...... 50 ANNEX II: GENDER RATING ...... 54 NABDP OUTPUT ...... 54 GENDER RATING ...... 54 ANNEX III: Phase III Cumulative Progress Tables ...... 55 Programme Life Progress Table 1.2 ...... 55 ANNEX IV: Policy and Knowledge Products ...... 62 Executive Summary In 2011, the National Area-Based Development Programme (NABDP) made great strides towards implementing the organizational change recommendations by the Independent Management Review Team, increasing its budget and delivery rates, and leveraging new funding. Operating in all 34 provinces with a total of 716 staff, NABDP has further strengthened its presence this year at the provincial level through distribution of projects, hiring provincial community mobilizers, and opening new provincial offices. The joint partnership between the Ministry of Rural Rehabilitation and Development (MRRD) and the United Nations Development Programme (UNDP), has continued to achieve results in reducing poverty and diversifying livelihood opportunities through the activities of NABDP. The following achievements were made in 2011: Component 1: Local Institutional Development The mobilization, institutionalization, and capacity development of District Development Assemblies (DDAs) was supported throughout 2011 by the Local Institutional Development Department (LIDD) in order to strengthen local governance and the delivery of development activities. Key Results:  6 new DDAs were established in Badakhshan and Maiden-Wardak provinces this year, bringing the total number of DDAs up to 388 across the country  87 DDAs participated in the re-election process this year, while overall 188 DDAs have undergone the re-election process. This year’s elections brought 1,745 men (71%) and 722 women (29%) to participate in DDAs.  111 DDAs (1,749 men, 931 women) were trained in Capacity Development modules in 11 provinces this year.  79 District Information Centres (DICs) are operating, 63 of which were established this year.  113 DDAs newly received the provision of Grant in Aid, while 123 received ongoing support.  MRRD’s Gender Mainstreaming Policy has been finalized and NABDP will look to begin implementing its contents.  1,027 MRRD staff and social change agents were trained at 13 workshops run by the Afghanistan Institute for Rural Development (AIRD) to strengthen institutional capacity.

Component 2: Productive Rural Infrastructure Infrastructure across all sectors was designed, contracted, and constructed by the Productive Rural Infrastructure Department (PRID) this year in order to improve and diversify rural livelihood opportunities and increase access to basic services. Key Results:  204 productive rural infrastructure projects were completed this year, with 350 projects currently ongoing.  397,259 labour days were created by completed projects to benefit workers economically.  1,491,273 men and women were beneficiaries of completed projects and received increased access to transportation, safer drinking water, public buildings, and educational facilities.  21 projects were completed by the Disbandment of Illegal Armed Groups (DIAG) program in various sectors to benefit human development and stability in districts.

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 700 projects were assessed by NABDP’s Quality Control Department, while 1,526 field visits were made by Monitoring, Evaluation and Result Based Reporting Department’s (MERD) independent Field Monitoring Officers across the country.

Component 3: Natural Resource Management While the previously proposed strategy of expanded interventions for Natural Resource Management (NRM) has yet to be approved, NRM related infrastructure projects were ongoing, as well as disaster risk reduction activities. Key Results:  158 protection, retaining, and gabion wall projects were completed and 20,048 jeribs of land were protected, while 217 more disaster management projects are currently ongoing.  30 DDAs were trained in Disaster Risk Reduction Management.  56 irrigation sector projects were implemented to enhance productivity of 2,492 jeribs of land.  132 ongoing projects will further assist in the water management and agricultural land in the future.

Component 4: Rural Energy Development With the survey, design, and implementation of Micro-Hydro Power (MHP) plants and biogas systems, rural energy development has continued to involve citizens in the electrification of their communities. Key Results:  26 MHPs were completed in 2011, while 125 are ongoing. The completed projects have produced 435 kW of output collectively, and 4,068 families are now able to use electricity for studying, reading, watching television, small businesses, and social gatherings.  13 biogas projects (180 plants) were completed this quarter, while 20 projects (230 plants) are ongoing, in order to provide households with an organic and free cooking fuel source.

Component 5: Local Economic Development Local Economic Development (LED) strategy, the work which was completed in this component was limited to those women-specific economic development projects implemented through the Gender Unit. Key Results:  31 women-specific projects are in different phases of implementation, while 4 were completed in 2011, resulting in the improvement of skills for women to make their own livelihoods.  34 Livelihood Improvement Practice Groups (LIPG) have been established in 5 provinces in order to benefit 850 women directly through various economic endeavors.

From a management perspective, in 2011, NABDP revised its organogram to become more vertical, as well as nationalizing the Programme Manager position and hiring an international Chief Technical Advisor and Operations Manager to strengthen leadership. During the First Quarter of 2011, a heavy emphasis was put on implementing the recommendations of the Independent Management Review (IMR) released in December 2010, and subsequently 34 out of 53 recommendations were implemented. Furthermore, continual improvements were made to operations-related implementation arrangements through the development, approval, and implementation of Standard Operating Procedures (SOPs) and memos on priority areas in human resources, finance, procurement, internal control, and administration.

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1. Context

Since 2002, the NABDP has been run through a joint partnership of the MRRD and UNDP. The third phase commenced in mid-2009, with the overarching goals of poverty reduction and the promotion of sustainable livelihoods.

In 2011, the programme strategy expanded to cover the following components: 1) Local Institutional Development (LID) 2) Productive Rural Infrastructure Development (PRID) 3) Natural Resource Management (NRM) 4) Rural Energy Development (RED) 5) Local Economic Development (LED)

NABDP’s previous activities in NRM and LED have been reported under these components since the Second Quarter Progress Report (July 2011), though a more fully elaborated strategy will only become operational in 2012. Furthermore, the DIAG unit dissolved in September 2011 and ongoing and future projects were transferred to PRID for completion.

The winter of 2011 failed to deliver the annual snowfall required for the country’s irrigation, resulting in a severe drought in many parts of the country. The Holy Month of Ramadan fell during the month of August and work slowed down during this time, while the delay in final approval of contracts throughout the summer months also meant that NABDP could not fully utilize the construction season this year, resulting in under-spending.

2. Status of the progress towards the achievement of output

Component 1: Local Institution Building and Capacity Development

(1.1) Communities mobilized to articulate their needs and identify priorities and solutions 2011 Annual Progress Table 1.1 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate DDA established & DDPs 1.1.1 0 1 2 3 6 20 30% formulated (same figure) 1.1.2 DDA re-election & DDP updating 21 21 13 32 87 93 94% DDPs edited and uploaded to 1.1.3 31 31 15 10 87 113 77% NABDP website 1.1.4 Registration of DDAs 0 0 0 14 14 56 25% 1.1.5 Host DDA National Summit 0 1 0 0 1 1 100% Provincial Resource Mobilization 1.1.6 0 0 0 17 17 17 100% Conferences held

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1.1.1 Now LIDD has established DDAs in 96 % (388 out of DDA Rapid Survey on 404) of the districts across Afghanistan. In 2011, 6 new Perceptions and Performance DDAs were established in Khwahan, Kuf Ab, Mahamai, Nasai, and Shakhai districts of Badakhshan, as well as During the DDA First National Jaghato district in Maiden-Wardak. The establishment of Conference, the Afghanistan Institute for Research and Development (AIRD) DDAs in Northern Badakkshan’s Darwaz region is a huge supported LIDD through conducting a success and took entry of NABDP’s staff via Tajikistan due “Rapid Survey on Perceptions and to significant levels or remoteness. The remaining 14 Performance” (RSPP). The results of this districts without DDAs are all in Paktika province, where survey are the first of its kind for NABDP and are used throughout this report to insecurity has limited NABDP’s ability to travel to districts provide more insight on performance or mobilize community members to participate in towards outcomes at the DDA-level. government-sponsored activities. The analytical report utilized results that 22 surveyors collected by independently Through the election processes 198 men (60%) and 127 interviewing 276 out of 400 conference women (40%) were democratically elected to participate in participants in the evenings at their hotels. DDAs for the first time. Overall, this brings the total number With 13 questionnaires incomplete and of current participants in 388 DDAs across the country up to discarded, a final report was prepared with the analysis of 263 questionnaires, 61 filled 21,332 people (69.5% men, 30.5% women). by women (23%). Limitations included the lack of experience conducting interviews The DDA Rapid Survey on Perceptions and Performance by some of the volunteer NABDP staff (RSPP) found that standard election processes were being enumerators, the level of tiredness of followed across the country and that “elections are, by far, respondents at the end of the day, and a biased introduced by interviewing only democratic and as per procedures.” When asked how they those DDA members who were active were selected to participate in their DDA, “an overwhelming enough to be selected to participate in this 85% of respondents reported that they were elected by the national-level event. CDC, 12% were elected by officials, and 4% were elected by LIDD’s Results-Based Monitoring Forms ‘others’.” While the nomination of members to DDAs by MERD has also developed formats for officials is the standardized selection process for Interim LIDD's Community Mobilizers (CMs) to fill DDAs in non-National Solidarity Programme (NSP) areas out on a quarterly basis to capture results where Community Development Council (CDCs) have not from their field work directly with DDAs. yet been established, there were reports that even in NSP Since they are newly introduced formats, areas sometimes such nominations also took place. only forms from 16 DDAs in Parwan, Kabul, Kapisa, Nanagrahar, Bamyan and 1.1.2 In 2011, the DDA re-election process was carried out in Daikundi provinces were available for analysis for this report. 87 districts in 23 provinces, as highlighted in the map below. In total, re-elections have been carried out in 188 districts across the country after the initial 3-year term has been completed. Through this re-election process 1,745 men Who are DDA Members? (71%) and 722 women (29%) people were democratically “The professional background of the DDA elected to participate in DDAs for the next 3 years. members displayed a mixed pattern comprising farmers, government Of the 2,467 people who were re-elected this year, 79% employees, teachers, businessmen and were new members into the DDAs while 21% were previous even students. Some were tribal leaders, members. Of women elected, 85% were new to the DDA, village heads and Jihadi commanders. More than half of the female members whereas 69% of men were serving their first term in the were teachers or government servants and DDA, and in 6 DDAs 100% of the membership was newly 10% were students.” (RSPP, p8) elected.

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Follow-up research has not been conducted to understand why turnover is high or reasons that re- elections did not result in more incumbents being re-elected, but new membership reveals a wider interest in participating in the DDAs and anecdotal evidence suggests that ineffective leaders from the first term were replaced with more active CDC members when given the opportunity. This may not be the case, however, when it comes to women, who could be facing restrictions in public engagement due to worsening security in many parts of the country. In 3 districts surveyed by Community Mobilizers (CMs), female DDA members mentioned that due to the social norms and cultural barriers they could not receive full support from their male DDA members and spouses to be actively shown in the meetings.

Corresponding to the establishment and re-election processes of the DDAs this year, 6 District Development Plans (DDPs) were formulated for the first time and 87 DDPs were revised to reflect development changes in the area since the DDP’s initial preparation.

When asked during the RSPP about their DDP’s preparation, 57% of respondents considered their plan preparation as ‘very good’ while 41% expressed satisfaction. Regarding the selection of prioritized projects, 91% reported that they adopted a participatory approach, and in a separate question 93% of respondents consulted their Community Development Plans (CDPs) while preparing DDPs. Reports also indicated that “some projects were chosen by DDA under the direction of the District Governor, under the influence of political leaders (Members of Parliament), or by the Provincial Development Committee (PDC) or Provincial Council (PC).” To address this concern, NABDP is considering improved mechanisms for project selection from DDPs to avoid the heavy influence of government authorities.

While DDPs are meant to be comprehensive and cross sectoral, in the group discussions with AIRD, conference delegates mentioned “that at the district level there is a tendency to form a programme based or a ministry based district level institutions – a closed and compartmentalized mind set is prevailing.” Duplication and overlap needs to be actively avoided, while DDPs still do not reach their full potential through being widely shared and utilized by all line ministries.

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*The boundaries and names shown on this map do not imply official endorsement or acceptance by the United Nations

1.1.3 Whereas in 2010, only 69 DDPs were available on NABDP’s website (www.nabdp-mrrd.gov), the total number now available online is currently all 388. For each district either the original DDP (200) is available or it has been replaced by a version that was updated during the re-election process over the past few years (188). Beside this, LIDD developed clear provisions to keep record of all DDPs in DICs, so that they are available for the DDA and any visitors interested in supporting development initiatives in the area.

1.1.4 Adding to the 343 DDAs registered with certificates issued previously, LIDD has ensured that 14 DDAs were registered in 2011 in 5 provinces. All 45 districts in Khost and Pakitka, Daikundi (1) and Nooristan (1), remain to be registered but insecurity and bureaucracy caused delays in 2011.

1.1.5 As fully outlined in the the Second Quarterly Report, the First DDA National Conference was held for 3 days from 30 April - 2 May 2011 with 400 DDA members from across the country. In addition to raising the attention of H.E. President Karzai, DDAs were motivated to work as development entities for their district and collectively within their provinces.

1.1.6 In the Fourth Quarter of 2011, a one-day Provincial Resource Mobilization Conferences (RMCs) were conducted in 17 provinces with the aim to share the major achievements and challenges of NABDP and the role of DDAs as a “Hub of Development at District Level” among the relevant provincial and regional development stakeholders. With 2 participants from each DDA in a province invited, a total of 700 participants (465 male and 235 female) attended RMCs from DDAs, donor communities,

6 | P a g e provincial/district governor’s offices and other development stakeholders.

(1.2) Capacity of DDAs developed in order for them to function as district level coordination entities

2011 Annual Progress Table 1.2 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate Delivering Capacity Development 1.2.1 Training modules 26 18 29 38 111 95 117% Establish & Train Provincial 1.2.2 1 2 5 4 12 12 100% Monitoring Teams 1.2.3 Newly establish Grant in Aid offices 25 36 26 26 113 115 98% Continuation of Grant in Aid support 1.2.4 123 123 123 123 123 124 99% for previous offices Establish District Information 1.2.5 Centers 9 17 14 23 63 68 93% 1.2.6 Construct DDA Office Buildings 0 0 0 0 0 26 0% Conducting Disaster Management 1.2.7 1 5 3 21 30 30 100% Training Establish DDA Secretariat for 1.2.8 0 0 0 0 0 14 0% support and facilitation of activities Research on DDAs/CDCs 1.2.9 0 1 0 0 1 2 50% effectiveness on local governance Piloting of Public Private 1.2.10 0 0 0 0 0 3 0% Partnerships in 3 districts Publication of Local Governance 1.2.11 0 2 0 0 0 4 50% Impacts Journals/Brochures V1-4 Conducting Capacity Development 190 1.2.12 38 43 30 76 138 73% Training for CLDD/PRRD staff staff Conducting Capacity Development 1.2.13 0 0 73 0 73 73 100% Training workshops for CED Staff International Capacity Development 1.2.14 1 0 0 20 22 20 110% Training for 20 CED staff International Overseas Training on 1.2.15 0 0 0 0 0 1 0% Public Private Partnership 5 ppl

1.2.1: Capacity Development Training In 2011, the standard 4 Capacity Development Training modules continued to be delivered on Local Governance, Conflict Resolution and Gender Equity, Participatory Planning and Project Cycle Management, and Procurement and Financial Management. With LIDD staff unable to establish DDAs in 14 insecure districts in 2011, emphasis was shifted to training and the target for this activity was exceeded this year. In total, 2,680 people (1,749 men, 931 women) from 111 DDAs in 11 provinces received capacity development training in 2011. To date LIDD has delivered a total of 332 training sessions; 220 DDAs have received training only once, while 56 DDAs have received training twice. The second round occurs after re-elections to ensure that new DDA members are fully aware and capable of fulfilling their development roles.

Given that 97.7% of respondents in the RSPP had attended training sessions, the perception of DDA members is significant that 90% of them reported the usefulness of the training as “quite a bit”, with 9.6%

7 | P a g e indicating it was “somewhat” useful. Furthermore, 89% of the respondents stressed the need for more training in future (without specifying subjects). While some DDAs do receive additional capacity development from NGOs and other line ministries, all 15 DDAs surveyed by CMs in the Fourth Quarter of 2011 said that they had not received training from any other organization to date.

DDA members in Nahr e Shahi district in Balkh province, express various ways that they have utilized their training materials practically, providing evidence of their improved coordination capacities: Conflict Resolution Project Monitoring Finance & Procurement Using the Problem Analysis skills The female DDA Deputy Chair When preparing to construct the he learned from the Conflict used her project management new DDA Office, one member Resolution module, the DDA and monitoring skills to supervise went to the market and got a Chairperson gathered all a UN-HABITAT tailoring project in minimum of 3 quotes for each information from both sides in her area. She regularly checked item, but usually 4 or 5. The DDA order to help resolve a family the number of participants and members came together to conflict in his village. A divorce trainer attendance to ensure all 17 evaluate the best ones, following was avoided and the family is now CDCs at 4 centers were the standards set out in the happy and together again. benefiting. Procurement module.

While different perspectives are held between MRRD and IDLG about the roles of DDAs in conflict resolution at the local and district level, during the RSPP more than 75% of respondents claimed that they do “quite a bit” of conflict resolution and peace building work, while 21% said they fulfilled this role “occasionally.” The RSPP also identified that 28% of respondents were knowledgeable and able to answer questions on their DDA’s maintenance of financial records. This points to an area where NABDP is considering approaches to further enhance skills and standardization of financial management.

1.2.2 Adding to the 6 Provincial Monitoring Teams (PMTs) established previously, 12 more PMTs were trained and established in 2011. The results of these 18 PMTs are explained in detail in the Monitoring section.

1.2.3/4 Grant in Aid: In 2011, Grant in Aid was distributed for the time in 113 districts of 29 provinces, bringing the total number of DDAs receiving this support up to 236, or 61% of DDAs nationally, as shown in the below map. As such, only 17% of RPSS respondents indicated that they felt their DDAs had “adequate facilities.” Since monthly financial support has duration of 2 years, continued assistance of $150/month was provided on an ongoing basis to 123 DDAs. However, DDAs have raised concern about the long-term sustainability of maintaining their office spaces, particularly with respect to such expenses as electricity and fuel, without an income generation mechanism in place at this time.

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*The boundaries and names shown on this map do not imply official endorsement or acceptance by the United Nations

Grant in Aid is designed to support the professionalism and legitimization of DDAs, by providing both initial physical capacity support (desk, chairs, carpet, etc.), as well as meeting ongoing office needs (stationary, transportation costs, refreshments, etc.). The positive results of this support were observed in Salang DDA of Parwan Province, where the DDA Chairperson said that “members are more interested to have regular monthly meetings after the establishment of the office.” Furthermore, during the re-elections observed by the District Governor and Parwan RRD Director, “people wished to be DDA members to serve their people of rural communities. They also want to enhance their social status by being elected through a democratic electoral process which is reliable to local communities.”

Monitoring forms indicate that all 15 DDAs reported holding regular monthly meetings where their districts’ progress, conflicts, good office management, the filing system and reporting were discussed. Five DDA members also shared the results of the PMT’s project monitoring reports to the other DDA members. This information corresponds to results from the RPSS, where 86% of respondents reported holding monthly meetings, 7% did so “as” and “when” required, 6% quarterly, and 2% annually and shows that the DDA’s organizational capacities are strengthening, particularly when office space is available.

1.2.5 A total of 63 District Information Centers (DICs) were established in 25 provinces this year, bringing the overall total up to 79 DICs nationally. DDAs have had varying levels of success with the collection, maintenance, and utilization of their district’s socio-economic data. In some cases, the information has been collected, but not utilized by anyone, such as in Mohammad Raqi district of Kapisa. However, in Salang district of Parwan the District Governor asked to use the data.

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In Istalif district, the information from the DIC has resulted in CARE International constructing a water intake, culverts, reservoir, and retaining wall, while the French DARA Association established a monthly payment of 100USD and transportation facilities to school students in Atefai-e Shaheed School (Source: DIC monitoring form).

In addition to the need for increased advocacy and visibility of the DIC’s data, DDAs face some challenges such as a lack of coordination (Surobi district, Kabul), lack of funds for transportation in order to collect information from sites around the district (Salang district, Parwan), as well as the lack of willingness of line departments to provide information to fill all sections (Mohammad Raqi district, Kapisa).

In addition to the DDP, the DIC is a mechanism through which the DDA is encouraged to establish linkages, build relationships, communicate, and share information with other development actors within the district. The RSPP found that many respondents were not able to articulate or answer questions related to their relationships with other institutions, with those responding indicating varying levels of support from different actors, as highlighted in the chart above. In general, “the support from local level institutions like the District Governor’s Office, CDCs and line agencies seemed to be better than province level institutions. However, one theme that emerged from these finding is that the linkages with these organizations need to be strengthened and improved further.” The DIC is a possible medium through which to facilitate better coordination, though in its initial phases it has yet to reach this full potential.

1.2.6 DDA Office Construction While none of the DDA Office buildings have been completed to date, construction has started in 2 districts of Nangarhar and Kunar provinces. This year emphasis was put on creating standard Bills of Quantity (BoQs) and design plans. Due to funding shortfalls in 2012, the initially anticipated 26 offices have been reduced to 12. The remaining 10 contracts are under process and still pending the Minister of MRRD’s approval. These offices are anticipated to further contribute to the DDA’s recognition and legitimacy within the district, while providing adequate meeting, office, and record keeping facilities.

In addition to NABDP-funded DDA Offices, DDAs in 14 districts have been able to advocate and mobilize funding for the construction of a DDA Office with non-NABDP funding sources. UN- HABITAT EDE, MTE, DAIG and JICA have been the main supporters of office construction, mainly in the provinces of Bamyan, Diakundi, Herat, Parwan, Balkh, Faryab and Panjsher Provinces.

1.2.7 The training of Disaster Management Committees (DMCs) was originally included in LIDD’s AWP, but has since been shifted to Natural Resource Management. It is elaborated under Output 3.1.

1.2.8 Due to the 2011 addition of DDAs to the National Priority Programme (NPP) of Local Institutions of the ARD Cluster, the details of the DDAs new roles and responsibilities was changed. This activity was postponed until the role of a Secretariat or alternative structure is clarified in 2012.

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1.2.9 During the DDA National Conference, the RSPP was conducted by AIRD. The details of this survey were presented in a report that has been shared internally and with respected donors. NABDP also has a more substantial plan for assessing DDAs’ effectiveness in 2012, of which the TORs have been developed and the selection of a qualified consultant is underway.

1.2.10 The activity ‘Piloting Public Private Partnership (PPP) in 3 districts’ was proposed in the 2011 AWP. After LIDD conducted consultation workshops with Kabul district DDAs exploring possibilities, MRRD, NABDP, and LIDD realized that there was not strong enough legal support to implement public private partnership activities with DDAs for economic regeneration purposes. The programme budget was later shifted to the Livelihood Improvement Practice Groups (LIPGs) for economic regeneration, as described in Component 5 and now PPP activities were conducted in 2011.

1.2.11 Two local governance publications – a brochure and a video – were prepared early in the Second Quarter in advance of the DDA National Conference. Two more were ready for publication at the end of Fourth Quarter of 2011, but due to a lack of time they were not published within the year. The RSPP and National Conference Reports will be published early in 2012.

Additionally, the LIDD Programme Advisor, Nahakul K.C., authored the article “Mainstreaming gender in local governance processes in Afghanistan,” in Capacity.Org and co-authored the article “Rebuilding local governance structures in Afghanistan – a long walk,” with LIDD Community Development Officer Zamila Shariq.

1.2.13 Between 10-17 August 2011, LIDD conducted a Capacity Development Training for 50 male and 23 female LIDD staff. The training was facilitated by LIDD, MERD, MRRD, and IDLG senior officials about the DDAs establishment, DDP formulation, local governance, livelihoods, conflict resolution, result-based reporting, coordination, and photography skills.

1.2.14 LIDD has consistently provided training for its CLDD and PRRD staff each quarter, while 22 staff attended international trainings this year. During the Fourth Quarter, 2 female LIDD staff joined a larger group from NABDP attending Project Management Training in Sri Lanka. Furthermore, 20 LIDD staff (15 male, 5 female) attended Rural Development Management training managed by Rupantaran Nepal in Katmandu. During this training they learned participatory planning process, working through users “This training was completely relevant to our tasks and duties, since Nepal has the same decentralization process as Afghanistan. We learned how DICs in Nepal can provide exact concrete data that results in effective annual planning and hope to apply their tools and methods to our own program. Documents from this training are in the process of being translated and will be helpful for other staff too.” – Eng Asad Rahimi, Capacity Building Unit, LIDD

“The financial system for making payments in Nepal’s DDC/VDCs was very good and we are trying to make our system similar to it somehow. As relevant as the training was, it is difficult to apply our learning to DDAs because of challenges with good governance in Afghanistan.” – Eng. Abdul Karim Afzail, DDA/DDP Unit, LIDD

11 | P a g e groups, financial decentralization, and Nepal’s approaches to District Development and Village Development Committees. The team focused on the capacity development process of DDC/VDC members, in order to develop curricula and transfer skills to DDA members.

1.2.15 Due to the readjustment of Public Private Partnerships, no associated training was conducted.

(1.3) Effective mechanisms developed to mainstream gender equality/ women’s empowerment, ensure equal gender participation in all components, projects in all levels

2011 Annual Progress Table 1.3 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate Participate in Gender Attend Mainstreaming policy at NABDP 2 3 3 5 13 all 87% and MRRD level (meetings 1.3.1 meetings attended). 70 NABDP staff have had gender 10 0 30 10 50 70 71 % awareness and sensitivity training Establish and develop capacity for 10 groups of Gender Focal Points at 0 2 0 4 6 10 60% district level in 8 provinces Provide GFP capacity development training for 240 people, including 1.3.2 0 67 0 66 133 240 55% Community Mobilizers, DDA focal point, and field staff. 1 training for NABDP Administration Staff on Gender 1 0 0 0 1 1 100% Awareness Conduct 3 Gender Awareness 1.3.3 training for new staff to NABDP 0 0 1 1 2 3 67% (HQ and Regions).

NABDP’s approach to working with DDAs has systematically built in measures to ensure women’s participation and gender sensitivity at the district level. When DDAs are formed, the most appropriate structure is selected by participants, be it mixed-DDA or one with a Women’s Advisory Group and a third of spots are reserved for women. While only 3 DDAs (out of a possible 162 mixed DDAs) have female Chairpersons, 51% of Vice Chairpersons are women, and 22% of the 4- person Executive Body positions are held by women. The roles women play – not only their general participation – reveals positive gains in gender empowerment within the DDA Executive Bodies.

A number of interesting results related to the roles of women in DDAs, their effectiveness, and future involvement were collected during the RSPP. A “sizeable

12 | P a g e number of respondents (57.3%) rated the performance of female members in DDAs as “good”; 30 percent rated it as “average”, while the remaining (13 %) reported as ‘poor’.

The RSPP also reports that “the participants in the group discussion mentioned that most female members that participated in the national conference expressed opinion for a bigger role for females in country’s development. In fact, in many areas female members had shown very significant leadership qualities. In order to encourage females to come forward to work in public institution, female Shuras have been organized at community and district level. Females have now reached more confidence to work with men on development issues. In order to promote and encourage more active female participation, it is important to increase number of female officers deployed at district level. Special training programmes shall be designed for female and delivered locally especially in the southern region. The participants pointed out that male colleagues and officials should work for providing more space to female in social, economic and political arena so that female can prove themselves. Stronger commitment to mainstream female into planning, project implementation and monitoring of development processes at the district level is also needed.”

“With regard to the question whether DDAs should give special consideration for female needs in their plans,” the RSPP report continues, “close to 90% stated that they do take this into account while 9% felt that the resources are insufficient to give special considerations for women’s needs. Almost all the respondents agreed that females should have more roles in DDA development and also in decision making.”

1.3.1 At the internal institutional level, gender equity has been promoted through NABDP’s participation in MRRD’s preparations of the Gender Mainstreaming Policy, which was finalized at the end of 2011. The Gender Unit attended 13 out of 15 meetings held by MRRD’s Gender Working Group during the year and contributed to a Ministry-wide policy that will impact NABDP’s working and programmatic environment in the future. In order to operationalize this new policy, MRRD’s Gender Policy Unit organized a 3-day training on Gender Policy Awareness, where topics like finding entry points, discussing mainstreaming, and all other necessary issues concerning implementation were discussed with NABDP’s Gender Unit staff.

Throughout 2011, a total of 50 NABDP staff were trained in gender sensitivity in order to improve their knowledge of gender issues, debates, and practically incorporating these perspectives into their daily work and program activities. The 10 individuals trained in the Fourth Quarter, were from Jawzjan and Nangarhar and received sensitivity training during the wider Gender Focal Point trainings in these provinces. Since I was selected as a Gender To enhance awareness on women’s issues and NABDP’s Focal Point I called DDA women responses, the Gender Unit also facilitated the filming by UNDP members and discussed women of a video on women in Herat Province (mentioned in the related issues and decided that we Advocacy section below). ourselves should discuss women issues within the office. Now 1.3.2 In 2011, Gender Focal Point (GFP) training was added to people know that our abilities they the repertoire of gender responsive programming in order to respect us.” further mainstream gender ideas and include women in the - GFP Laghman DDA’s considerations and activities. With limited human resources, training was conducted in 6 provinces for members from 38 DDAs. With 2 representatives from each DDA (1 male, 1 female) and additional NABDP staff participants, 133 people received GFP

13 | P a g e training this year in order to understand their TORs and duties fully, whilst encouraging women to express their needs, realize their rights, and become active participants in development at the community level.

One gender sensitivity training was conducted for 29 of NABDP’s male drivers and 1 female administration staff during the First Quarter of 2011. This training had direct results on improving the transportation environment for female staff.

1.3.3 This year, 2 trainings were provided (out of the 3 planned) for NABDP’s new staff to assist them in becoming familiar with gender issues, particularly at the field level, and strengthened their capacity on improving gender related issues. Training introduced staff to NABDP’s different approaches for supporting women’s participation throughout all aspects of the program and at the project level.

Furthermore, in order to reduce the gender gap in staffing at NABDP and improve the gender parity in professional level staffing, following with the HR Plan, 22 women were hired this year as Community Mobilizers, Gender Officers, and Assistants, resulting in an 11% increase in female staff over 2010. Women also participated in continuing education opportunities and attended national and international trainings in order to increase their professional skills and receive additional qualifications outside of the workplace. A gender-disaggregated breakdown of all training attendees is detailed in Annex V.

(1.4) Capacity Development of AIRD, Social Workers and CDCs/DDAs

With specific funding from the Spanish Agency for International Development Cooperation (AECID), a portion of the AIRD funding is being financially managed by NABDP. AIRD is working to strengthen NABDP and MRRD’s institutional capacities related to supporting stabilization and the promotion of licit livelihood, as well as research-based knowledge. The progress of this work funded by AECID in 2011 is described below.

2011 Annual Progress Table 1.5 % Action 2011 2011 Activity Activity Result Q1 Q2 Q3 Q4 S/N Total Target Delivery Rate Provide 100 training courses (1500 members of CDCs/DDAs and 350 Social 4 6 1 2 13 100 Workers) in six provinces (Badghis, (341 63% (564) (24) (98) (939) (1500) Baghlan, Nangarhar, Samangan, Jawzjan ) and Herat) Train 50 MRRD staff on Research 72 123 70 0 265 50 528% Methodology Develop 5 year CB plan for DDAs/CDCs 100 - - - 100% 100% 100% 1.5.1 members and Social Workers % Develop 4 Training Modules/ Manuals and 1 Research Methodology Training 2 2 1 0 5 5 100% Manual/ Module Launch First Afghanistan Rural 0% 0% 0% 0% 0% 0% 0% Development Report With support of CIRDAP implement 1-2 30 NA 10% 35% 35% 1 75% research projects* %

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% Action 2011 2011 Activity Activity Result Q1 Q2 Q3 Q4 S/N Total Target Delivery Rate Implement 2 pilot research projects through Joint AIRD/NIRD research on NA NA NA NA NA 2 NA traditional and new rural issues Prepare Rural Technology Directory NA NA NA 80% NA 1 80% Purchasing and installation of 20-30 Rural Technologies' units both from - - - - 0 20-30 0% 1.5.2 abroad and within Afghanistan Training of 100 people (villagers) on - - - - 0 100 0% model villages. Training of 250 people to run rural - - - - 0 250 0% technology unit. Establish 1 RTP compound and organize 10 5% 15% 5% 35% 100% 35% 1 annual exhibition. % *Research projects have been conducted in 2011 by AIRD, but not with CIRDAP or NIRD

1.5.1 At the beginning of the year, a 5-year Capacity Development Plan was made for CDC/DDAs and social workers for early implementation through identified trainings. In 2011, the Training Unit of AIRD conducted 13 training workshops in Baghlan, Nangarhar, Samangan, Jawzjan and Kabul provinces on Rule of Law, Leadership, Management & Communication and Monitoring & Evaluation in each province. Social Change and Rural Development training was also conducted in Jawzjan province. In total 939 men and 88 women were trained, with participants including MRRD staff, social workers, DDA members and members of other Local Self Governance Institutions. The objectives of these trainings were to increase knowledge of the target groups on these topics, as well as practical skills for using these techniques in addressing rural development projects and issues. Strengthened internal capacities specifically on monitoring and evaluation will ensure clarity around concepts, types, techniques, purpose and how to effectively utilize methods in rural development project implementation. As DDA members become further involved in monitoring projects in their districts implemented by outside agencies, their monitoring skills are increasingly useful and applicable. These trainings are outside of those trainings conducted under IALP-K2 in Kandahar that AIRD ran with CIDA funds.

For better facilitation and easy replication of training, 5 modules have been produced on Orientation to MRRD Policies, Programmes and Strategy, Gender, Rule of Law, Project Cycle Management, and Participatory Monitoring and Evaluation. The training manual for Research Methodology was also produced, achieving this associated manual production target.

With 265 MRRD staff, including 5 women, participating in 5 trainings this year on Research Methodology in Nangahar, Balkh, Kunduz, and Herat, the 2011 target was far exceeded. The training aimed to prepare them with an understanding of social research methods, sampling, data collection, questionnaires, and interview skills. The training has prepared the staff to conduct research in the future related to social, political, and economic aspects of life and society and collect correct and reliable data, which will contribute to enhanced programming and reporting.

While AIRD has not conducted research jointly with CIRDAP, research in 2011 included a UNICEF- supported study on failed water points for RuWatSIP/MRRD and research on vehicle traffic problems encountered in Kabul City for Future Generation. The WASH research was conducted through 4 questionnaires for village, household, water point care taker, and water point implementers in 5 districts

15 | P a g e of Kabul Province. Data analysis is currently ongoing and the findings on the causes of failure and poor off take of sanitation components are anticipated to contribute to NABDP’s understanding of sustainability in water supply projects.

This year, AIRD’s Research Unit also started a Gender Research Study with support from the Development Assistant Facility for Afghanistan and GRM International. Data was collected from Herat and Nangarhar provinces in order to explore and document best practices, strategies and lessons learnt that have been used by various governmental and non-governmental agencies to include women in Local Self Governance Institutions. It is hoped that this research will be disseminated throughout MRRD’s programmes to assist them replicating these strategies nationally. Currently, data entry and analysis is going on and results will be available in 2012.

Furthermore, AIRD conducted and finalized its DDA Rapid Survey during the DDA First National Conference held in the spring of 2011. The findings are integrated into this report and reveal perceptions of DDA members on their participation, NABDP, and development projects. It was the first such research of its kind and has motivated LIDD to further its scientific collection of relevant data from DDAs.

1.5.2 During the Third Quarter, the first edition of the Rural Technology Directory was compiled. It comprises information about 34 rural technologies of Small and Medium Enterprises and 7 water supply and sanitation technologies.

This year, progress has been made on the survey and design for the Rural Technology Park (RTP). The site of the allocated land for RTP has been surveyed by RTP and the engineering team. According to the MoU between AIRD and NIRD, 2 Indian architects visited Kabul and the allocated land between 7 and 14 August 2011. They finalized layout plans through a 3-day consultation workshop held in AIRD’s training hall. Different local, cost effective, and labor intensive technologies were presented for use in the construction of rural housing, while engineers from WATSIP, ESD and AIRD also shared their technical ideas with the visiting architects. After the technical exchange of ideas, a layout plan of the RTP and report of the workshop were submitted to AIRD. The activities of ‘Purchasing and installation of 20-30 Rural Technologies' units both from abroad and within Afghanistan’, ‘Training of 100 people (villagers) on model villages,’ and ‘Training of 250 people to run rural technology unit’ are pending until the completion of the RTP building.

Component 2: Productive Rural Infrastructure Development

(2.1/2.2) Small scale infrastructure build and accessible by rural communities 2011 Annual Progress Table 2.1/2.2 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate To implement 79 transport sector Infrastructure projects (road and its 16 12 9 19 56 79 70% 2.1.1 structures) To implement 16 public building projects 1 1 1 2 5 16 31% Survey, design, and implement 118 water 53 40 9 34 136 118 115% supply projects (water points, pipe scheme). 2.2.1 Others (education, health, livelihood, and 3 1 1 2 7 NA NA social protection) *Outputs under 2.2.2 have been moved to Component 4: Natural Resource Management and are reported there fully.

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During 2011, the construction of 204 productive infrastructure projects was completed in the sectors of public buildings, water supply and sanitation, education, health, livelihood, social protection, and transport1.

At the beginning of 2011, 308 projects were in various stages of implementation. While 246 projects were started throughout the year, at the end of 2011, 350 were ongoing for completion in 2012. An additional 179 projects are designed and ready for implementation in the near future. The quarterly distribution of newly started and completed projects is illustrated in the chart below:

With a budget of $9,482,824 USD, the projects completed in 2011 created 397,259 labour days, bringing the total number of labour days created by completed projects in Phase III up to 1,089,996. To date, NABDP has contracted work with 72 construction companies since the beginning of Phase II. Their involvement in this work further enhances the sustainability of rehabilitation and development work and ensures that money is being injected directly into the local Afghan economy.

Completed projects have benefitted 1,491,273 people this year, and 4,047,770 throughout NABDP’s third phase initiated in 2009. An additional 1,446,442 people are set to benefit from the currently ongoing projects in various human development and economic livelihoods capacities outlined by sector below.

Completed projects in 2011 are summarized in the chart below: PRID completed projects in 2011 Sector No of Projects Budget Labor days Beneficiaries Transport 56 6,036,506 193,019 723,825 RRD Office and Administrative Buildings 5 461,772 14,776 55,412 School Building 4 523,581 16,755 62,829 Water Supply & Sanitation 136 2,427,016 75,311 283,968 Others 3 33,948 1,087 4,075 Grand Total 204 9,482,823 300,948 1,130,109

2.1.1 In 2011, 70% of the planned projects in the transport sector were completed. They include 6 bridges, 22 culverts, 1 cut to spoil, 4 secondary roads, 22 tertiary roads, and 1 road wash project.

Secondary and tertiary roads completed this year cover a distance of 147.7 kilometers, connecting approximately 443 villages, and bringing the total kilometers of road constructed in Phase III up to 922.03. DDAs strategically select transport projects where villagers routinely face extreme challenges, to enable products and services to be accessed by main roads leading to the district and provincial centers.

1 Note that projects in the sectors of irrigation and disaster management are reported under the NRM Component, while projects in these sectors implemented under the DIAG modality are reported separately in section 2.3.

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These projects also provide substantial unskilled labour opportunities, which are preferable for rural communities. While completed projects in 2011 were in 20 provinces, a 19 km secondary road in Dehraoud district, Urozgan and 23.5 km of tertiary roads in 2 districts, Kandahar province exemplify that NABDP is enhancing connectivity in particularly remote areas where roads have extremely high economic potential. At the end of 2011, 102 various transport projects were underway in order to further contribute to service delivery and economic opportunities across the country.

In 2011, 5 public buildings were completed while 21 are currently under construction. Constructed buildings include 1 PRRD office in Panjshir and 1 administrative building in Herat, 2 in Nimroz, and 1 Kandahar province. The Provincial Project Manager of Panjshir province reports that prior to the construction of a new PRRD Office, staff were facing a significant lack of space and it was difficult to do their work in all seasons. The new 2-story building has 12 rooms with ample space, as well as electricity, working windows and doors, piped drinking water, and 2 male and 2 female washrooms. Furthermore, the building is located on the main road through the center of the province, in close proximity to the Governor’s Office and other line departments. It is both more accessible to the public and provides PRRD staff easier access to coordinate with staff from other ministries. PRRD Offices are part of critical development infrastructure, contributing to the professional and adequate working environment for the Government of Afghanistan and indirectly result in development benefits through the administration of rural development activities across the given province.

Ongoing projects at the end of 2011, include 2 PRRD Offices in Ghor and Parwan, 8 administrative buildings in Balkh, Ghor, Kandahar, and Zabul, 3 mosques in Herat, Kabul, and Khost, 3 libraries in Bamyan, Nangarhar, and Laghman, and 5 boundary walls.

2.2.1 With efficient and effective implementation, this year 136 water supply projects were constructed, surpassing the target of 118. In 2011, NABDP completed 25 deep wells, 1 pipe scheme, 61 shallow wells, 42 water reservoirs, and 7 water tanker projects, to provide safer drinking water and save collection time for 40,566 families in 13 number of provinces. In Phase III, safer drinking water has been provided to 598,422 individuals.

Previous sources of drinking water include local well (34.3%), rain water (23.3%), river (14.3%), karez (7%), and other various sources (21%). While there is no data comparing the cleanliness of original sources compared to constructed wells, many of these sources are shallow or open which are usually more contaminated than deep and covered water points. Rain and river water are often not cleaned or treated properly and residents are exposed to local contaminants, including air and ground pollution. Time that has been saved in easier water collection has the potential to be used for other productive purposes, such as studying, gardening, and small business opportunities.

Moving into 2012, 97 projects remain ongoing while numerous others will be considered to address this major health concern in future plans.

Others: Additionally, this year PRID also constructed 7 projects in the sectors of health, livelihoods, social protection, and education. Collectively, they benefited 66, 904 people.

Through the construction of 4 school projects, 2,400 students were provided the opportunity to receive an education in a safe environment conducive to learning. Furthermore, the construction of community

18 | P a g e centers provides local communities with a suitable meeting space to identify their needs and contribute towards the development of their villages.

Overall, community members continue to be supportive of the implementation of various development projects in their districts and villages. Their support can be measured through their willingness to guarantee security for NABDP’s staff and construction companies, as well as their ever-growing demand for more projects to be implemented in the future. PRID continues to receive petitions, survey potential project sites, and pre-design projects for quick implementation once funding becomes available. The following map illustrates the percentage of completed and ongoing projects per province:

*The boundaries and names shown on this map do not imply official endorsement or acceptance by the United Nations

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Logar residents refreshed with access to clean drinking water

Across multiple villages in Mohammad Agha district of Logar provinces, residents are preparing for improved access to cleaner and safer drinking water. Funded by the Government of Japan, NABDP recently constructed 40 shallow wells which are benefiting 6,784 residents.

In Mohammad Agha district, the majority of residents live in simple mud houses and do not have private wells or water piping. They suffer from lack of access to clean drinking water, as they typically collect water from the river, rain, or unprotected springs and do not have the knowledge or fuel resources to boil drinking water prior to consumption. Some families reported children and elderly family members becoming very sick and even dying – the cause likely being contaminated water sources.

Residents also faced difficulties in finding time to collect water, given that men were very busy with agricultural activities and female family members had to cross a large distance by foot or donkey.

With 40 new wells, residents are happy and thankful to NABDP for safer and more easily accessible drinking water. Additionally, the $62,811 USD project created 1,809 labour days for local residents, providing short-term incomes to many without permanent employment and a cash injection to prepare for higher costs during the winter season. Water supply and sanitation comprise a significant number of NABDP’s projects, given their high demand and clear health benefits.

(2.3) Socio-economic community development projects are delivered under DIAG

After the Joint Secretariat (JS) of APRP and the leadership of MRRD held numerous meetings in July and August of 2011 regarding a funding shortfall, it was decided that the Disarmament of Illegal Armed Groups (DIAG) unit would be integrated into APRP. By the end of 2011, restructuring had taken place and DIAG staff previously employed under NABDP had been shifted to APRP or NABDP’s PRID unit. There will no longer be “DIAG compliant districts” in the future, but all remaining projects will continue to be funded and completed, ongoing projects will be folded into PRID’s Annual Work Plan in 2012 and reporting under this output will cease. Results from DIAG in 2011, however, are reported below.

2011 Annual Progress Table 2.3 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate To complete 22 projects of different sectors 2.3.1 7 1 9 4 21 22 95% in 22 DIAG compliant districts.

2.3.1 Adding to the 17 projects completed in the first three quarters of the year, 4 DIAG projects were completed in the Fourth Quarter, bringing the total up to 21 completed projects in 2011, or 95% of the annual target. These projects benefitted a total of 502,564 people in 11 provinces, as well as creating a total of 131,592 labour days to contribute to the local economy. With a total expended budget of $3,994,437 USD, the completed projects in 2011 are as follows:

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Completed DIAG projects in 2011 Final Cost Labour S/N Province District Project Beneficiaries (USD) Days 1 Farah Lash e Juwain 10 Tractor with accessories $207,250 6,632 24,870 2 Nangarhar Pachiragam 10 Tractor with accessories $207,250 6,632 24,870 3 Nangarhar Kama 10 Tractor with accessories 6,384 23,940 4 Herat Kohsan 10 Tractor with accessories $598,500 6,384 23,940 5 Nangarhar Behsood 10 Tractor with accessories 6,384 23,940 6 Takhar Namak Ab 16 Classroom Girl’s School $275,485 8,816 33,058 7 Kabul Farza 16 Classroom Girl’s School $281,455 8,059 30,321 8 Sar e pol Gosfandi 16 Classroom School $285,347 9,131 34,242 9 Badakhshan Argo 10 m long Bridge $69,955 2,239 8,395 10 Faryab Qaramqul 20 M long bridge $172,630 5,556 29,836 11 Kunduz Ali Abad 30 Shallow Water wells $63,827 2,042 7,659 12 Parwan Bagram 74 Water wells $146,500 4,688 17,580 13 Nangarhar Dara e Noor Water pipe scheme $892,42 2,856 10,709 14 Parwan Said Khel 3 Retaining Walls $202,809 6,490 24,337 15 Nangarhar Goshta 4 Stone boulder walls $235,804 7,546 28,296 16 Nangarhar Lalpoor 4 Boulder and 1 Retaining Wall $148,000 4,736 17,760 17 Logar Khushi Maternity Section $256,404 8,205 30,768 18 Logar Azra Maternity Section $281,455 9,007 33,775 19 Takhar Warsaj Basic Health Clinic $131,434 4,206 15,772 20 Takhar Bangi Social And Culture Center $209,024 6,689 25,083 21 Parwan Salang 6 Km Road Repair with 2 Wash $291,263 8,910 33,413 Total $3,994,437 131,592 502,564

Five projects providing 10 tractors and accessories (thrasher, trolley, blades, plough, etc.) each were completed in Kama, Behsood, Pachiragam districts of Nangarhar, Kohsan district of Herat, and Lash e Juwain district of Farah. Since tractors were identified by communities in 2009 to address the agricultural needs of the district’s population engaged with harvesting and cultivating land, much anticipation had built while procurement delays were overcome. The handing ceremony in Kohsan district proved to be one of the highest profile events of DIAG for 2011, since H.E. Minister Mansoori and local officials were in attendance and coverage was in local newspapers and on television channels. The entire district is expected to receive equal benefits from these projects, since the use of all tractors will be used administrated by DDA members and the Ministry of Agriculture, Irrigation and Livestock (MAIL).

In the education sector, three school projects for girls were completed in 2011 in Gosfandi district of Sar- e-pul, Namak Ab district of Takhar, and Farza district of Kabul. Due to these projects, more than 2,400 female students are now able to study in a safe environment each year. At the school in Farza district, the District Governor explained that “before the construction of this school students were studying in a broken down building and in tents where they were exposed to the harsh summer and winter weather and where the moist soil on the floor attracted creepers like mosquitos, flies, snakes, and scorpions. Parents were not ready to send their children to the school because of these problems.” With the opening of Payandiye High School by NABDP “families are sending even their young girls to school without apprehension so that they may learn something.” With only one female midwife in the district currently, the increased attendance of girls at school is a positive sign for the future of the district.

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Photo 1 Cooperative member test drives a new DIAG-funded tractor in Kohsan, Herat

To additionally benefit women and improve human development, 2 maternity wards were constructed for the central clinics in Azra and Khushi districts of Logar province, while one basic health clinic was built in the remote district of Warsaj, Takhar province. These projects support community health and encourage women to seek critical maternal health care services by providing safe and clean facilities. Trainings on topics like basic public health, education, and community immunization, as well as sporting events and community meetings, can also be provided now at a Social and Cultural Center in Bangi district of Takhar that was constructed this year.

Three water supply projects in 3 provinces were completed in 2011. In Ali Abad District of Kunduz, 30 shallow wells in approximately 24 villages were constructed, while 74 wells were constructed in as many villages in Bagram district of Parwan. Furthermore, in order to solve the problems of drinking water in Dara e Noor district of Nangarhar, a pipe scheme with water reservoirs was completed and is providing drinking water to three heavily populated villages of Otran, Sheran, and Mach Gandol. The pipe scheme is solving resident’s water supply problems, as the piping from the reservoir is scattered around 7 km to nearby villages. Previously, women were responsible to bring water to home from springs and rivers which were approximately 500 meters away from their homes and took them time and effort to travel to get the water. In addition to the impacts on health, this project will especially save time and energy of women who are responsible for water collection.

In the transport sector, 1 road repairing and graveling with 2 washes was constructed in Salah Khan Valley of Salang district in Parwan. A new road was a top priority for residents of the 18 villages of this valley because the old road was in a very poor condition and cars were not able to reach the villages. Prior to the construction of the road, residents had to transport patients to the hospital by first walking by foot for 2 hours (6.5 km) to access the Salang Highway. Now local transportation vehicles are taking people to villages in about 15-20 minutes, for medical, marketing, and many other purposes. Furthermore, 2 bridge projects were completed in Argo district of Badakhshan and Qaramqul district of Faryab. The 10-meter

22 | P a g e long bridge constructed in Shatak village of Argo not only impacts the 1,200 families that live there, but also served to connect 12 additional villages to the provincial road. Due to this bridge Darayem, Teshkan, and Keshim districts are also connected to Faizabad, the provincial capital of Badakhshan.

To address ongoing threats of natural disasters and water management, 3 retaining and boulder wall projects were completed in 2011. To improve and protect agricultural lands and houses from flooding and erosion, 5 boulder walls (1022 m length) were constructed in Goshta district of Nangarhar. About 511 jeribs of land and 6 villages, and a road were protected through this project. Similarly, in Said Khel district of Parwan, 3 retaining walls are now protecting 106.6 jeribs of agricultural land, including 5 villages. This project has also resulted in the irrigation of 100 hectares of land that will contribute to improved agricultural production. Finally, 260 jeribs of land and 5 villages (450 families) have been protected from a river that regularly floods in Lalpoor district of Nangarhar.

In 2011, DIAG also contracted an additional 30 projects which has increased the total number of contracted projects to 92. Over the life of DIAG 48 projects have been completed and 44 projects remain ongoing. These projects are purposefully meant to be labour intensive and are intended to create approximately 287,743 labour days while benefiting 1,079,020 people. The future of an additional 18 projects that were within different contracting stages in 2011 is not clear, but it is anticipated that these will be completed under PRID in 2012.

(2.4) Construction of Aliceghan water supply scheme

The National Resettlement Project for Afghan Displaced (NRPAD) was initiated by UNDP with funding by the United Nations High Commissioner for Refugees (UNHCR) and Australian Aid (AusAid) in order to provide potable water for the returnee community Aliceghan, Kabul. UNDP faced several obstacles in the implementation and monitoring of the project due to movement restrictions and lack of technical resources and expertise. Having experience in the construction of water supply infrastructure, NRPAD was transferred to NABDP for the final phases of the project in mid-2011.

2011 Annual Progress Table 2.4 Action 2011 2011 % Activity Activity Result Q1 Q2 Q3 Q4 S/N Total Target Delivery Rate Lot 2: Construction of Main 0% 0% 10% 0% 10% 100% 10% delivery pipe Lot 1: Construction of 0% 70% 5% 5% 80% 100% 80% generator and pump houses 1* Lot 3: Construction of water 0% 70% 20% 10% 100% 100% 100% reservoir Lot 4: Construction of 0% 0% 30% 5% 35% 100% 35% distribution network Repairing of Aliceghan houses 5 0% 0% 0% 0% 0% 100% 0% in defect liability period Repairing of Aliceghan school 6 0% 0% 0% 0% 0% 100% 0% in defect liability period Temporary water supply for 800 7 266 267 267 0 1068 75% Aliceghan community Tanker Tanker Tanker Tanker 8 Drilling of two deep wells 100% - - - 100% 100% 100% *S/N numbering follows from AWP 2011 which in this section did not utilize the same pattern as other Activity Results.

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One (1) The construction of a safe drinking water system consists of 4 lots and is the main remaining work to be completed. The companies selected and responsible for construction are in the following table, while progress of their work is described below:

Aliceghan Summary of Lots Table Budget Lots Description Company Contract Date USD Construction of generator and Lot 1 Nazari Rustam Construction Company 110,710 21-Jun-10 pump houses Construction of main delivery Lot 2 Mumtaz Construction Company 713,775 21-Jun-10 pipe Construction of Water Lot 3 Nawi Kunduz Construction Company 129,782 21-Jun-10 Reservoir Construction of distribution of Lot 4 Nawi Kunduz Construction Company 374,432 21-Jun-10 network Nero Engineering & Construction N/A Drilling of two deep wells 36,700 27-Dec-10 Company Grand Total 1,365,399

Lot One includes construction and installation of generator and pump houses. With the completion of pump and generator house the work progress has reached 80%. The water pump and generator are purchased but installation is still pending and construction work has again stopped due to land disputes. Given that it is the responsibility of the Government to resolve these issues, the Governor of Kabul and the Ministry of Refugees and Returnees (MoRR) established a technical committee responsible for resolving the issue, that included the Ministry of Urban Development (MoUD), MoRR, the Governor of Kabul, NABDP and UNHCR. It is expected that the construction work will restart in February 2012.

Photo 2 Generator and pump house constructed by Nazari Rustam Construction Company under Lot 1

Lot Two is comprised of the installation of 7.2 km of 250 mm diameter polyethylene pipe as a main delivery pipe, along with connection to wells, pump station, and reservoir. After re-checking the design and re-surveying of main delivery line, Mumtaz Construction Company initiated physical work in 2011. Progress of approximately 2 km pipe (10% delivery) took place, but was also impacted by a delay of transferring pipe to the site and the re-emergence of land disputes and stopped by the community. If the land dispute is resolved, it is anticipated that work on this lot will be completed by the Second Quarter of 2012.

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Lot Three included the construction of a RCC reservoir slab with the capacity of 450 cubic meters. The construction work was 100% completed in 2011 and after the leakage test that will be done by 15 June 2012, NABDP/UNDP will issue the substantial completion certificate.

Lot Four comprises the construction of a 15 km water distribution system, of which 35% of the work has been completed through the excavation of 4000 cubic meters of trench for the layout of the piping. Construction progress on this lot was delayed because of the unavailability of high quality PE pipes in local market, land dispute, security conditions, and cold weather, as well as the lack of capacity of the contracted company. The completion of this lot, however, is anticipated for early in 2012.

Five (5) Defect liability period of Aliceghan housing project, did not progress in 2011, however, UNDP has plans to meet with CARE early in 2012 to resolve the issue of the recommendation made in the Joint Committee report of MoRR and MoUD that found CARE responsible for maintenance of the defects found in construction. NABDP’s Quality Control Six (6) Defect liability of Aliceghan School, UNDP In order to maintain set standards of civil conducted an independent inspection of the school on 1 engineering infrastructure, prior to the January 2011, based on a meeting with the contractor. initiation of any project the surveys, During the inspection some deficiencies were found and designs, drawings, estimates, and technical the contractor was advised to rectify all the damages, specifications based on design guidelines though the contractor has yet to initiate these repairs. The are submitted to the Quality Control issue is still pending and UNDP will resolve it directly in Department (QCD). In 2011, the QCD the First Quarter of 2012.The proposed 5% invoice by the reviewed documents for 700 projects to company will be processed after this inspection. ensure the effective implementation of civil engineering infrastructure from the start. Seven (7) Temporary water supply for Aliceghan While 574 projects (82%) were approved, residences has been provided as per commitment the remaining 126 projects required between UNDP, MoRR, and the Aliceghan CDC. This technical modifications prior to year, 160 families found access to soft drinking water implementation. Furthermore, staff from the through 800 tankers of water provided to Aliceghan QCD visited 711 ongoing projects this year community. However, during the Fourth Quarter of 2011, and provided appropriate feedback to the supply was stopped by UNDP on a temporary basis Regional and Provincial Managers and due to funding limitations. QCD engineers in order to improve the Eight (8) Drilling of two deep wells was contracted with quality of construction prior to completion. Nero Engineering Construction Company early in 2011 In order to enhance the capacity of this in order to provide Aliceghan Township with a sufficient department, 16 irrigation design engineers amount of water. The drilling work on 72 m of 2 deep attended training for 2 weeks in Sri Lanka wells with a discharge rate of W1= 16.66 l/sec, W2 and have already applied their learning to =14.28 l/sec was completed in the First Quarter. When improving irrigation designs across the NABDP took the project over, it was responsible for country. QCD also participates in MRRD’s preparing all related documents to pay for the drilling Engineering Support Department costs of these wells. The payment was released to the Directorate so that it can contribute to contractor in the Fourth Quarter in order to finalize this standardizing project documentation activity. processes and norms among different MRRD programs.

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NABDP has investigated a comprehensive solution of how to increase the occupancy rate in Aliceghan Township and offered a number of vocational training courses. Now NABDP has planned 4 vocational training courses (poultry, tailoring, handicrafts, and literacy) for 2012 in order to improve the livelihood opportunities of the residents of Aliceghan.

Due to numerous challenges working with this community and associated contractors, the Aliceghan project was not completed in 2011, but under the management of NABDP it is anticipated that all elements will be concluded in 2012.

SPECIAL SECTION: MONITORING FOR RESULTS

Field Monitoring Officers (FMOs) have played a vital role in NABDP’s ability to deliver higher quality infrastructure in a transparent and cost-effective manner. With an emphasis on these factors in 2011, coverage was increased from 17 FMOs in January to 26 FMOs by the end of the year spread out across the country. While FMOs do not currently cover Kandahar, Helmand, Zabul, and Nooristan provinces, the remaining 30 provinces are now covered by FMOs who base themselves out of the Regional Office and often travel in pairs to project sites. According to the quarter-wise chart, a total of 1,526 field visits were conducted in 2011, which resulted in $502,953 USD being deducted from 71 projects in 21 provinces. While this amount can currently be viewed as an indicator of the success of the FMO’s independence and due diligence, it is anticipated that implementation will improve as contractors and communities become aware of NABDP’s oversight mechanisms and financial repercussions for not following design maps and BoQ standards. Often measurements and observations by FMOs reveal that infrastructure has been constructed using sub-standard and cheaper materials, like stones and sands, as well as reductions in the depth, length, or width of infrastructure like walls, intakes, roads, and wells. If it is not possible to fix the project according to the original design standards, then the unspent money is reduced from the next instalment issued by NABDP. Two more unique monitoring cases are mentioned below:

Standardizing BoQs: Whilst monitoring 9 Ensuring results: When the potential site for an different LIPG poultry projects in the Central approved 169m protection wall in Ghulam Khan Region, FMOs recognized that they were not District of Badghis province was surveyed by using a standardized BoQ for this capacity FMOs, the site and design was found to be development and raw material provision-based ineffective to fully benefit community members. project. The Senior Monitoring Officer from Despite the $69,000 USD project’s approval and MERD worked closely with the LIPG project the depositing of the first instalment (50% of monitor to develop standards that are now costs), Senior Management decided to cancel the followed in all 5 provinces. project and request a refund from the CDC.

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Protection wall, Larliwani, Jaji, Paktia Intake, Alik Khil Jaji, Paktia

96m of the 591m NABDP-funded protection 14.3 out of 17 meters of this intake were wall, was constructed by another NGO. constructed and the remaining will be deducted.

In addition to the monitoring conducted by FMOs in their own regions, 7 MERD Joint Team visits were conducted by headquarters staff in 2011 to all regions except the South (2 were in the Central Region). By visiting between 6 and 30 projects per mission, a total of 87 projects were visited during missions – verifying and validating the quality and consistency of FMOs’ independent assessments.

Increasing M&E Capacities

In the Fourth Quarter of 2011, 14 FMOs and the MERD Unit Head attended a 14-day Monitoring and Evaluation (M&E) Training provided by Skill International in Sri Lanka. The training covered such topics as, Project Planning and Monitoring Framework, Results-Based M&E, Key Performance Indicators, Progress Reporting System Design, and the Logical Framework Approach. Given that the FMOs’ knowledge and skills related to planning and executing effective monitoring have increased, the training results have already been observed in the following cases:

Results-Based M&E was utilized in Jalalabad, Pre-evaluation of projects was learned and then as the FMO considered not only the technical put into action in Badghis, where the FMO implementation of biogas plants, but whether considered what the impacts of a protection wall they were being effectively utilized by would be on a community and attempted to households after construction was completed. In establish Key Performance Indicators. The FMO 2 cases, biogas plants had been uncared for by was concerned that the location of the $69,000 their owners and were not achieving original USD proposed project would have limited results. An evaluation team was assigned to benefits. PRID investigated the project further follow this matter and found that it was an and it was cancelled prior to any investments isolated incident. being wasted.

Provincial Monitoring Teams In insecure areas, DDAs have also been mobilized by LIDD and FMOs to participate in Provincial Monitoring Teams (PMTs). At the beginning of 2011, 6 provinces with regions that NABDP’s staff could not safely monitor had PMTs. Through 6-day trainings of teams in Badakhshan, Baghlan, Ghor, Khost, Kunar, Kunduz, Laghman, Logar, Nangarhar, Nooristan, Pakyta, and Takhar provinces, a total of 18 number of provinces now have operational PMTs across the country. Training includes practical examples through field visits and regular reporting to FMOs once their work has commenced. PMTs carry out numerous monitoring missions at the request of NABDP, resulting in enhancing the quality of infrastructure delivery in insecure areas. For example, between February and December (11 months), PMTs of the East Region conducted 14 monitoring missions and visited 26 projects, whereas between

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April and October (7 months) 6 projects were monitored through 4 missions of PMTs in the South East Region. Their monitoring has had the following types of results:

In Deshikh village, Baraki Barak The CDC in Alikhan Khil village, Hesarak district of district of Logar, an intake project Nangarhar was found to be using round river stones to fill originally designed to be 27m long was the mesh of a gabion wall project instead of the more found to be only 20m once constructed. costly mountain stone quoted in the BoQ. Furthermore, The cost of this 7m difference was instead of following the 10cm PCC thickness in the design, $4,473USD and was deducted from the only 4cm width was constructed. Due to these findings, final installment by NABDP. NABDP deducted $5,530USD from the later installment.

Component 3: Natural Resource Management

Given the importance of agriculture in rural livelihoods and the annual difficulties people face in overcoming natural disasters, NABDP has always included such projects in its infrastructure portfolio. In mid-2011, these projects were divided out from general Productive Rural Infrastructure and are reported separately here under the component of Natural Resource Management.

(3.1) Awareness of disaster risk management among natural resource dependent communities raised and their access to information enhanced

2011 Annual Progress Table 3.1

% Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate 6.1.1* To implement 137 Natural Disaster 65 22 29 42 158 137 115% Management projects *Action S/N is according to AWP2011 and does not follow with chronological order of the report (3.1)

6.1.1 In 2011, there was a high demand for projects related to natural disaster management, such as retaining, protection, gabion, and boulder walls. The target of 137 projects was surpassed by 21, resulting in the completion of 158 projects in this sector this year and a total of 335 projects completed to date in Phase III. At the beginning of the year, 174 projects were ongoing, while 217 ongoing projects will be carried forward into 2012. According to the table below, an additional 201 projects were started this year across all quarters.

This year, 20,048 jeribs of land were protected from flooding and other natural disasters by the construction of 40,096 meters of gabion, protection, and retaining walls. Their construction benefited 930,289 individuals in 21 provinces.

According to implementation surveys, the type of land protected by these projects can be categorized as agricultural (30%), transportation facilities (28%), and residential

28 | P a g e areas (42%).

In the 10 disaster prone provinces of Badghis, Herat, Jawzjan, Kabul, Kapisa, Laghman, Paktya, Panjshir, Parwan, and Wardak LIDD trained 30 DDAs in Disaster Risk Reduction Management in 2011. A total of 979 participants (472 men, 305 women, 47 CLDD, and 155 government employees) were trained during the 3 day sessions. In 2012, there are plans to continue this training with 30 additional districts.

The trainings raised participants’ general awareness, particularly in effective disaster response and preparedness, while many decided to include disaster prevention projects in their District Development Plans. Furthermore, DDAs responded positively to receiving additional training modules on topics relevant to their context and suggested NABDP also provide them with training on human rights, child protection and child rights, health care, nutrition, daycare, midwifery, and other training which might also result in jobs.

Residents can sleep at night: village is protected from seasonal flooding

Spring flooding is a major recurring problem across villages in Afghanistan when rainfall and widespread mountain snow melting causes the riverbanks to overflow and damage agricultural lands and homes nearby. The 400 residents of Qala Bala village of Karoukh district in Herat province are one such vulnerable community facing flood crises every year. During the flood season, male members of the community conducted regular patrols of the riverbed area throughout the night and families were frequently rapidly evacuated from their homes.

It was no surprise, then, when the DDA was re-elected in early 2011 and the community’s needs were ranked, a protection wall was listed as their number one priority. After facilitating planning and project management capacity development training for DDA members, NABDP provided technical assistance and financial support to construct a 540 meter long protection wall. Within 5 months, community members constructed the protection wall, contributing 612,521 Afs to the 5,512,690 Afs supported by NABDP.

This year, agricultural damage and erosion was prevented and reoccurring flood crisis has been averted for 5,918 residents of the area. A local resident commented that they will literally get better rest and peace of mind now that their village is protected from flash flooding: “The future spring we all will sleep well as we will not have to patrol the river at night. We can irrigate our land better and cultivate more land, after that our lives will be changing.”

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(3.2) Community-efficient preparedness to manage natural resources is promoted and their capacity strengthened New activities for 3.2 were not piloted or incorporated into NABDP’s programming this year, however, NABDP did recommend 24 DDAs in 5 provinces and related Community Mobilizers to participate in an NRM training and sub-committee formation organized in August by another UNDP project, SASIEM.

(3.3) Community-based natural resource management systems are effectively supported

2011 Annual Progress Table 3.3 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate Contracting and implementing 126 17 14 14 11 56 126 44% projects of Irrigation systems network 6.3.1* (diversion, reservoir and chuck dams, water reservoir projects, new canal, aqueduct and water distributer) *Action S/N is according to AWP2011 and does not follow with chronological order of the report (3.3)

6.3.1 This year, the construction of irrigation system infrastructure targets was nearly half met with the completion of 56 projects. These projects included 1 aqueduct, 19 canals, 3 drainage, 9 karezes, 1 river embankment, 1 rock cutting, 1 supper passages, and 14 water reservoirs, bringing the total number of projects completed in “The construction of the intake and Phase III in this sector up to 231. Compared to 188 ongoing 25 meter protection wall are now projects carried forward into 2011, 132 projects were ongoing irrigating 100 hectares of land and several of our houses are being protected from the danger of flooding. Several times before the floods destroyed our Mosque, houses and local people decided to move out but the cost land is high. Now local people can securely stay in this area and their lands being protected.” – Haji Sakhi Mohammad, Chahar Asyab DDA Chairperson, Kabul at the end of 2011 and will be completed in the future. “Seasonal floods destroyed several of According to the chart below, 77 projects were started this our houses and our agricultural land. year across all quarters: The construction of this retaining wall will allow the local people to increase Benefitting 196,985 people in 17 provinces, completed their agricultural productivity and projects in 2011 will contribute to improved water enhance their livelihood.” management and irrigation of 2,492 jeribs of land. – Mohammad Zarif, local farmer Due to the construction of irrigation and agricultural water management infrastructure, farmers are able to further

30 | P a g e diversify their crops and improve yields on their land. The crops cultivated on land reached by constructed facilities include almond, corn, grapes, melon, peach, rice, walnut, water melon, and wheat.

Component 4: Rural Energy Development (4.1) Community energy projects established and sustainability concerns addressed

2011 Annual Progress Table 4.1 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate Complete implementation of 50 13 10 1 14 38 50 76% ongoing MH and biogas projects; Contract of 130 new MH projects 24 42 43 4 113 130 87% Contract 400** Biogas Projects 20 8 16 220 264 400 65% 7.1.1 Contract of solar home systems 55 0 0 3 58 2100 3% Survey and design of 20 15 0 0 0 15 20 75% institutional solar home systems 5 other energy systems piloted 0 0 0 3 3 5 60% Institutional development plan of 7.1.2 0 0 0 1 1 1 100% ERDA (RED) prepared *Action S/N is according to AWP2011 and does not follow with chronological order of the report (4.1) **Plan for 2011 biogas projects is 60, not 400.

7.1.1 Given some significant efforts on the part of Senior Management to resolve community conflicts, during the Fourth Quarter of 2011 the Rural Energy Development (RED) Department finally handed over an additional 16 completed micro-hydro power (MHP) plants. While RED projects often take more than one year to implement, an achievement of this year was completing a number of projects started early in 2011. RED’s project coverage has also increased this year, expanding from 8 provinces in 2010 to 18 in 2011. New provinces will not only increase access to rural energy across the country, but further enhance the population’s perception that the government is meeting their needs. Technical surveys are conducted on an ongoing basis to identify new project locations at the village, district, and provincial level.

Overall, 38 MHPs, or 76% of the annual target, were completed in 2011, in order to benefit 3,478 households with at least 70 watts each. Due to electrification, community members in Bamyan, Ghor, Herat, Panjshir, Logar, Samangan, and Takhar are able to work late night and perform their activities for longer hours than previously. Furthermore, 113 new MHPs were contracted, resulting in 125 ongoing projects at the end of 2011. Both completed and ongoing MHP projects are listed in the following table:

2011 MHP Projects Total # # provinces # districts # CDCs Total Beneficiaries Budget MHP Status Projects covered covered covered Output (hh) (USD) Completed 26 7 12 25 435 KW 4,068 $1,709,298 Ongoing 105 15 43 104 2,181 23,697 $7,964,892 Totals 130 18 56 147 2616 27,765 $9, 674,190

During 2011, RED has completed 13 pilot biogas projects in Nangarhar province, and extended activities to Laghman and Kandahar projects with 20 biogas projects designed and contracted in 2011. Given that each project has 6-10 plants each at the household level, 230 households will benefit from 230 plants that

31 | P a g e are under construction. Those completed projects are providing gas cooking fuel technology to 180 homes so that families can cook their food with reduced costs, while also benefiting from a high quality fertilizer residue for agricultural purposes. Ongoing and completed projects are listed below:

2011 Biogas Projects Project Total # # provinces # districts # CDCs Total Beneficiaries Budget Type Projects covered covered covered Output (hh) (USD)

Ongoing 20 3 9 16 1,814 m3 230 $194,911 Completed 13 1 7 13 1,219 m3 180 $109,060 Totals 33 3 15 38 3033 410 $303,971

While the initial Annual Work Plan (AWP) included the contracting of solar home systems, this activity was put on hold early in the year by MRRD and Senior Management. Past experience with individual home solar systems has varied and the current policies do not support such contracts, so projects surveyed in Badghis were not contracted. In order to further advocate for solar energy options, RED developed an implementation guideline with standards of the components used.

Taking the opportunity, however, to introduce solar energy to public and government spaces, RED carried out solar system feasibility and design for various hospitals and mosques. Two projects have been implemented in Nangarhar and Baghlan and provide each building with electricity.

Feasibility studies were also carried out exploring the potential of wind energy plants in Afghanistan, but the activities could not be carried out due to the lack of service providers in the country.

7.1.2 During the Fourth Quarter, progress was made on RED’s preparation of an institutional development plan. In order to continue expansion and scaling up of energy activities, MRRD/NABDP signed a Memo of Understanding with The Energy and Resource Institute (TERI) from India in the Third Quarter of 2011. After working out some initial details in the Fourth Quarter, experts from India will visit Kabul in January and together, NABDP will contribute to the government’s National Priority Program. This will lead RED’s strategy for energy activities until the end of Phase III and beyond.

RED representatives are also participating regularly in the Inter-Ministerial Commission on Energy Sub- committee of the Ministry of Energy and Water (MoEW), covering topics of Rural Electrification and Renewable Energy. Here different stakeholders are regularly participating, sharing their ideas, knowledge, experience, and exchanging ideas to improve the renewable energy sector in Afghanistan. A result of participation in the ICE sub-committee in 2011 was the wide distribution network available for a MHP Guideline for Afghanistan that RED’s Advisor prepared in 2011. The guideline was approved by committee members and shared with Senior Management of both MRRD and MoEW.

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BUYING INTO BIOGAS

By using animal dung to produce biogas naturally, with the remaining material available for agricultural fertilizer, residents of Nangarhar saw the potential economic benefits of introducing biogas plants into their households and villages. Since 2009, NABDP has implemented 29 biogas projects (332 household plants) in the districts of Bati Kot, Behsud, Goshta, Kama, Muhmand Dara, and Surkhrud of Nangarhar province with allocated budget of $295,958 USD.

A family of Bagrami village in Surkhrud district stated that, ”with our biogas plant our house is clean and we do not have to buy gas outside from bazaar which cost us a lot of money. Now we have our own energy for lighting our house too.” They continued, “this system needs animals, and animals are also important for our economy and our agricultural lands, so we’ve invested in buying more animals because the benefits are numerous.” The project also contributed to a positive image of the Government of Afghanistan, as villagers were very happy that NABDP brought lights and cheaper energy to improve villager’s lives.

Projects across the province have been funded by the Governments of Japan, Denmark, and Norway and the European Union. Construction has also created 2,288 labour days for local residents.

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(4.2) Capacity built for operations and maintenance of rural energy systems and rural energy development activities are institutionalized and scaled-up

2011 Annual Progress Table 4.2 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate To develop capacity of 20 MRRD, PRRD, RED engineering staff for 35 0 0 0 35 20 175% survey design and supervision of 7.2.1 rural energy systems (MHPs). Provide capacity development training to 100 CDC/DDA members 44 230 41 84 399 100 399% on operation and management

7.2.1 Training was provided to 35 RED staff internally during the First Quarter, in order to enhance their skills during the winter season for more intense implementation during the remainder of the year. Training and awareness raising was also provided to MRRD, PRRD, and RED staff in order to raise their levels of awareness about renewable energy technologies globally, as well as what is available and appropriate currently in Afghanistan.

One of the major opportunities for 12 male staff members was to attend a training workshop about MHPs in Nepal for 13 days. Engineers learned about technologies being used by the Nepali government to implement MHP schemes, as well as how advance schemes operate. Given that alternative energy is a new field in Afghanistan, such international exposure provides clear opportunities for engineers to practically fill their knowledge gaps and return to Afghanistan with more comprehensive ideas about project sustainability in Afghanistan.

To contribute to the promotion and sustainability of renewable energy systems in the rural areas, capacities at the community and district levels continued to be developed in operation and management of MHPs and biogas. A total of 399 CDC members and technicians were trained in 12 separate trainings in different provinces of Afghanistan. The duration of trainings was an average of 8-10 days, respectively, and enabled participants to engage with RED’s staff and learn more about sustainability and long-term management processes.

The capacity of community and district level actors continues to be developed in operation and management of MHPs and biogas, in order to contribute to the promotion and sustainability of renewable energy systems in the rural areas. Due to the expansion of the program’s coverage areas, nearly 400 CDC and DDA members were trained for 2-3 days on these topics and many were involved in project implementation from start to finish – gaining hands-on experience at regular intervals.

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SPECIAL SECTION: Sustainability of Rural Energy Projects

RED provides support to the community for implementation MHP renewable energy schemes, particularly in their role to sustain the operations and maintenance of MHPs after the project is commissioned. With all MHPs, after the survey and design of the scheme is completed, tripartite contracting of projects between CDC, DDA, and NABDP is carried out for its implementation. The beneficiary families in the CDC are responsible for implementation of the projects and the management of the project is carried out by the CDCs as they are a registered entity at the community level and have bank accounts of their own. If the households involved are from more than one CDC, then RED facilitates for formation of a MHP Management Committee.

All the decisions regarding MHP implementation are made by the management committee or the CDC, as well as the responsibility to carry out necessary works like construction of the civil structure, the agreement with the manufacturer company for supply, delivery and installation of micro hydro equipment, and then operation of the plant after it is completed. RED provides the technical and other backstopping support as required, while also supporting the DDA to monitor and supervise these processes and hire a technician to ensure that construction is according to the design.

The sustainability of the plant is associated with the proper management of the plant through the community. The community should run the MHP as a business entity, maintaining the transparency and accountability to all users. To date, a number of communities with MHPs have been doing this, illustrating the potential and viability of this critical development infrastructure:

Badakhshan’s 7 MHPs The cumulative output of 7 MHPs completed and operated in Badakhshan is 176 kW and provides benefits to 1,378 Families. Under management by individual CDCs, each have employed operators from their local community who were trained by RED. MHPs were installed by different private sector manufacturers in the community and the on the job training was also provided to the operator during its installation. These families are regularly collecting tariff of 40 Afs/ household (hh)/ month for use of electricity in the household. The tariff is collected by the MHP plant operator and he provides regular financial report to the CDC. The salary of operators varies from 3,000-5,000 Afs per months, which is paid from the collected tariff. Without a bank branch in the area, the collected money is kept by the CDC cashier with the plan of covering the costs of future repairs and maintenance of the MHP.

RED has also been providing support for end use developments, so that communities can maximize the energy generated to reduce drudgery and create opportunities for income generation. The communities in Badakhshan have succeeded to establish end uses such as a carpentry machine, flour mill, and oil mill in their villages which run on the generated electricity from the MHP. Not only did villages previously lack these services, these end-use applications are paying tariffs to the community and increasing its tariff from the plant. A significant amount of saving from kerosene oil for lighting is also reporting economic gains by the community. These MHPs have resulted in saving of 2,756 liters of kerosene oil in one month alone. Kata Qala MHP of Bamyan Province The 6 kW MHP of Kata Qala village in Yakawlang district of Bamyan province is providing electricity

35 | P a g e to 80 families. These households have formed a MHP management committee for managing the MHP plan and making any decision related with the MHP plant. They have made a saving box in which the tariff collected from MHP is collected by the operator of the plant. The management committee has decided a tariff of 20 Afs/month for each electricity bulb and each television being equivalent to 3 bulbs. In an average, each household is using 4 electricity bulbs with monthly tariff collection of Afs 6,700. The management committee is providing Afs 5,000 to the operator for operation and tariff collection from each household and the saved money is planned for any future repair and maintenance purpose. The community has planned to install a grinding machine for preparing flour and have prepared a time schedule for operation of the grinding mill. The extra revenue from the mill will also be used for future repair and maintenance purpose. With the operation of this plant in the community, it has been reported that saving of 960 liters of kerosene in one month is achieved. As per the current price, the saving of 650,000 Afs in kerosene alone is achieved with the implementation of this plant.

Similar approaches are being taken and results achieved in Ghor and Samangan provinces. RED is also taking additional measures to ensure sustainability of MHPs, such as:  Providing orientation to the whole beneficiary community, DDA to enhance knowledge regarding sustainable operation and management of the plant.  Providing support for PRRD and respective DDA for regular monitoring, supervision, database management of the MHP project and enhancing coordination at the local level.  Providing support to the community for supply, delivery and installation of the MHP electro-mechanical equipment through qualified private sector supplier companies with one year warranty pre- qualification by MRRD, as well as recruiting a technical supervisor.  Encouraging the community for transparent decision making process through CDC for day to day operation of the plant, particularly through financial management. The community makes decisions regarding regular tariff setting, prepares the record of income and expenditures of the project. The beneficiary household should pay regular tariff against the energy they have subscribed.  Providing support for end-use along with the micro hydro plant to support small and micro enterprise that would create employment opportunity, reducing drudgery in the community.  Providing theoretical and practical MHP training to the operators of micro hydro plants for sustainable operation and management of the plant. RED conducted such training in Bamyan and Ghor to provide the training to 60 operators of the MHP plants.

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Component 5: Local Economic Development

With the scaling up of women’s vocational training projects and the Livelihood Improvement Practice Groups (LIPG), piloted by the Gender Unit and LIDD, respectively, these projects have been separated from Component 1 and are reported here as Local Economic Development (LED) results. Other proposed outputs in a concept note on this component have not been approved and no work was initiated on them in 2011.

(5.1) Community benefits from strengthening rural enterprises increased

2011 Annual Progress Table 5.1 % Activity Action 2011 2011 Activity Result Q1 Q2 Q3 Q4 Delivery S/N Total Target Rate Implementation of 25 women 5.1.2 specific projects to strengthen 5 3 15 11 34 25 136% economy of poor women

5.1.1 This year the Gender Unit scaled up its 4 to 6-month vocational training courses on a variety of topics like carpet weaving, embroidery, tailoring, bee keeping, and computer literacy. In 28 provinces (Khost, Paktika, Nooristan, Zabul, Urozghan, and Wardak are excluded), socio-economic projects are enhancing 14,012 women’s ability to contribute to their family’s income. Projects are at various stages, summarized in the following table:

2011 List of women’s empowerment projects Location /District / No of Cost No Kind of the project Project status village Beneficiary (USD) Carpet weaving Momand Dara, Nangarhar 43,500 1 30 Completed-Q1 (2010) Carpet weaving Doulat Abad, Balkh 43,400 2 30 Completed-Q1 (2010) Tailoring and Kati Lagan, Bost, Helmand 3 40 34,570 Completed-Q3 embroidery Tailoring and Tortank, Bost, Helmand 4 40 34,570 Completed-Q3 embroidery 5 Carpet weaving Gozara, Herat 30 27,880 Ongoing 95% 6 Computer course Deh Naw, M.Agha, Logar 200 54,531 Ongoing 95% 7 Tailoring Enjil, Herat 40 51,147 Ongoing 40% Tailoring Emam Bokhari, Faizabad, 8 45 57,776 Ongoing 30% Badakhshan Carpet weaving Dam Kely, Asad Abad, 9 30 27,203 Ongoing 20% Kunar 10 Carpet weaving Kand, Qarghie, Laghman 30 27,230 Ongoing 20% 11 Carpet weaving Qaisar, Faryab 30 29,385 Ongoing 10% 12 Carpet weaving Daresuf, Samangan 30 29,003 Ongoing 10% 13 Carpet weaving Hazrat Sultan, Samangan 30 29,003 Ongoing 10% 14 Carpet weaving Behsood, Nangarhar 30 30,503 Ongoing 10% Embroidery and Gadiz, Paktia 15 30 30,446 Ongoing 10% tailoring 16 Honey production Bamyan Center, Bamyan 40 26,681 Ongoing 10%

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Location /District / No of Cost No Kind of the project Project status village Beneficiary (USD) 17 Honey production Bazarak, Panjshir 30 24,436 Ongoing-new 50% 18 Tailoring Dehmazang, Helmand 19 20,359 Ongoing-new 30% 19 Embroidery Sare pul Center, Sare pul 30 26,910 Ongoing-new 10% 20 Tailoring Center of Gardiz, Pakteia 50 25,295 Ongoing-new 10% 21 Carpet weaving Shikhali, Parwan 30 25,653 Ongoing-new 5% 22 Tailoring Farah Center, Farah 30 30,997 Approved 23 Embroidery Jowzjan Center,Jowzjan 30 27,688 Approved 24 Carpet weaving Cheghchran Center, Ghor 30 30,523 Approved 25 Bee farming Takhar, Kalafgan 20 28,380 Approved 26 Tailoring Se darak, Kunduz 60 25,028 Approved 27 Carpet weaving Qalae naw, Badghis 60 59,941 Approved 28 Tailoring Pulikhumri, Baghlan 60 29,419 Approved 29 Tailoring Dand, Kandahar 70 35,864 For contract 30 Tailoring Dama, Kandahar 60 59,941 For contract 31 Tailoring Char borjak, Nimroz 20 7,109 For contract 32 Tailoring Chakhansor, Nimroz 20 7,109 For contract 33 Tailoring Zarang, Nimroz 20 8,109 For contract 34 Tailoring Kang, Nimroz 20 7,109 For contract 35 Tailoring Neeli, Dikundy 30 22,030 For contract Total 33 projects new in 2011 1334 991,828

Vocational training is supplemented with 2 hours per day of literacy training in order to also meet women’s strategic needs and contribute to their ability to run small independent businesses and calculate basic math problems required.

After some delay during the first half of the year, LIDD was able to initiate the LIPG program in the Third Quarter of 2011. In the 5 provinces of Takhar, Samangan, Laghman, Kabul, and Baghlan, 34 LIPGs have been established in 17 districts. With 20 female members per group, 850 women are directly involved, while 5,950 people from families with an income of less than $3 per day are also benefitting.

In each district, 1 group is focusing on poultry, while the other utilizes natural resources to make jams, juices, sauce, etc., that are most suitable to the region. The other half of the groups focused on poultry farming and are already experiencing economic empowerment and the improvement of livelihoods through their capacity development and raw material provision of NABDP.

While detailed pre and post household income surveys are not currently being utilized to measure the overall financial impact of these programs, figures regarding the earning potential gains available to female participants in both LIPG and vocational training courses are summarized on the below table. Once training is completed, skills learned, and earning has reached its potential it will be important to follow-up and understand if estimated earnings have been achieved or not:

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Earning potential of women’s local economic development projects

Expected price Material cost Expected income No Type of project Time line (Afs) (Afs) per month Carpet weaving (shared 1 7000 – 10000 Afs/pc 1600 3 month 1800 - 2800 Afs between 2 women) Embroidery Jehiz 5000- 12000 Afs/pc 2000- 5000 1 month 3000 - 7000 Afs 2 Short 1,000 Afs/pc 500 5 days 500 Afs Children’s clothes 1000-1500 Afs/pc 400-500 8 days 3500 - 4000 Afs Others 100- 300 Afs/pc 20- 100 1-2 days 2400 - 600 Afs 3 Tailoring 200-500 Afs/pc No 3- 3 days 1000 - 1500 Afs Bee Keeping (2 boxes) 51 USD / month Honey 18,000 / yr Mar-Oct 4 Wax (30 grams) 2,400 / yr Mar-Oct Selling 2 multiplication boxes 9,800 /yr Mar-Oct 760 USD / LIPG 5 Fishery (4,000 fish, 20% waste) 120 Afs/kg No October (38 USD/ woman) 35 Afs/kg (winter) 6 Cucumber 15 Afs/kf Seeds All Year NA (summer)

Both the LIPG and vocational training courses have now extended coverage across many provinces in a short period of time. The following map illustrates the districts where women’s projects are active:

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*The boundaries and names shown on this map do not imply official endorsement or acceptance by the United Nations

Overall, DDAs have been very supportive of women’s projects in their districts and assisted NABDP in selecting the most appropriate villages where projects are most needed and will have positive results. These projects have created value and respect amongst women in the communities and shown their contribution towards development.

Livelihood Improvements Witnessed in Samangan By: Zeyadah Karim NABDP Community Development Officer

Shakila is a 38-year old widow and mother of 5 children. Six years ago when her husband died, her brother-in-law deprived her of her inheritance rights and she had no ability to provide for her children except by selling used clothing in the bazaar and rely upon the charity of others. Her children would often go hungry, as she had no money to buy food.

This year, she became a member of an LIPG in Samangan province and learned how to take care of poultry and sell their eggs for a small profit of 7 Afs each. Shortly after receiving 20 chickens, she started earning about 125 Afs a day. With the profits from her eggs, she is able to “buy necessities like soap, matches, school materials for my children, clothes, and also paying for our essential and needy things like prescriptions.”

Furthermore, she has started to experience other changes in her life. “All group members work together to share our sadness with each other and with my own income I feel respect because people are coming to me and purchasing eggs. One month I did not get any help from others, and I am in a position to cover most of the expenses of the house by myself now. I am very happy that my life has improved and my children are delighted.” 40 | P a g e

In the LED Concept Note, it has been proposed that 3 additional outputs be added to this component to reflect various achievements. Activities are still being discussed – thus cannot be reported on at this time – that will result in future activities under the following outputs: (5.2) Opportunities for rural population’s licit economic livelihoods enhanced (5.3) Sustainable public-private partnership for providing business support to rural enterprises established (5.4) Market viability of supported rural enterprises improved

3. Implementation Arrangements

At the end of 2011, NABDP had 716 staff, including all NEM, DEM, and International Staff Members. In Kabul, 262 staff worked at the Central Government’s Ministry campus, while 454 staff were based in Regional or Provincial Offices. While a significant number of female Community Mobilizers were hired in 2011, the overall percentage of female staff lies at 9.4%, many of which are not senior management positions. Below is the breakdown of NABDP staff:

NABDP Staff 2011 Total No. of HQ staff No. of Program Staff No. of Operational Staff 262 148 114 Total No. of Provincial Staff No. Of Program Staff No. of Operational Staff 454 253 201 Total No. of NABDP Staff No. of Male No. of Female 716 649 67

In response to recommendations related to NABDP’s management structure, a new organogram has been designed and presented to the project’s steering committee. It is more vertical and includes the nationalization of the Program Manager and hiring of an international Chief Technical Advisor and Operations Manager – which already took place in 2011. As well, in 2011, the Minister of MRRD became the Program Director. The organogram is as follows:

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In addition to hiring an international Operations Manager in 2011, NABDP continued to improve its operations-related implementation arrangements through the development, approval, and implementation of Standard Operating Procedures (SOPs) and memos on priority areas in human resources, finance, procurement, internal control, and administration. These memos and SOPs are included in Annex IV, covering Policy and Knowledge Documents.

In addition to the positions highlighted above NABDP as part of its Capacity Development activities with MRRD is supporting a number of staff who are working as advisors or in a technical support capacity within the Ministry. This relationship is governed by a MoU between NABDP and the Ministry with the financial support being limited to a certain amount each month. Furthermore the support provided gradually decreases on an annual basis with a view to being completely phased out by the end of the programme.

Programmatically, the DIAG programme was dissolved in September 2011 under the direction of the Joint Secretariat and activities were transferred to PRID. All other departments continued work according to their AWP, while activities related to NRM were assumed by PRID and activities related to LED were led by the Gender Unit and LIDD’s LIPG.

Independent Management Review (IMR)

During the First Quarter of 2011, heavy emphasis was put on implementing the recommendations of the Independent Management Review (IMR) released in December 2010. While many issues were addressed early on in the year, a number required longer timeframes or ongoing implementation. A review of implementation of recommendations was made by Basil Comnas, one of the original authors, during the

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Third Quarter. His review report, acknowledges that some recommendations have been implemented; however, some recommendations like the establishment of an oversight sub-committee to the project have been reiterated. This is the despite the fact that an alternative to the oversight sub-committee was agreed upon by the project board in the form of a monthly donor meeting.

Additionally, concerns over selection of projects seem to remain in the light of the findings of the second review. It is, however, important to note that some of the recommendations required addressing at the time of annual planning, thus, were addressed during the AWP 2012 process. For example, careful selection of projects that have the most economic return could not have been done mid-way through 2011. Some operations related recommendations, too, have not yet been completed as they have gone through reiterative reviews. Strengthening of NABDP’s procurement is soon to be completed with a recommendation to split the unit into two specialized sections of Goods and Services. This is due for the First Quarter of 2012.

Implementation of some recommendations is incremental and, as such, cannot be reported as completed, but rather as ongoing. The following table summarizes the IMR’s recommendations by category and how many have been addressed to date:

2011 IMR Implementation Table Number of Recommendations Category Total Completed Ongoing Programme Oversight 7 7 0 Management Structure 6 3 3 Community Development 3 1 2 Operations Management 7 3 4 Monitoring and Evaluation 5 4 1 Financial Management 12 12 0 Human Resources 5 4 1 Procurement Management 8 0 8 Total 53 34 19

Nonetheless, a number of recommendations have been completed since the last update, namely on Financial Management and Human Resource Management. The figures in the above table have been updated accordingly.

4. Advocacy and Communications

Advocacy and Communications were led by NABDP’s Monitoring, Evaluation, and Reporting Department (MERD), both in Kabul and across the regions. Outreach has focused on print and electronic media, public information publications, and external relations activities, while the hosting of the First Annual DDA Conference in April 2011 created numerous communications opportunities highlighted below.

In 2011, 96 articles were prepared during missions, events, ceremonies, and project contracting which cover all the programme activities and some key international issues such as International Peace Day. All were uploaded to the NABDP website and shared with Tolo News, ATV, Ariana TV, Shamshad TV,

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Ayeena TV, RTA, Tamadon TV, DTV, Noorin TV, and Noor TV television stations, as well as The Islaah, Anees, Hewad, Kabul Times, Daily Afghanistan newspapers and radio Azadi. In 2011, MERD prepared:

80 press releases

16 success stories

Increasing NABDP’s global reach, 4 articles were published on UNDP’s Afghanistan website, as well as 1 article on the UNDP Global Website:

“Thousands in rural Afghanistan hook up to hydropower,” 11 March 2011, Available Online: http://content.undp.org/go/newsroom/2011/march/thousands-in-rural-afghanistan-hook-up-to- hydropower-.en

“Making Their Voices Heard,” May 2011, Available Online: http://www.undp.org.af/fnews/Making%20Their%20Voices%20Heard.html

“Promoting South-South Cooperation to Bring Energy to Afghanistan's Rural Areas,” July 2011, Available Online: http://www.undp.org.af/fnews/Promoting%20South-South%20Cooperation.html

“Community voices in Action: Afghan Government, community leaders and partners meet to support Aliceghan,” August 2011, Available online: http://www.undp.org.af/fnews/Community% 20voices%20in%20Action%20Afghan%20Government.html

Public information materials produced and regularly updated by MERD, include Factsheet, NABDP Frequently Asked Questions, Kandahar Model Briefing, and Success Stories, all now available in 3 languages (Success Stories vary). An 8-page summary NABDP Booklet was produced in 3 languages in advanced of the DDA Conference (April), with a 50-page NABDP Provincial Overview Booklet ready for printing early in 2012, once all 2011 data is finalized. A large feature article on the DDA Conference was featured in MRRD’s Dehkada quarterly publication, thus MERD ordered 500 additional magazines and distributed them to staff in HQ and the regions. Eid ul Fitr and Eid ul Adha cards were printed and distributed to staff, ministerial representatives, embassies, and donors with clear messages about NABDP’s objectives on the backside. MERD also printed document folders and large posters, photographs, and maps to use for professional preparations for PR events, as well as invitation cards, envelopes, calendars, and pens for the DDA Conference.

In video, MERD produced an updated 10-minute NABDP Overview Documentary in February and printed 450 English, 150 Pashtu, and 150 Dari copies for distribution. In preparation for the DDA Conference, a 12-minute video focusing on NABDP’s work with DDAs was produced in April and 1,000 copies were printed and distributed across the country. UNDP Afghanistan’s Country Office also sponsored the creation of three videos highlighting the work of NABDP. “Women Leading DDAs in West Afghanistan” is featured on UNDP’s YouTube Channel: http://www.youtube.com/undpafghanistan, while rural energy projects were highlighted for a video presented at the ceremony where UNDP Afghanistan received the Julie V. Taft Award by the US Committee for UNDP. The video can be viewed at: http://www.undp.org.af/fnews/undptaft.html

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In external relations, the largest event of the 2011 was the hosting of the 3-day DDA Conference and participation of H.E. President Hamid Karzai, Second Vice President Abdul Karim Khalili, numerous ministers, internationals, and local and international media, including BBC, CNN, and Rueters. A MoU was signed between MRRD/NABDP/UNDP and The Energy and Resources Institute (TERI) of India on 25 July 2011, to develop capacity, assist in programme design and provide other institutional support to the country’s efforts to provide nationwide electricity to the Afghan rural population. This event was aired on nightly local news and radio channels and an article was published the next day on the front page of the Kabul Times newspaper. Another MoU was signed with American University of Afghanistan (AUAF) to formalize an academic internship program with students. Donor relations were also maintained through regular quarterly Project Steering Committee Meetings and individual meetings regarding agreements, reporting, and program activities.

Advocacy efforts within the broader development community – such as online, internationally, and academically – was achieved through the publication of the following 2 articles this year: “Rebuilding local governance structures in Afghanistan – a long walk,” Nahakul K.C (LIDD Advisor) and Zamila Shariq (LIDD Community Development Officer), Capacity Development, 30 March 2011, available online: http://www.capacity.org/capacity/opencms/en/topics/governance/case- study-on-local-governance-in-afghanistan.html “Mainstreaming gender in local governance processes in Afghanistan,” Nahakul K.C. (LIDD Advisor), Capacity Development, 9 September 2011, available online: http://www.capacity.org/capacity/opencms/en/topics/gender-and-social-inclusion/mainstreaming- gender-in-afghanistan-local-governance-processes.html

5. Challenges

RISKS

Security: Throughout the year, security posed a challenge to nearly every program team, as it worsened across the country and even in typically secure areas. Generally, implementation timing and monitoring by NABDP staff were hindered. Worsening security situations in Paktia, Herat, and Kunar, as well as in the provinces that were relatively secure such as, Balkh, Jawzjan, Sar-e-Pul, Faryab and Samangan caused the cancellation, postponement, and delay of monitoring of a number of DIAG projects. RED staff noted that while the project sites themselves were guaranteed by local communities, the roads between provincial or district centres and project sites posed concern. As well, in a number of cases in Paktia, Nangarhar, Laghman, Kunar, and Logar once the design was completed and the time of contracting was about to occur, the areas became insecure. This situation resulted in RED not being able to reach its annual targets and can only be avoided by not working in such insecure areas and insuring security before implementation processes are initiated.

Insecurity has also been one of the main obstacles for the implementation of project, as Qarabagh Shora warned the Aliceghan team to stop the construction work and not to come to project site. Aliceghan water supply project work was stopped by Qarabagh community by upraising land dispute issue. This issue needs to be solved by MoRR and the Governor of Kabul before summer. If the conflict does not resolve on time it will cause serious delays for the project. To reduce the security risk, it is essential to solve the land dispute.

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LIDD was also unable to continue according to its AWP due to insecurity. DDAs could not be established in the 14 remaining uncovered districts in Paktika, despite some internal negotiations with ISAF/NATO forces to facilitate transportation. Similarly, re-election was postponed in some districts of Kunduz and Samangan due to insecurity and women’s participation in re-elections and capacity development training has decreased due to insecurity. Road missions in Paktika, Khost, Kunduz, Bamyan, and Daikundi have had financial impacts since flights to these regions are costly.

Slow Procurement: Slow procurement processes continue to be a major issue, especially for DIAG. Owing to the slow and complicated governmental procurement procedure, contracting of projects has been delayed in some cases. For many projects that are seasonal-sensitive a delay of 1-2months can result in a full year of lost opportunity. For example, vegetable seasons were lost when LIPG contracts were delayed. If a Purchasing Committee is introduced by management for 3, 6, or 12 months then this issue will be solved without constant struggles.

Technical expertise and product availability: RED has pointed to a lack of technical knowledge regarding renewable energy technology available on the market in Afghanistan as a key challenge to scaling up or expanding its work. As there are no manufacturers of MHP equipment in Afghanistan, the limited numbers of supplying companies are often delayed in meeting delivery timelines, which hinders project progress. Very few service providers are familiar with biogas installation or maintenance, limiting the quality and standards of those which are installed. Furthermore, without suppliers of wind energy products, like turbines, this alternative energy source could not be further explored despite interest and potential. Communities also have very limited capacity to operate and manage the technical energy systems installed, though they are ultimately responsible for infrastructure once it is handed-over. Since it is NABDP’s responsibility to ensure the sustainability of systems prior to hand-over, RED has developed training guidelines and will look for more effective ways to strengthen community’s abilities in this regard because there are no sufficient service providers of technical training and engineering support services available on the market.

The Aliceghan project also faced difficulties in procuring 850 meters of high quality PE80 DN 250 piping that was unavailable in the local market, causing significant delays. In order to handle this issue, it is necessary that the quality of pipes is checked by a laboratory.

Ministry of Finance delays and regulations: Given the regular procedure of forwarding all contracts over $60,000 USD to the Ministry of Finance, NABDP was waiting for MoF’s approvals for over 2 months on over a hundred projects in 2011. Time was wasted during the prime implementation season and at one point all community contracts were completely halted and/or rejected by MoF due to a letter that they sent indicating that now even projects under $60,000 USD need MoF approval. Negotiations have been required from MRRD’s Senior Leadership to overcome this critical stage of implementation, but this has impacted our ability to disburse donor funds according to plan.

ISSUES

A lack of training facilities: In order for AIRD to conduct often week-long trainings, a suitable training space is required as are appropriate allocations for travel expenses and per diems. At the provincial level, neither NABDP offices nor local facilities are appropriate and hotels are often too large and cold in the winter or for group work environments for 20-30 people.

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Restructuring DIAG: While DIAG faced a number of funding and structural uncertainties this year, all have been resolved and the way forward in 2012 is now clear. This uncertainty until the Third Quarter, however, did result in senior staff of the unit spending significant time following these issues and negatively impacted project follow-up and monitoring from a management perspective.

Human resources: Due to the increased budget of NABDP in 2011 over 50 new positions were advertised at NABDP mid-way through the Second Quarter. This caused an overload on the HR Department and resulted in hiring delays of many critical positions which were under previous recruitment since the end of 2010. Due to the implementation of the IMR, there was a hiring freeze during the First Quarter and series of approvals required to recruit each selected candidate (NABDP/MRRD/UNDP) have resulted in delayed recruitment and program delivery. The lack of strong applicants for technical positions in provincial offices, as well as in Kabul, also results in re-advertising positions and further delays. While LIDD was eventually able to recruit a large number of community mobilizers, RED’s expansion to numerous new provinces and MERD’s desire to place FMOs in all provinces was not possible.

Office space and facilities: The rental of additional property outside the MRRD Compound results in less attention being paid to its quality, maintenance, and issues. While this office was re-painted to improve its quality for staff, others remaining on the main campus face cramped working conditions but are not interested in moving locations. MRRD has identified an additional building to give to NABDP early in 2012 and moves are being planned.

Operational guidelines: At the beginning of 2011, many of the operations units lacked clear and reasonable SOPs or an operational manual/guideline. This year numerous memos and SOPs have been created but the Internal Control Unit still faces difficulties and requires more memos/SOPs to improve the efficiency of operations and to resolve conflicts in the office.

6. Lessons Learned

During 2011, some of the key lessons learned include:

Motivation through engagement: Through broad participation in Regional Consultative Workshops, attending the First DDA National Conference during the Second Quarter, and organizing Provincial Resource Mobilization Conferences in 17 provinces in the Fourth Quarter, LIDD observed that DDA members were motivated and re-committed to their roles. Such events provided a great opportunity for information sharing, as well as introducing DDA members to representatives from NABDP, the Central and Provincial Government, and potential donors. LIDD hired more Community Mobilizers this year to increase contact, coordination, and support to DDAs, but has also taken recommendations to plan similar activities in its future plans to bring people together more frequently.

Project selection process: DDAs voiced numerous concerns at the National Conference and at PMCs that their DDPs were not being adhered to during project selection processes. This was a large concern for DDAs and also put into question NABDP’s project selection process, which does not always follow DDPs either. As a result, NABDP has internally been looking at the project selection criteria and ways to standardize processes, taking into account provincial allocations, earmarking, poverty indicators, political pressure, timelines, and community petitioning processes. While the lesson was learned in 2011, the

47 | P a g e resulting criteria will not be finalized until 2012. The strong involvement of communities in project selection, it has been learned, also reduces community conflicts over the project later on.

High reception of women’s projects and gender training: Perhaps surprisingly, communities were particularly interested in gender-specific budgets and women’s projects scaled up substantially in 2011. Community members continue to ask for more women’s projects and have participated willingly in Gender Focal Point trainings, however, with a lack of female staff in Kandahar, Paktia, and Kunduz, expanded implementation will be a challenge.

Climate-sensitive planning: Both PRID and RED departments particularly suffered with delayed funding announcements and then delayed contracts throughout the summer. Seasonal fluctuations need to be strongly considered with timeline planning, as project surveys should be completed during the winter in all areas where the climate is not too harsh. Conducting design, quality control checks, and community contracting during the off season maximizes the time available for implementation during the Spring and Summer. Furthermore, PRID recognized that deploying technical staff to regions with harsh and early winters helps overcome bottlenecks earlier when solutions can be found prior to winter.

Monitoring and project implementation: By increasing the number of monitoring visits to project sites contractors and community members are held more accountable and details of project implementation can be observed step-by-step and adjusted to ensure that high quality construction is maintained throughout. In order to act on this, more FMOs were hired in 2011.

Coordination and approvals from other GoA ministries: NABDP’s experience this year is that the involvement of other ministries in program implementation (DIAG, Aliceghan, and IALP-K2) and for approvals from the MoF are creating significant concerns and delays in project implementation. For example, the recent decision to improve transparency through MoF approvals of community-based projects has added an additional element that has delayed projects through the construction season for over 2-months. This impacted NABDP’s ability to deliver its own budget in a timely fashion.

7. Future Plans

With new implementation arrangements in place and a budget slightly lower than 2011, the AWP for 2012 has been initially developed and programs are optimistic about improving delivery.

LIDD will continue implementing regular activities, filling gaps in program activities as needed. In 2012, an evaluation study of DDA effectiveness will be conducted as well as the piloting of methods to strengthen linkages between DDAs and PCs. Gender Focal Points will continue to be established in all 8 regions, while the implementation of the Gender Policy of MRRD will begin. Due to lack of fund for conducting trainings and research, AIRD’s Training and Research Units do not have plans for 2012 under Spanish funding.

The implementation of 350 ongoing PRID projects at the end of 2011 will continue once weather permits and new projects will be surveyed and designed in areas where communities can ensure security and effective implementation. More comprehensive selection criteria for projects will be monitored, results- based information collected, and projects distributed according to provincial allocations initiated in 2011 and continued in 2012. DIAG’s 44 ongoing projects and 18 pipeline projects have shifted to PRID, while

48 | P a g e the works for the Aliceghan water supply projects remain under the leadership of NABDP and management is hopeful of the resolution of community disputes and all components in 2012.

NRM-related infrastructure projects and the training of DMCs will continue in 2012, though they may be shifted back to a general section on PRID and LIDD for reporting purposes. Similarly, women’s ongoing economic projects will continue in 2012 in 29 provinces, but may be shifted to another section for more appropriate reporting.

Training of RED staff on MHP specifications will be carried out early in the year to utilize the winter months effectively. As soon as it is feasible, staff will begin technical surveys for the 35 proposed projects across the country, while 28 MHPs will be designed for earliest implementation. Given a lower budget than 2011, it is not clear if biogas plants will continue, though work with TERI will help define future plans for energy efforts in Afghanistan.

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ANNEX I: Financial Section Table 1 Total Income and Expenditure

INCOME EXPENDITURES BALANCE Transfer of Total Total Total unspent Total Total Total Donor Total Total Cumulative Income Receivable funds from Income Expenditure Expenditures Remarks Description Commitments Received Expenditures as minus total Phase I/II to available (Jan - Dec 2011) (a) (b) of Dec 2010 expenditure c= (a-b) III e= (b+d) (g) h = (f + g) (f) (i = e - h) (d) UNDP 12,542,157 12,542,157 - 12,542,157 2,727,889 9,814,268 12,542,157 - UNDP BCPR - - 482,510 482,510 480,131 - 480,131 2,379 Afghanistan - - 11,699,666 11,699,666 6,867,472 1,087,736 7,955,208 3,744,458 Belgium - - 4,000,000 4,000,000 3,929,341 - 3,929,341 70,659 Canada - - 1,279,637 1,279,637 1,279,637 - 1,279,637 - Denmark 4,331,945 4,331,945 4,331,945 1,692,391 892,819 2,585,210 1,746,735

Germany 747,775 747,775 - 747,775 571,668 - 571,668 176,107

Japan (CRD) - 7,877,283 7,877,283 3,928,064 2,473,002 6,401,066 1,476,218

Japan 10,000,000 10,000,000 - 8,586,422 18,586,422 18,584,209 2,213 18,586,422 0 (2010/Border) Japan (2011) 13,000,000 13,000,000 - 13,000,000 - 10,610,371 10,610,371 2,389,629 Netherlands 15,324,200 13,438,051 1,886,149 173,687 13,611,738 8,212,209 5,126,096 13,338,305 273,433 Norway 17,599,389 14,267,008 3,332,381 1,982,644 16,249,652 6,524,890 8,479,700 15,004,590 1,245,062 EC 25,059,675 16,629,190 8,430,485 16,629,190 - 7,920,267 7,920,267 8,708,923 CIDA 19,111,672 15,034,200 4,077,472 7,079,000 22,113,200 10,433,222 7,287,721 17,720,943 4,392,257 DFID - 7,336,091 7,336,091 7,336,091 7,336,091 0 AECI/Spain 20,950,667 20,950,667 - 3,357,654 24,308,321 7,382,963 6,885,324 14,268,287 10,040,034 Italy 3,521,459 1,740,485 1,780,974 - 1,740,485 - - - 1,740,485 UNHCR 128,392 128,392 - - 128,392 - - - 128,392 AliceGhan Australia 41,287 41,287 - - 41,287 - - - 41,287 AliceGhan Australian 486,787 486,787 - - 486,787 - - - 486,787 DIMA AliceGhan Total: 142,845,405 123,337,944 19,507,461 53,854,594 177,192,538 79,950,175 60,579,518 140,529,693 36,662,845 Note: i) Expenditure reported for 2011 is actual. From UNDP Bureau of Management/Office of Finance and Administration, an annual certified financial statement as of 31 December every year will be submitted no later than 30 June of the following year. ii) Income received in currency other than USD is approximated to USD based on UN- Operational Rate of Exchange applied. iii) Both Commitment and funds received for "REDKAN/AREDP" from CIDA and DFID excluded in this report will be reported separately.

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Table 2: Expenditure by Major Outputs (2011)

Total Expenditure Project Output 2011 Budget(AWP) Delivery Rate Remarks (Jan-Dec 2011) Output 1: Local Institution Building and Capacity Development 9,234,411 4,475,088 GMS 665,422 314,289 Sub-total Output 1 9,899,833 4,789,378 48.38% Output 2: Productive Rural Infrastructure Development 47,035,367 34,213,540 GMS 2,943,113 2,034,832 Sub-total Output-2 49,978,480 36,248,372 72.53% Output 3: Stabilization/Eco Livelihood 1,500,771 614,489 GMS 112,961 46,209 Sub-total Output-3 1,613,732 660,698 40.94% Output 4: Programme Management 5,859,242 5,577,809 GMS 358,853 339,431 Sub-total Output-4 6,218,095 5,917,240 95.16% Output 6: Natural Resources Management 3,288,500 - GMS 230,195 - Sub-total Output-6 3,518,695 - 0.00% Output 7: Rural Energy Development 9,869,433 6,564,083 GMS 671,566 438,262 Sub-total Output-7 10,540,999 7,002,345 66.43% Output 2.1: Community Development - DIAG 8,950,077 5,149,192 GMS 578,526 342,528 Sub-total Output-2.1 9,528,602 5,491,720 57.63% Output 2.2: Aliceghan Water Supply Comp 662,503 50,702 GMS 42,826 - Sub-total Output-2.2 705,329 50,702 7.19% Output 5.1: Rural Economic Development 3,021,296 391,302 GMS 214,937 27,762 Sub-total Output-5.1 3,236,233 419,064 12.95% Grand Total 95,239,999 60,579,518 63.61% Note: i) ACTIVITY05-RedKan & ACTIVITY5.2-Helmand Growth Project not included in the report (AREDP Activities)

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Table 3 Expenditure by Donors (2011)

Donor 2011 Total Expenditure Project Output Delivery Rate Description Budget(AWP) (Jan-Dec 2011) Output 1: Local Institution Building and Capacity Development 176,060 176,056 UNDP - Output 2: Productive Rural Infrastructure Development 5,598,384 5,598,384 TRAC Output 7: Rural Energy Development 290,443 290,443 Output 2.2: Aliceghan Water Supply Comp 50,702 50,702 Sub Total 6,115,588 6,115,584 0.00% Output 1: Local Institution Building and Capacity Development - - UNDP - XB Output 2: Productive Rural Infrastructure Development 70,903 - Output 4: Programme Management 803,346 782,063 Sub Total 874,249 782,063 89.46% Output 1: Local Institution Building and Capacity Development - - Output 2: Productive Rural Infrastructure Development 2,273,542 2,184,674 UNDP - CCF Output 4: Programme Management 586,116 586,116 GMS 150,508 145,831 Sub Total 3,010,167 2,916,621 96.89% Output 2.2: Aliceghan Water Supply Comp 119,405 - UNHCR GMS 8,358 - Sub Total 127,763 - 0.00% Output 3: Stabilization/Eco Livelihood - 1,884 Afghanistan Output 2.1: Community Development - DIAG 2,762,457 1,031,466 GMS 145,392 54,387 Sub Total 2,907,849 1,087,736 37.41% Output 2.2: Aliceghan Water Supply Comp 38,397 - Australia GMS 2,688 - Sub Total 41,084 - 0.00% Output 1: Local Institution Building and Capacity Development 392,000 381,647 Output 2: Productive Rural Infrastructure Development 650,871 133,219 Output 6: Natural Resources Management - - Denmark Output 7: Rural Energy Development 245,000 245,000 Output 5.1: Rural Economic Development 100,000 70,456 GMS 104,463 62,497 Sub Total 1,492,335 892,819 59.83% Output 1: Local Institution Building and Capacity Development - - Output 2: Productive Rural Infrastructure Development 2,831,136 1,914,955 Output 4: Programme Management 8,000 6,666 Japan (CRD) Output 6: Natural Resources Management - - Output 7: Rural Energy Development 500,000 427,731 GMS 175,744 123,650 Sub Total 3,514,880 2,473,002 70.36% Output 2: Productive Rural Infrastructure Development 2,069 2,069 Japan (2010) GMS 145 145 Sub Total 2,213 2,213 0.00% Output 1: Local Institution Building and Capacity Development 816,052 720,776 Output 2: Productive Rural Infrastructure Development 2,649,355 2,581,227 Japan (2011) Output 4: Programme Management 722,080 722,080 Output 6: Natural Resources Management - - Output 7: Rural Energy Development 1,573,180 1,573,180 52 | P a g e

Output 2.1: Community Development - DIAG 6,187,620 4,117,726 Output 5.1: Rural Economic Development 201,246 201,246 GMS 850,467 694,136 Sub Total 13,000,000 10,610,371 81.62% Output 2: Productive Rural Infrastructure Development 4,844,460 4,774,572 Output 3: Stabilization/Eco Livelihood - (74) Netherlands Output 4: Programme Management 62,000 (7,229) Output 6: Natural Resources Management - - GMS 369,303 358,827 Sub Total 5,275,763 5,126,096 97.16% Output 1: Local Institution Building and Capacity Development 951,000 918,801 Output 2: Productive Rural Infrastructure Development 8,672,840 5,077,940 Output 4: Programme Management 1,283,000 1,252,985 Norway Output 6: Natural Resources Management - - Output 7: Rural Energy Development 1,000,000 636,395 Output 5.1: Rural Economic Development 350,000 - GMS 922,558 593,579 Sub Total 13,179,398 8,479,700 64.34% Output 1: Local Institution Building and Capacity Development 2,294,550 1,043,152 Output 2: Productive Rural Infrastructure Development 7,769,810 2,387,956 Output 4: Programme Management 843,500 819,180 European Output 6: Natural Resources Management 3,288,500 - Union Output 7: Rural Energy Development 5,660,810 3,032,231 Output 5.1: Rural Economic Development 2,166,000 119,600 GMS 1,541,622 518,148 Sub Total 23,564,792 7,920,267 33.61% Output 1: Local Institution Building and Capacity Development 4,357,749 1,072,278 Output 2: Productive Rural Infrastructure Development 6,140,313 5,446,491 Output 3: Stabilization/Eco Livelihood - (1,270) Output 4: Programme Management 200,700 189,332 CIDA Output 6: Natural Resources Management - - Output 7: Rural Energy Development 100,000 70,749 Output 5.1: Rural Economic Development 125,000 - GMS 822,219 510,140 Sub Total 11,745,980 7,287,721 62.04% Output 1: Local Institution Building and Capacity Development 247,000 162,379 Output 2: Productive Rural Infrastructure Development 5,531,685 4,112,052 Output 3: Stabilization/Eco Livelihood 1,500,771 613,949 AECI/Spain Output 4: Programme Management 1,350,500 1,226,618 Output 7: Rural Energy Development 500,000 288,354 Output 5.1: Rural Economic Development 79,050 - GMS 693,151 481,973 Sub Total 9,902,157 6,885,324 69.53% Australian Output 2.2: Aliceghan Water Supply Comp 454,000 - DIMA GMS 31,780 - Sub Total 485,780 - 0.00% Grand Total 95,239,999 60,579,518 63.61% Note: i) ACTIVITY05-RedKan & ACTIVITY5.2-Helmand Growth Project not included in the report (AREDP Activities)

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ANNEX II: GENDER RATING The Gender Rating provides a gender rating of the whole output (not each activity) based on the following criteria: 0 – Output is not expected to contribute to gender equality in a noticeable way 1 – Gender equality is not one of the reasons for having this output, but some aspects of the output are expected to promote gender equality. 2 – Gender equality is not the main objective of the output, but the output is expected to promote gender equality in a significant way. 3 – The achievement of the gender equality is an explicit objective of the output and the main reason that this output was planned. GENDER NABDP OUTPUT RATING Component 1: Local Institution Building and Capacity Development (1.1) Communities mobilized to articulate their needs and identify priorities and solutions 2 (1.2) Capacity of DDAs developed in order for them to function as district level coordination 2 entities (1.3) Effective mechanisms developed to mainstream gender equality/ women’s empowerment, 3 ensure equal gender participation in all components, projects in all levels (1.4) Strengthened institutional capacities to support licit livelihoods in rural communities 1 (1.5) Capacity Development of AIRD, Social Workers and CDCs/DDAs 1 Component 2: Productive Rural Infrastructure Development (2.1) Small scale infrastructure build and accessible by rural communities 0 (2.2) Socio-economic community development projects are delivered under DIAG 0 (2.3) Construction of Aliceghan water supply scheme 1 Component 3: Natural Resource Management (3.1) Awareness of disaster risk management among natural resource dependent communities 1 raised and their access to information enhanced (3.2) Community efficient preparedness to manage natural resources promoted and their 0 capacity strengthened (3.3) Community-based natural resource management systems are effectively supported 0 Component 4: Rural Energy Development (4.1) Community energy projects established and sustainability concerns addressed 1 (4.2) Capacity built for operations and maintenance of rural energy systems and rural energy 0 development activities are institutionalized and scaled-up Component 5: Local Economic Development (5.1) Community benefits from strengthening rural enterprises increased 3 (5.2) Opportunities for rural population’s licit economic livelihoods enhanced NA (5.3) Sustainable public-private partnership for providing business support to rural enterprises NA established (5.4) Market viability of supported rural enterprises improved NA

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ANNEX III: Phase III Cumulative Progress Tables These tables display current progress from the start of Phase III in 2009 (baseline) against the future target (2014). In many cases, it was not clear to the unit heads what their 2014 targets were related to the overarching indicators from the LFA or the activities on the AWP 2011, but these indicators should become clearer in the revisions of the LFA and Project Document planned for early 2012.

Component 1: Local Institution Building and Capacity Development

(1.1) Communities mobilized to articulate their needs and identify priorities and solutions

Programme Life Progress Table 1.1

% Activity Action Baseline Total Total Cumulative Target Activity Result Delivery S/N 07/2009 2010 2011 Total 2014 Rate 1.1.1 DDA established& DDPs 357 25 6 388 402 97 % formulated (same figure) 1.1.2 DDA re-election & DDP 0 103 87 190 402 47% updating 1.1.3 DDPs edited and uploaded to 357 25 6 388 402 97% NABDP website* 1.1.4 Registration of DDAs 87 177 14 278 402 69% Host DDA National Summit 0 0 1 1 NA NA 1.1.5 Resource Mobilization 0 o 17 17 NA NA Conference *This indicator does not allow for differences between originally uploaded DDP and revised DDPs uploaded after the re-election process.

(1.2) Capacity of DDAs developed in order for them to function as district level coordination entities

Programme Life Progress Table 1.2

Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate Delivering Capacity 79 142 111 332 402 83 % 1.2.1 Development Training modules Establish & Train Provincial 1 6 12 19 34 56 % 1.2.2 Monitoring Teams Newly establish Grant in Aid 42 81 95 218 402 54 % 1.2.3 offices Continuation of Grant in Aid 42 81 124 247 402 61% 1.2.4 support for previous offices Establish District Information 0 16 63 79 402 20 % 1.2.5 Centers Construct DDA Office 0 0 0 0 402 0 % 1.2.6 Buildings Conducting Disaster 86 5 30 121 169 72 % 1.2.7 Management Training Publication of Local 0 0 2 2 6 33 % 1.2.11 Governance Impacts Journals/Brochures V1-4 Conducting Capacity 0 84 187 271 NA NA 1.2.12 Development Training for

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Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate CLDD/PRRD staff International Capacity 0 0 1 1 4 25% 1.2.13 Development Training for 20 LIDD staff Livelihoods women group 0 0 90 90 NA NA 1.2.14 training (LIPG)

(1.3) Effective mechanisms developed to mainstream gender equality/ women’s empowerment, ensure equal gender participation in all components, projects in all levels

Programme Life Progress Table 1.3

Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate Participate in Gender 0 5 13 18 all NA Mainstreaming policy at NABDP and MRRD level 1.3.1 (meetings attended). 70 NABDP staff have had 0 0 50 50 NA NA gender awareness and sensitivity training Establish and build capacity 0 3 6 9 34 26% for 10 groups of Gender Focal Points at district level in 8 provinces Provide GFP capacity building 0 76 133 209 All 87% training for 240 people, DDA 1.3.2 including Community gender Mobilizers, DDA focal point, focal and field staff. points 1 training for NABDP 0 0 1 1 training all N/A Administration Staff on for 3o Gender Awareness participants Conduct 3 Gender Awareness 0 1 2 3 training All NA 1.3.3 training for new staff to for 35 NABDP (HQ and Regions). participants

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Capacity Development of AIRD, Social Workers and CDCs/DDAs

Programme Life Progress Table 1.5

Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate Provide 100 training courses 2 26 13 41 NA NA (1500 members of (89) (1922) (939) (3004) CDCs/DDAs and 350 Social Workers) in six provinces (Baghlan, Nangarhar, Samangan, Jawzjan and Herat).* Train 50 MRRD staff on 0 77 241 318 NA NA Research Methodology, Develop 5 yr CD plan for 0 0 100% 100% 100% 100% 1.5.1 DDAs/CDCs members and Social Workers. Develop 4 Training 0 4 5 9 NA NA Modules/Manuals and 1 Research Methodology Training Manual/Module Launch First Afghanistan 0 70 0% 0% 100% 70% Rural Development Report % With support of CIRDAP NA NA 75% 75% NA 75% implement 1-2 research projects. Implement 2 pilot research NA NA NA NA NA NA projects through Joint AIRD/NIRD research on traditional and new rural Prepare Rural Technology 0 20% 80% 100% 100% 100% Directory Purchasing and installation of NA NA NA NA NA NA 20-30 Rural Technologies' 1.5.2 units both from abroad and within Afghanistan Training of 100 people NA NA NA NA NA NA (villagers) on model villages. Training of 250 people to run NA NA NA NA NA NA rural technology unit. Establish 1 RTP compound 0 0 35% 35% 100% 35% and organize 1 annual exhibition. *AIRD has delivered 100 classes in 42 trainings and exceeded its targets for participants.

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Component 2: Productive Rural Infrastructure Development (2.1) Small scale infrastructure build and accessible by rural communities Programme Life Progress Table 2.1/2.2 Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate To implement transport sector Infrastructure projects (road 158 114 56 328 NA NA 2.1.1 and its structures) To implement public building 5 6 5 16 NA NA projects Survey, design, implementation and monitoring of water supply 186 49 136 371 NA NA projects (water points, pipe 2.2.2 scheme). Others (education, health, livelihood, and social 66 15 7 88 NA NA protection)

(2.2) Socio-economic community development projects are delivered under DIAG Programme Life Progress Table 2.3 Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate To complete 22 projects of 2.3.1 different sectors in 22 DIAG 8 27 21 53 110 48 % compliant districts.

(2.3) Construction of Aliceghan water supply scheme Programme Life Progress Table 2.3 % Activity Action Baseline Total Total Cumulative Target Activity Result Delivery S/N 07/2009 2010 2011 Total 2014 Rate Lot 2: Construction of Main 1 0 0 10% 10% 100% 10% delivery pipe Lot 1: Construction of 2 0 0 80% 80% 100% 80% generator and pump houses Lot 3: Construction of water 3 0 70% 30% 100% 100% 100% reservoir Lot 4: Construction of 4 0 0 35% 35% 100% 35% distribution network Repairing of Aliceghan houses 5 0 0 0% 0 100% 0% in defect liability period Repairing of Aliceghan school 6 0 0 0% 0 100% 0% in defect liability period Temporary water supply for 460(Ta 800(ta 7 0 1260(tanker) NA NA Aliceghan community nker) nker) 8 Drilling of two deep wells 0 0 100% 100% 100% 100%

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Component 3: Natural Resource Management

Programme Life Progress Table 3 Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate Disaster management projects 3.1 230 91 158 479 NA NA constructed Irrigation structures 3.2 501 105 56 662 NA NA constructed

Component 4: Rural Energy Development

(4.1) Community energy projects established and sustainability concerns addressed

Programme Life Progress Table 4.1 Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate Complete implementation of 50 ongoing MHP and biogas 0 0 38 38 520 7.3% projects; Contract MH projects 09 28 113 150 600 25% Contract Biogas projects 05 13 264 282 NA NA Survey and design of 2100 7.1.1 0 60 58 118 2100 solar home systems Survey, design and 75% implementation of 20 0 0 15 15 20 institutional solar home systems Other energy systems piloted 0 0 0 3 NA NA Institutional development plan 7.1.2 0 0 1 1 1 100% of ERDA (RED) prepared 12,000 sustainable Rural Energy Systems installed in 1.1 10 174 393 577 12,000 4.8% 11 provinces till end of phase III

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(4.2) Capacity developed for operations and maintenance of rural energy systems and rural energy development activities are institutionalized and scaled-up

Programme Life Progress Table 4.2 Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate AWP-based Activities To develop capacity of MRRD, PRRD, ERDA (RED) engineering staff for survey 40 70 35 145 270 54% design and supervision of 7.2.1 rural energy systems (MHPs). Provide capacity development training to CDC/DDA 20 130 399 594 900 61% members on operation and management LFA-based Result Indicators DDA Level - 30 DDAs trained 2.1 on decentralized rural energy 0 100 60 160 30 534% projects planning. DDA Level - 100 DDA technicians from 30 DDAs 2.2 trained on monitoring, 20 54 200 274 100 274% supervision and installation of rural energy systems Private Sector Level - 100 rural technicians trained on 2.3 repair and maintenance of the 0 0 65 65 100 65% following rural energy systems Private Sector Level - 25 private workshop technicians 2.4 trained on fabrication of 0 0 0 25 NA components of rural energy systems MRRD Staff (REED, RITS) - 50 MRRD Engineers trained on 2.5 0 0 35 35 50 70% survey and design of rural energy systems MRRD Staff (REED, RITS) - 10,000 community member have 2.6 615 1747 7124 9486 10,000 95% increased awareness of rural/renewable energy systems One rural energy policy 3.1 0 0 2 2 1 developed Development and design of rural 3.2 NA NA NA NA NA NA energy institutions 5 studies and researches on 3.3 energy uses in Afghanistan 0 0 2 2 5 40% conducted 5 proposals for mobilization of resources for rural energy 3.4 development in Afghanistan are 2 1 1 4 5 80% prepared and submitted to potential donors

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Component 5: Local Economic Development

(5.1) Community benefits from strengthening rural enterprises increased

Programme Life Progress Table 5.1 Action Baseline Total Total Cumulative Target % Activity Activity Result S/N 07/2009 2010 2011 Total 2014 Delivery Rate Implementation of women 5.1.1 specific projects to strengthen 0 3 34 37 NA NA economy of poor women (5.2) Opportunities for rural population’s licit economic livelihoods enhanced (5.3) Sustainable public-private partnership for providing business support to rural enterprises established (5.4) Market viability of supported rural enterprises improved

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ANNEX IV: Policy and Knowledge Products Name of Project: NABDP Date of Total SN. Policy/Knowledge Products Authors Completion Budget or Cost in 1 DDA Rapid Survey Research report finalized AIRD Aug 2011 NA USD 2 Provided input to the Joint Coordination Committee meeting of AIRD/JICA/MRRD AIRD/MRRD/JICA Sep 2011 NA 3 Prepared strategic document about link District Development Planning (DDPs) Provincial LIDD Oct 2011 Development Plans (PDPs) NA

4 Progress and Issue paper prepared and submitted to ARD Cluster via MRRD LIDD Oct 2011 NA 5 LIDD strategic operational guidelines and manuals updated LIDD Nov 2011 NA 6 Presentation on Provincial /Regional Resource Mobilization Conference prepared and LIDD Nov 2011 delivered to NABDP board meeting NA

7 Developed result based monitoring report guideline for LIDD LIDD Oct 2011 NA 8 Developed LIDD activities quick impact assessment tools LIDD Oct 2011 NA 9 Livelihood Improvement Practice Groups (LIPG) of rural women and vulnerable LIDD July 2011 NA communities 10 Developed Public Private Partnership concept LIDD July 2011 NA 11 Prepared Guiding Principles of Community Mobilization and it’s major steps LIDD Aug 2011 NA 12 ToT on Livelihood Improvement Practice Groups (LIPG) of rural women and vulnerable LIDD Aug 2011 communities delivered to the community mobilizers NA 13 Prepared presentation on Public Private Partnership concept for community mobilizers LIDD Aug 2011 NA training 14 Presentation on Decentralization and Local Governance prepared and delivered to the LIDD Aug 2011 community mobilizers training NA 15 Submitted Sub National Governance Issues, Challenges and Action Plan LIDD Aug 2011 NA 16 Prepared concept note for Provincial/Regional Resource Mobilization workshop LIDD Sep 2011 NA 17 Prepared and Updated LIDD structure and TORs LIDD Sep 2011 NA 18 Developed Community Mobilizers Training course contents LIDD July 2011 NA 19 Community Mobilizers Training course completed LIDD Aug 2011 NA 20 Gender Mainstreaming in DDA- Experience sharing of the Afghanistan LIDD Sep 2011 NA

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Date of Total SN. Policy/Knowledge Products Authors Completion Budget or 21 LIDD Broacher, Best Photos and visibility plan for DDA conference completed LIDD Mar 2011 CostNA in USD 22 DDA establishment Video Documentary LIDD April 2011 NA 23 DDA Conference Best practice send to UNDP Afg. website LIDD May 2011 NA 24 LIDD Result Based Reporting Formats MERD Ongoing NA 25 Implementation Guidelines prepared PRID June 2011 NA 26 Updated of RED database for project implementation and fund released RED Nov 2011 NA 27 Worked on the modalities for mini grid establishment with TFBSO RED Nov 2011 NA 28 Started preparation of implementation and management guideline for rural energy department RED Nov 2011 NA (RED) of NABDP 29 Prepared concept note and quotation evaluation for wind energy feasibility study RED Aug 2011 NA 31 Prepared TOR for MHP operator training for bidding among private companies RED Aug 2011 NA 32 Selected consulting firm for conduction of wind feasibility study and micro hydro operators RED Sep 2011 training. Guideline and major topics developed for MHP training NA 33 Prepared mini grid standards along with Task Force of Business Stability Operations RED Sep 2011 (TFBSO) of US Department of Defense NA 34 Finalized the solar implementation guideline for RED RED May 2011 NA Operation Policy Documentation 36 MEMO: Request to UNDP for visa support to Nepal NABDP Operations April 2011 NA 37 MEMO: 2010 NIM Audit Follow-up: travel expenses of MRDD contracted staff NABDP Operations May2011 NA 38 MEMO: 2010 NIM Audit Follow-up: salary advance NABDP Operations May 2011 NA 39 MEMO: Introduction of Internship Guide NABDP Operations May 2011 NA 40 MEMO: Introduction of SOP on recruitment/contract extension/termination NABDP Operations May 2011 NA 41 MEMO: Recruitment procedures in Kandahar NABDP Operations June 2011 NA 42 MEMO: Revised DSA for AFG NABDP Operations June 2011 NA 43 MEMO: Introduction of SOP on performance evaluation & salary scale NABDP Operations June 2011 NA 44 MEMO: Procurement issues NABDP Operations June 2011 NA

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Date of Total SN. Policy/Knowledge Products Authors Completion Budget or Cost in 45 MEMO: ICT issues; approved by DM on 6 July 2011 NABDP Operations June 2011 NA USD 46 MEMO: Petty Cash Custodian for NABDP NABDP Operations June 2011 NA 47 MEMO: Renaming units according to AWP/Strategy Plan NABDP Operations June 2011 NA 48 MEMO: Procurement Unit: present & future NABDP Operations July 2011 NA 49 MEMO: Internal Control Framework/Delegation of authority NABDP Operations ongoing NA 50 MEMO: Follow-up MRRD audit Time Sheet/Attendance NABDP Operations July 2011 NA 51 MEMO: Follow-up MRRD audit/ Top Up Cards NABDP Operations July 2011 NA 52 MEMO: Disposal of equipment NABDP Operations July 2011 NA 53 MEMO: Procurement-related issues NABDP Operations July 2011 NA 54 MEMO: Introduction of new training policy, establishment of Capacity Building Committee NABDP Operations Sep 2011 NA plus TOR for CBC 55 MEMO: Establishment of Disciplinary Committee plus TOR NABDP Operations Sep 2011 NA 56 MEMO: Hazard Pay to all staff NABDP Operations Sep 2011 NA 57 MEMO: Gender Unit (appointment of Head and staffing) NABDP Operations Oct 2011 NA 58 MEMO: DSA, CTO and other issues (revision) NABDP Operations Oct 2011 NA 59 MEMO: Top Up cards (rev 2) NABDP Operations Oct 2011 NA 60 MEMO: Roles & responsibilities of Regional Managers (RMs) and Provincial Project NABDP Operations Oct 2011 NA Managers (with revised TORs) 61 MEMO: Re-introduction of UNDP approach to NABDP salary calculation NABDP Operations Nov 2011 NA 62 MEMO: Annual Performance Evaluation NABDP Operations Nov 2011 NA 63 MEMO: Wireless internet for work NABDP Operations Nov 2011 NA 64 MEMO: CBC and other training/related issues NABDP Operations Dec 2011 NA 65 SOP: Internship Guide with Annexes (4) NABDP Operations April 2011 NA 66 SOP: HR on recruitment Annexes (14) NABDP Operations May 2011 NA 67 SOP: HR on contract extension & termination NABDP Operations May 2011 NA Annex 68 SOP: HR on performance evaluation , Annex NABDP Operations June 2011 NA

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Date of Total SN. Policy/Knowledge Products Authors Completion Budget or Cost in 69 SOP: HR Salary scale for national contract holders & salary scale itself NABDP Operations June 2011 NA USD 70 SOP: Finance Project finance Annex NABDP Operations July 2011 NA 71 SOP: Finance Project Disbursement Annexes (8) NABDP Operations July 2011 NA 72 SOP: Finance Project Regional Offices NABDP Operations July 2011 NA 73 REGULATION: Procurement procedures to rent vehicles and new agreement in 2 languages NABDP Operations Dec 2011 NA 74 REGULATION: Check list for Internal Control Unit (revised and updated) NABDP Operations Dec 2011 NA

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Annex V: Training and Capacity Development of NABDP Staff 2011 Cost per participant No of Training Training No Training Title Training Facilitator Total cost Male Female (Incld. participants Location Duration accom) International Short Term Training Courses 1 Road, Bridge and Highway Skill International Private Limited $4080 18 $46,800 Sri Lanka 14 Days 18 0 Community Lead Approaches of Sub 2 Rupantaran Nepal NA 20 $60,561 Nepal 15 Days 15 5 National Governance 3 Monitoring & Evaluation Skill International Private Limited $3493 15 $52,395 Sri Lanka 14 Days 15 0 Project Management & Report 4 Skill International Private Limited $1800 21 $36,000 Sri Lanka 7 Days 17 4 Writing 5 MCITP, Data Base Developer Koenig Solution $2630 1 $2,630 India 14 Days 1 0 6 MCITP, Data Base Administrator Koenig Solution $2130 1 $2,130 India 14 Dyas 1 0 7 HR Management MDF $1400 2 $2,800 Vietnam 5 Days 1 1 Orientation training and study tour 8 Rupantaran Nepal NA 12 NA Nepal 13 Days 12 0 conducted 9 Irrigation Skill International Private Limited $2493 16 $39,888 Sri Lanka 14 Days 16 0 Professional Photography, 10 Skill International Private Limited $2500 2 $5,000 Sri Lanka 7 Days 2 0 Communication and Report Writing Long term Trainings of the Year 2011 Under Graduate Courses (B.A, BSC 11 NABDP NA 80 Kabul Long term 67 13 DBA, DEL, and DIT) $ 39,617 Under Graduate Courses (B.A, BSC 12 NABDP NA 96 Provinces Long term 96 0 DBA, DEL, and DIT) Internal Trainings of the Year 2011 Comprehensive Micro Hydro (MH) 13 USAID/ACEP, ERDA NA 50 NA Kabul 11 Days 50 0 development training Orientation on Renewable energy, 14 energy planning and modality for NABDP/LIDD NA 40 NA Kabul 21 18

community mobilizers of LIDD. 15 Gender training NABDP/Gender NA 35 NA Kabul 1 Day 21 14 16 RCC UEIS Company NA 26 NA Kabul 1 Day 24 2

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