TERMINAL EVALUATION REPORT ON THE “PROJECT …open_jicareport.jica.go.jp/pdf/12233755.pdf · terminal evaluation report on the ... metropolitan area development” in afghanistan

TERMINAL EVALUATION REPORT ON THE“PROJECT ON THE PROMOTION OF KABUL

METROPOLITAN AREA DEVELOPMENT”IN AFGHANISTAN (2010-2015)

October, 2014

Japan International Cooperation Agency E Ｉ

J R

15-070

TERMINAL EVALUATION REPORT ON THE“PROJECT ON THE PROMOTION OF KABUL

METROPOLITAN AREA DEVELOPMENT”IN AFGHANISTAN (2010-2015)

October, 2014

Japan International Cooperation Agency E Ｉ

J R

15-070

digital2

長方形

Table of Contents

1 Introduction ··········································································································································· 1

1-1 Objectives of the Evaluation ·········································································································· 1

1-2 Members of the Evaluation Team ··································································································· 1

1-3 Schedule of the Evaluation Study ··································································································· 1

2 Methodology of the Evaluation ············································································································· 3

2-1 Procedure ······································································································································· 3

2-2 Five Evaluation Criteria ················································································································· 3

2-3 Evaluation Questions and Indicators ······························································································ 3

2-4 Data Collection Methods ················································································································ 4

2-5 Limitation and Constraints of the Evaluation ················································································· 4

3 Outline of the Project ···························································································································· 5

3-1 Background of the Project ·············································································································· 5

3-2 Summary of the Project ·················································································································· 5

4 Achievement of the Project ··················································································································· 8

4-1 Inputs ············································································································································· 8

4-1-1 Japanese Side ·························································································································· 8

4-1-2 Afghanistan Side ····················································································································· 9

4-2 Achievement of Outputs ··············································································································· 10

4-2-1 Output 1 ································································································································ 10

4-2-2 Output 2 ································································································································ 11

4-2-3 Output 3 ································································································································ 15

4-2-4 Output 4 ································································································································ 16

4-2-5 Output 5 ································································································································ 18

4-3 Achievement of Project Purpose ·································································································· 19

4-4 Issues on the Implementation Process ·························································································· 21

5 Evaluation Results by Five Criteria ····································································································· 22

5-1 Relevance ····································································································································· 22

5-2 Effectiveness ································································································································ 22

5-3 Efficiency ····································································································································· 24

5-4 Impact ·········································································································································· 25

5-5 Sustainability ······························································································································· 26

6 Revision of PDM ································································································································· 29

7 Conclusion ·········································································································································· 30

8 Recommendations and Lessons Learned ····························································································· 31

8-1 Recommendations ························································································································ 31

8-2 Lessons Learned ··························································································································· 32

- ANNEXES -

1. PDM 0, PDM1, PDM 2, PDM 3 (revised) ·························································································· 35

2. Evaluation Grid ·································································································································· 43

2-1 Achievement of the Project ·········································································································· 43

2-2 Process of Project Implementation ······························································································· 46

2-3 Evaluation by Five Criteria ·········································································································· 48

3. List of interviewees and questionnaire addressees ·············································································· 52

4. Inputs to the Project ··························································································································· 53

4-1 Dispatch of Japanese Experts ······································································································· 53

4-2 List of Sub Projects ······················································································································ 55

4-3 List of counterpart trainings in Japan and Third countries ···························································· 57

4-4 Local cost borne by Japanese side ································································································ 68

5. Organization Chart of DCDA (as of October 2014) ············································································ 71

6. Lsit of Signed Interface Agreement (DCDA) ····················································································· 73

7. Minutes of Meeting ···························································································································· 74

Abbreviations and Acronyms

ANDS Afghanistan National Development Strategy

BDS Capacity Development in Business Development Services Sub-project

C/P Counterpart

DCDA Dehsabz-Barikab City Development Authority

GKD Greater Kabul Development

JICA Japan International Cooperation Agency

KM Kabul Municipality

KMAD Kabul Metropolitan Area Development

KNC Kabul New City

KSP Kabul Solidarity Program

LA Leading Advisor

LEAF Project on Improvement of Literacy Education Management in Afghanistan

M/M Minutes of Meeting

M/P Master Plan

MUDA Ministry of Urban Development Affairs

NSP National Solidarity Program

OJT On-the-Job Training

P/P Pilot Project

R/D Record of Discussions

SP Sub Project

UDH Sub-Project of Human Resource Development for Urban Development on the Promotion of the Kabul Metropolitan Area Development

UN-HABITAT The United Nations Human Settlements Programme

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Summary of Terminal Evaluation

I. Outline of the Project

Country: Islamic Republic of Afghanistan Project Title: The Project on the Promotion of Kabul Metropolitan Area Development

Issue/Sector: Infrastructure Cooperation Scheme: Technical Cooperation Project

Division in Charge: Infrastructure and Peacebuilding Department

Total Cost： 9712.7 million yen (as of Terminal Evaluation)

Period of Cooperation

May 2010 – May 2015 （60 months）

Partner Country’s Implementing Organization: Kabul Municipality (KM) Dehsabz-Barikab City Development Authority (DCDA) Ministry of Urban Development Affairs (MUDA)

Cooperation Organization (Japanese side): -

1-1 Background of the Project The population of Kabul, the capital city of the Islamic Republic of Afghanistan, used to be around two

million in 1999, but has already reached over four million at the time of ex-ante evaluation in 2010, exceeding the population absorption capacity of the city. Therefore, there were escalating urban problems such as lowering of the groundwater level, contamination of water, air and soil, and rapid increase of residents and traffic congestion. The development of social infrastructure and improvement of living conditions were becoming critical issues.

To tackle such issues, JICA conducted the Study for the Development of the Master Plan for the Kabul Metropolitan Area (hereinafter referred to as “KMA”) from 2008 to 2009. The study was in response to a request from the Afghan government, aimed at reconstruction and development of the Kabul Metropolitan Area as a symbol of national integration. The Master Plan sets forth a comprehensive program of activities to tackle Kabul’s challenges in transportation, water and sanitation, and urban renewal. At the same time, the plan considers the long-term needs of the city and its population by expanding and integrating the existing city with a new one, which will be built in Dehsabz and Barikab areas, district that skirt the northern limits of Kabul.

The main implementing bodies to realize the Master Plan are Kabul Municipality (hereinafter referred to as “KM”) for existing Kabul City, and Dehsabz-Barikab City Development Authority (herein after referred to as “DCDA”) for Kabul New City. However, both organizations lacked experience in implementing actual urban development projects with their own initiatives.

In this manner, in February 2010, technical cooperation project entitled the Project on the Promotion of Kabul Metropolitan Area Development was launched with the aim of realizing a Master Plan based on the request of Afghan government. This large-scale, five-year project (2010-2015) was to support improvement of capacity of Kabul Municipality and DCDA in the development of infrastructure, implementation of new city development and urban revitalization. 1-2 Project Overview (1) Overall Goal Development of the Kabul Metropolitan Area based on the “KMA master Plan” shall be accelerated.

(2) Project Purpose Capacity to promote implementation of KMA Master Plan is developed.

(3) Output

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1) Implementation system of urban development for New city is strengthened. 2) Capacity of DCDA to implement infrastructure development projects for New City is developed and

improved. 3) Implementation system of urban development for Kabul City is strengthened. 4) Capacity of Kabul Municipality to implement urban development projects is improved. 5) Necessary coordination among related organizations for Kabul Metropolitan Area Development

(KMAD) is properly made.

(4) Inputs Japanese side

a) Personnel: 3 long-term and 2 short-term experts for 173.9 person man months. Aside from above, short-term experts for each of Sub Project

b) Equipment: N/A c) Training in Japan: 92 C/Ps (52 for KM, 40 for DCDA) d) Local Cost: 5,260.5 million yen (project administration, pilot projects, local experts, etc)

Afghanistan side a) Personnel: (KM) Technical Deputy Mayor, (DCDA) Three Directors of Finance & Procurement

Division, Marketing & Sales Division and Operation & Maintenance Division b) Office space: One Project office from DCDA and Two SP offices from KM c) Local Cost: 362,415 USD (22,800,000 Afghanis) for conducting EIA and demining activities

II. Evaluation Team

Members Advisor: Mr. Toshiyuki IWAMA (Executive Technical Advisor to the Director General, Infrastructure & Peacebuilding Dept., JICA) Leader: Mr. Naomichi MUROOKA (Advisor, Infrastructure & Peacebuilding Dept., JICA) Evaluation Planning: Mr. Hideaki IWASE (Special Advisor, Infrastructure & Peacebuilding Dept., JICA) Evaluation Analysis: Dr. Keiko WATANABE (Senior Policy Analyst, Mitsubishi UFJ Research & Development (MURC))

Period of Evaluation 17-23 October 2014 Type of Evaluation Terminal Evaluation

III. Results of Evaluation

3-1 Achievement of Outputs (1) Output 1: Implementation system of urban development for New city is strengthened.

The Team confirmed that the level of achievement of Output 1 was high and Output 1 has a good prospect to be achieved by the end of the Project. The Project should continuously make efforts to strengthen organization especially from the viewpoint of sustainability.

Objectively Verifiable Indicators Achievements

1-1 DCDA organizational structure is established and necessary staff is allocated.

・Organization of DCDA has been established through the Project’s inputs such as technical advice and capacity building of the staff members. Organizationally, the necessary divisions and departments have been established after several structural changes. The establishment of Project Management Division was one of outputs by the Project after DCDA recognized its importance for infrastructure development management through capacity building trainings.

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1-1 (Continued) DCDA organizational structure is established and necessary staff is allocated.

・The number of staff increased from around 60 in 2009 to 151 as of October 2014 with reinforcement of local experts who assumed most senior management posts in different divisions. Those local experts were allocated by the Project as Leading Advisors (LAs). At the time of the Terminal Evaluation, 26 LAs have been working as DCDA staff. ・DCDA status is still in the process to transform from an independent budgetary unit to a government corporation. The request to be a government corporation has been submitted to the government by the Independent Board for Kabul New City development but it was still in the process of authorization at the time of the Terminal Evaluation.

(2) Output 2: Capacity of DCDA to implement infrastructure development projects for New City is developed and improved. The capacity of DCDA especially on designing and planning has been significantly upgraded through conducting OJT and trainings in Japan and third countries. Reaching several contracts with private sectors for development of New City is one of proofs that DCDA has upgraded their capacity. In addition, through conducting 12 pilot projects under the “Sub-Project for Regional and Community Development in Dehsabz Area”, DCDA officials understood the project cycle (plan, implement and monitoring & evaluation) and established cooperation with relevant organizations. The capacity development was also confirmed by the results from the internal assessment by the Project. However, since some planned activities could not be conducted due to external factors, the Team confirmed that Output 2 has been achieved partly.


2-1 Private investment is managed by the initiative of DCDA staff based on Business Plan and Development Guideline.

・Contract worth about one billion USD private investment for development of Parcel 1, (pilot project of the Project (830ha)) was signed with a private developer in September 2013 based on the Business Plan and Development Guidelines, which were developed by the Project. ・Besides Parcel 1, DCDA concluded 4 other contracts with local land proprietors and developers by the initiative of DCDA. It is one of the proofs that DCDA gained capacity for preparing business plan and development guidelines and conducing bidding.

2-2 Interest in investment in New City from private developers get increase.

・According to DCDA, many inquiries have been posed from private developers inside and outside of Afghanistan about New City development by the result of public relations efforts initiated from DCDA. Several kinds of promotion DVDs of New City have been developed and distributed to interested developers. In addition, DCDA participated in several international conferences, trade fairs and EXPOs in USA, Dubai, Turkey and India to promote New City. ・New City will be joining the “New Cities Foundation” in December 2014, which is a well-known non-profit organization. DCDA will participate in the “New Cities Summit” in South Arabia next year.

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(3) Output 3: Implementation system of urban development for Kabul City is strengthened. The Team confirmed that the level of achievement of Output 3 was high considering the achievement of

PDM indicators. However, the Project needs to make continuous efforts to keep the level of achievement.


3-1 Revised version of Kabul City MP is developed and authorized.

・The revised version of Kabul City MP was completed in June 2011under “Sub Project to Revise the Kabul City Master Plan”. ・Revised version was authorized in March 2013 by the Cabinet. MUDA facilitated the authorization process.

3-2 Necessary divisions/departments in relation to the urban development are established in Kabul Municipality.

・ Through capacity building activities by SPs, the senior management recognized the necessity to establish new divisions. As a result, the following three divisions and one department have been established so far. 1) Land Redevelopment Division (Est. August 2013) 2) Land Readjustment Division (Est. August 2013) 3) Urban Transport Division (Est. March 2014) 4) Road Maintenance Department (Est. November 2013)

(4) Output 4: Capacity of Kabul Municipality to implement urban development projects is improved.

The Team observed the achievement level of Output 4 was high and it is expected that the Output 4 will be achieved by the end of the Project period in accordance with PDM. The Project needs continuous efforts to ensure those trained skills and knowledge to be sustained after the Project such as through close follow-up activities. Land readjustment method was highly appreciated by KM and technically appropriate in addressing urban issues of Kabul City.

However, it was noted that the practical knowledge of the urban development which is necessary for implement zoning and land readjustment projects has yet to be built for effective implementation of Kabul City development.


4-1 Urban planning system in Kabul City is improved.

・Capacity improved in development of detailed plan based on Kabul City MP, Land readjustment, Land redevelopment, Urban Transportation Network and road design, maintenance and supervision by conducting OJT training and seminars in Kabul as well as trainings in Japan and third countries. However, those capacities are still fundamental level and further strengthening of the capacity is required for the effective implementation of Kabul City development. ・In total, more than 70 KM officials have been participated in the in-country and overseas trainings. Among them, 52 KM officials trained in Japan, 25 for India, 21 for Turkey and 3 for Malaysia. ・ According to the questionnaire to KM, they rated “fully understood” on road maintenance, “enough” for land readjustment and Land redevelopment, and “some” for zoning and urban transportation network. ・Actual land readjustment and redevelopment activities in District 1 has started since November 2013 using upgraded skills and knowledge.

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4-2 By the end of the Project, the residential improvement projects have been completed in at least 7 districts of Kabul City.

・Residential improvement projects were conducted in the form of Kabul Solidarity Program (KSP1). KSP covered a total of 7 districts (3 districts for Phase 1, 4 for Phase 2) at the time of the Terminal Evaluation. ・With the successful implementation of KSP, it is promising that KSP method will expand to other districts of Kabul city as well as other four municipalities with the financial assistance from Word Bank and Embassy of Japan. ・Initially KSP was operated by the National Staff of KSP SP in PIU which was established under the Planning Division of KM. The counterparts were relevant district officials. After the Mayor recognized effectiveness of KSP, KM allocated four KM officials in the PIU.

(5) Output 5: Necessary coordination among related organizations for Kabul Metropolitan Area Development is properly made.

The Team observed that achievement of Output 5 was partly. The concept of development of New City has been nurtured well among Afghan government, although the interagency coordination issue on institutional matter on KNC still exists, which was also pointed out at the Mid-Term Review. However, the Team recognized that coordination efforts by DCDA for New City development have been made with relevant organizations. At the time of the terminal evaluation, 21 interface agreements have been signed.

Objectively Verifiable Indicators Achievement

5-1 Common understanding on the concept of New City has been nurtured among Afghan government.

・Overall development for the New City was already understood by counterpart organizations, which was further enhanced by the joint workshops in Japan, India, Turkey and Malaysia arranged by the Project. ・Although a mechanism for the interagency coordination existed at the high level (i.e., KNC board), it has not been efficient. ・21 interface agreements with relevant ministries and organizations have been signed for the New City. ・Regarding water resources development of New City, the common understanding with relevant organizations including of Supreme Water Council has been reached. ・Outer Ring Road of New City has been agreed with the relevant organizations.

5-2 Knowledge and information on urban development from the existing Afghan city has been shared for New City development.

・There was no activities to achieve this indicators in the Project.

1 KSP is a community development project in urban area which the Project initiated. Community organizes themselves as Neighborhood Development Council (NDC) or Gozar Development Council (GDC) and identifies the community project. With the minimum of 25% of contribution from the community, the approved project will be financed from KSP. KSP contracted with UN-HABITAT to be a facilitator for KSP. In Afghanistan, National Solidarity Project (NSP) has been conducted in a similar manner but only limited to rural areas.

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3-2 Achievement of Project Purpose “Capacity to promote implementation of Kabul Metropolitan Area Master Plan is developed.” The Team concluded that the Project Purpose has been achieved partially at the time of the Terminal Evaluation. While the capacity development for KM will be achieved by the end of the Project, the capacity of DCDA to implement KMA MP has been achieved partially. This was due to the fact that the planned capacity building through implementation activities for DCDA was hindered by the external factors, namely, land, security and political issues. It was, however, noted that the capacity was built for DCDA staff members through series of training by the Project and OJT made by LAs.


(1) Relevant officials of Kabul Municipality are able to develop and manage urban planning of Kabul City in accordance with Kabul City MP (e.g. capable to implement zoning and urban development management by their own initiatives)

・It was found that the basic capacity increased greatly in KM. Through the capacity building activities, the relevant officials understood the methods of road maintenance and management, land readjustment and development, and KSP. For example, the relevant officials are now able to design a road plan using proper methods and appropriate tools, which they could not do before the Project. That means they could conduct technical assessment of the drawings which private developers and donors submit. In this way, the capacity of the total management of urban development has been steadily upgraded. It was, however, found that more technical capacity was still in need to use improved methods. ・It was also found that the skills and knowledge which have obtained by the training were shared to other colleagues by horizontal trainings, presentation and OJT.

(2) Relevant officials of DCDA are able to develop and manage urban planning of New City from their own initiatives (e.g. formulation of realistic development plan, preparation of tender documents, bidding management, contract with private companies, operation and management of development projects, etc.)

・DCDA is now able to prepare, review and modify structure plan, detailed development plans and designs of the infrastructure and public facilities submitted by the private developers. ・Capacity on financial and economic analysis has also been upgraded. ・Land readjustment procedures was prepared internally within DCDA and the concept was successfully considered and reflected in all the contracts signed with private developers for development of different Parcels.

3-3 Implementation Process

PDM was modified three times during the Project, from PDM 0 to PDM 2. The current PDM 2 streamlined the outputs from six (6) to five (5) and reorganized the Outputs focusing on capacity development of DCDA and KM, and its coordination as KMAD. Experienced local and international experts were recruited and allocated to DCDA by the Project as Leading Advisors (LAs) since the number and capacity of staff of DCDA at the initial time of its formulation were very limited to conduct New City development. Those LAs took roles to complement missing technical skills and serving mediators for technical transfer from Japanese experts. There is a concern from both DCDA and JICA regarding the support of LAs that may have a bearing on sustainability of DCDA. Due to the security deterioration since the beginning of 2013, the travel of Japanese experts of SPs to Afghanistan was restricted. All SPs had to be remotely managed from Japan since middle of 2013. The

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Project and the SPs made good efforts to minimize the effect from the remote management, however, some adverse impact such as delay in project implementation and smooth communication were noted. 3-4 Evaluation Results by Five Criteria (1) Relevance (High (A))

The relevance of the project is highly relevant with based on the following points. The Project was well aligned with Afghanistan overall development strategy of “Afghanistan National

Development Strategy (ANDS) 2008-2013. The government identifies that KMA development is one of major programs in ANDS. It was confirmed that there were urgent needs to solve the rapidly growing population in Kabul with various urban problems. In cope with the issues, the capacities of implementing agencies of urban development, namely DCDA and KM, had to be upgraded. The Project was also in line with the Japan’s Assistance policy and strategy to Afghanistan.

(2) Effectiveness (Medium High (B+))

Effectiveness of the project is evaluated as medium high (B+) although the there are many tangible outputs from the Project. The Project Purpose is partially accomplished at the time of the terminal evaluation due to serious external factors such as land, security and political issues. Those hindering factors especially affected to achieve Output 2 for capacity building for the New City development. The prospect to achieve the Project Purpose by the end of the Project period would require intensive efforts from relevant stakeholders.

The Team also acknowledged that the Project brought both organizations the improvement of their technical skills and knowledge in a great deal as well as the changes in attitude during the course of training and interacting with Japanese experts. Road design and cost calculation could be prepared by the KM officials by themselves. The actual implementation of the land redevelopment activities of Kabul city has been commenced since November 2013 using upgraded skills and knowledge. DCDA is now able to prepare, review and modify structure plan, detailed development plans and designs of the infrastructure and public facilities submitted by the private developers.

In addition to the capacity development, the Team recognized that the Project brought tangible outputs to the local community by conducting several Sub-Projects (SPs), which enhanced the effectiveness of the Project. For example, SPs to rehabilitate and construct roads in Kabul City contributed to not only the capacity building for KM officials but also improvement of the infrastructure for the community. The Project also conducted community development SPs; Kabul Solidarity Program (KSP) for Kabul city and “SP for Regional and Community Development in Dehsabz Area” for New City. Those community developments brought tangible benefits such as roads, schools, water to the rural community. The community developments targeted women also enhanced their empowerment.

Promoting Factors to Achieve the Project Purpose Leading Advisors (LAs) of DCDA who have been hired by the Project functioned well to promote the

Project activities. The strong commitment and assistance from Kabul Mayor and Technical Deputy Mayor promoted the

smooth implementation of the activities as well as the changes in awareness of their staff members. Trainings in Japan and third countries worked positive to motivate the counterparts. In addition, the

showing and sharing similar experiences enlightened their knowledge and broadened their perspectives. Communication and coordination among Japanese experts including experts of SPs facilitated the smooth

implementation of the Project. In addition, joint cooperation between Japanese side and counterparts in a difficult time engendered a high degree of trust with strong leadership of the Project Director with his team.

viii

Hindering Factors to Achieve the Project Purpose Land issues in New City still remain the major external obstacle to the Project to conduct New City

development. Security deterioration since beginning of 2013 hampered the Project activities. The loss of time and

communication gaps was found to be inevitable. There is in general sense of optimism by all stakeholders like the government leaders, politicians, private

sector and local community, regardless of the fact that there are too many issues to be solved before actual implementation of New City development.

Prolonged process to finalize the results of the Presidential election held in April 2014 affected the project implementation in terms of security and decision making process.

(3) Efficiency (Medium (B))

Efficiency of the project is medium since some factors that affected efficiency were observed.

Inputs from Japanese side Despite the harsh and difficult conditions, both long-term and short-term experts have properly played

their expected roles in the Project, which have been appreciated by the C/P personnel as well as by the local community. Due to the security deterioration, however, the number of Japanese experts staying in Afghanistan had been restricted especially since the middle of 2013 and finally the Project had to be operated remotely from April 2014.

Inputs from Afghanistan side

The absence of C/P personnel for the SP of Regional and Community Development in Dehsabz due to generally scarcity as well as high turnover of staff members of DCDA especially in the early stage of the Project was pointed out as one of problems.

The provision of office space in DCDA with office equipment as well as Sub Project offices in KM facilitated the activities of the Project efficient and smooth.

(4) Impact (Relatively High (A-))

Impact of the Project is evaluated as relatively high. No negative impact by the Project has been observed.

There is a good prospect that the Overall Goal, “Development of the Kabul Metropolitan Area based on the KMA Master Plan shall be accelerated” will be achieved if most of the existing hindering factors have been settled.

On the other hand, some positive signs of impacts were observed through the interviews with the Japanese experts and questionnaires to the Afghanistan side as well as beneficially survey by the internal assessment. Firstly, community development SPs (KSP and community development in Dehsabz area) contributed to empower community themselves including women. In addition, those community projects initiated by the government built trust in the government by local communities. Secondly, coordination and synergy effects with other initiatives were also confirmed. For example, construction of Kabul city roads was coordinated with the World Bank and road markings developed by the SP were used by the Canadian assisted road safety project. KSP methodology is now expanding to other four major municipalities by the financial assistance of the Embassy of Japan in Afghanistan. Thirdly, capacity of private sectors in Afghanistan has also been upgraded by the Project. Through conducting several infrastructure SPs, local contractors acquired the skills and knowledge of outline design and cost estimation as the international standard.

ix

(5) Sustainability (Medium (B)) The Team found the sustainability was evaluated as medium (B), however, the financial sustainability

was evaluated as relatively low due to several uncertainties mentioned below. KMA MP was authorized document by the Afghan government and it is anticipated that continuous

political support will be ensured even after the new government is established. New government pro-private sector approach will support the sustainable development of KMA.

For the institutional sustainability, some concerns remain about future status of DCDA and LAs, although the DCDA and KM have been strengthened organizationally with the necessary divisions and departments.

Regarding technical sustainability, for the development of New City, the sufficient capacities were installed in DCDA for the design and planning stage of the urban development. For the development of Kabul city, technical sustainability will be ensured if KM continues to apply new methods of urban development and keep implementing actual development project.

Regarding financial aspects, external dependency for infrastructure development both in existing Kabul City and New City were identified. In addition, uncertainty of external funding exists.

3-5 Revision of PDM

The Team suggested the slight modification of PDM indicators of Overall Goal and Output 5.

3-6 Conclusion Despite the security challenges on the Project site, the Project surely improved the capacity to

implement urban development for both target organizations, namely DCDA and KM, although some challenges still remain judging from the PDM indicators. It was also confirmed that the Project produced many tangible outputs through significant amount of inputs including conducting 13 SPs.

Signs of positive impacts especially on the community were observed. The Project helped to build resilient community and trust to the government through conducting community projects which was very effective to the post-conflict situation. The coordination effects with other donors and capacity development for private sector were also seen. The efficiency was evaluated as medium since the Project activities and management were interrupted due to external factors such as land, security and political situation. Sustainability was evaluated as medium with some concerns especially in institutional and financial aspects. 3-7 Recommendations

The following recommendations to the Project in the rest of the Project period are made by the Terminal Evaluation Team. （1） Complete the planned activities. （2） Efforts should be made to consolidate the capacity built in the individuals into institutional capacity. （3） Appropriate guidance and advice should be made for the future status of DCDA. （4） Coordination efforts among Afghan government on urban development should be strengthened. （5） Advice should be provided to promote the Business Plan of New City.

3-8 Lessons Learned （1） Make sure all the assets are in place before embarking new city development, land being the critical

issue. （2） Capacity of implementing parties of urban development before embarking the urban development project

is important. In addition, the ambiguity of jurisdiction among various stakeholders makes more challenging for large scale urban development project.

（3） Positive lessons learned from community development projects through KSP and Regional and

x

Community Development Project in Dehsabz. With the strategic community development methods, the government can gain the trust from the community and also achieve the cost effective community infrastructure. In addition, women’s involvement in the community development produces positive impact not only on themselves but also on the community.

（4） The method that responds to community needs with high quality of outputs is identified as very appropriate and effective for trust building towards the government in post-conflict country like Afghanistan.

（5） In post-conflict situation, the changes in security, political and social circumstances surrounding the project affects severely to the effectiveness, efficiency and sustainability. The Project was also affected by these external factors. However, this did not undermine the significance of cooperation. The joint cooperation between both the Japanese side and Afghan counterparts in a difficult time with a strong leadership by the Project Director and his team built the trust and strong ties among them.

－1－

1 Introduction

1-1 Objectives of the Evaluation

The Technical Cooperation Project on the Promotion of Kabul Metropolitan Area Development”

(hereinafter referred to as “the Project”) was launched in June 2010 and is scheduled to be terminated in

May 2015. Based on the Record of Discussion (R/D) signed between the Islamic Republic of Afghanistan

(hereinafter referred to as “Afghanistan”) and the Japan International Cooperation Agency (hereinafter

referred to as “JICA”) on 27 February 2010, a Terminal Evaluation was conducted from 17 to 23 October

2014 in Delhi, India.

The purposes of the Terminal Evaluation are as follows;

(1) To review the performance, achievements, and implementation process of the Project according to the

Project Design Matrix (hereinafter referred to as the “PDM”) and the Plan of Operations (hereinafter

referred to as “PO”);

(2) To conduct a comprehensive evaluation of the Project in terms of the five evaluation criteria described

in 2-2 below, and;

(3) To draw recommendations on measures to be taken to achieve the Project purpose for the remaining

period and extract lessons learnt from the Project.

1-2 Members of the Evaluation Team

Name Mission Job Title Duration of stay 1 Mr. Toshiyuki IWAMA Advisor Executive Technical Advisor to the

Director General, Infrastructure and Peacebuilding Department, JICA

2014.10.16- 2014.10.24

2 Mr. Naomichi MUROOKA Leader Advisor, Peace Building and Urban and Regional Development,

Infrastructure and Peacebuilding Dept., JICA

2014.10.17- 2014.10.24

3 Mr. Hideaki IWASE Evaluation Planning

Special Advisor, Peace Building and Urban and Regional Development, Infrastructure and Peacebuilding

Dept., JICA

2014.10.16- 2014.10.24

4 Dr. Keiko WATANABE

Evaluation Analysis

Senior Policy Analyst, Mitsubishi UFJ Research &

Consulting (MURC)

2014.10.16- 2014.10.24

1-3 Schedule of the Evaluation Study The Terminal Evaluation was conducted from 17-23 October 2014 at Delhi, India, with the

participants of representatives of DCDA and MUDA. The meeting with KM was conducted via TV

conference on 20 and 21 October, connecting JICA India Office and Kabul Project Office.

Date Schedule Place 17 Oct Fri Arrive at Delhi

Introduction on the Terminal Evaluation Delhi

－2－

Discussion on draft evaluation report (DCDA, MUDA) 18 Oct Sat Discussion on draft evaluation report (DCDA, MUDA) Delhi 19 Oct Sun Discussion on draft evaluation report (DCDA, MUDA) Delhi 20 Oct Mon Revise a evaluation report

Discussion on draft evaluation (KM) TV Conference Delhi

21 Oct Tue Internal discussion Discussion on draft evaluation report (KM) TV Conference

Delhi

22 Oct Wed Discussion on tasks for the remaining project period with counterparts (Kabul Municipality, DCDA, MUDA) Report to JICA Afghan Office in Delhi

Delhi

23 Oct Thu Finalization of evaluation report Wrap up

Delhi

24 Oct Fri Leave Delhi for Tokyo

－3－

2 Methodology of the Evaluation

2-1 Procedure The Terminal Evaluation was conducted based on the PDM 2, which was revised during the

Mid-Term Review in April 2013. Firstly, levels of achievement of the Project Purpose, each Output and

their prospects of being achieved by the end of the Project period were assessed by the existing literature

reviews, collected data and interviews with relevant stakeholders both Japanese and Afghanistan sides,

based on the objectively verifiable indicators (OVIs) defined on the PDM 2. In addition, the results of

internal assessment which was conducted just prior to the Terminal Evaluation by the Project were used as

information sources. Secondly, the Evaluation Team analyzed and evaluated the Project from the

viewpoints of five evaluation criteria, namely, Relevance, Effectiveness, Efficiency, Impact and

Sustainability. Finally, the conclusion was made and recommendations and lessons learnt were drawn from

the analysis.

The evaluation items together with indicators, interviews, and necessary information and data

sources are summarized in an evaluation grid attached in Annex 2.

2-2 Five Evaluation Criteria The Project is evaluated from the view of the following “five criteria”; relevance, effectiveness,

efficiency, impact and sustainability and each criterion was evaluated with three- level evaluation rating as

“A” as High , “B” as Medium and “C” as Low with putting “+” and “-” in accordance with the degree of

achievement. The viewpoints of these criteria are as follows;

Criteria Viewpoints Relevance To see the validity of the Project Purpose and Overall Goal with aspect of the

development policy of both Governments and the needs of beneficiaries of the Project.

Effectiveness To see if Project Purpose is being achieved as expected as a result of the project’s Outputs.

Efficiency To see if the timing, quality and quantity of inputs are appropriate for the degree of achievement on the Outputs, using the resources effectively.

Impact To see if the direct effects and indirect effects in the long run extended by the project from both positive and negative aspects, even with the ones not expected when it was planned.

Sustainability To examine the current extent to what the achievement of the project is sustained or expanded after the project is completed, focusing on institutional, financial and technical aspects.

2-3 Evaluation Questions and Indicators Based on the five evaluation criteria described in the previous section, evaluation questions are

summarized in the evaluation grid. It also compiles the information on indicators used for evaluation,

－4－

methods to collect, sources and criteria for analysis of the indicators defined in PDM.

The basic questions are as follows:

Progress, Achievement and Prospect of Inputs, Activities, Outputs, Project Purpose and

Overall Goal

Promoting/Inhibiting factors for implementation of the Project

Level of improved capacity of C/P and relevant stakeholders (Facilitation Partner,

Contractors and Communities) by the project

2-4 Data Collection Methods Data were collected mainly from document review and questionnaires to Afghanistan and Japanese

stakeholders directly implementing the Project. The results from the internal assessment by the Project

conducted prior to the Terminal Evaluation were also used as input. The list of interviewees and

questionnaire addressees is attached in Annex 3.

2-5 Limitation and Constraints of the Evaluation Due to the deteriorating security situation in Afghanistan, the face to face interviews were

conducted in Delhi, India inviting key Project stakeholders both from Afghanistan and Japanese sides.

Therefore, the coverage of the interviewees was limited and the actual field survey at the Project site could

not been conducted. It implies the possibility that some findings may be skewed, reflecting the subjective

opinions of the particular interviewed individuals. The efforts were made to cover this obstacle by

utilizing the results from the internal assessment by the Project, however, it is understood that these

limitations may be influenced the findings presented in this report.

－5－

3 Outline of the Project

3-1 Background of the Project The population of Kabul, the capital city of the Islamic Republic of Afghanistan, used to be around

two million in 1999, but has already reached over four million at the time of ex-ante evaluation in 2010,

exceeding the population absorption capacity of the city. Therefore, there were escalating urban problems

such as lowering of the groundwater level, contamination of water, air and soil, and rapid increase of

residents and traffic congestion. The development of social infrastructure and improvement of living

conditions were becoming critical issues.

To tackle such issues, JICA conducted the Study for the Development of the Master Plan for the

Kabul Metropolitan Area (hereinafter referred to as “KMA”) from 2008 to 2009. The study was in

response to a request from the Afghan government, aimed at reconstruction and development of the Kabul

Metropolitan Area as a symbol of national integration. The Master Plan sets forth a comprehensive

program of activities to tackle Kabul’s challenges in transportation, water and sanitation, and urban

renewal. At the same time, the plan considers the long-term needs of the city and its population by

expanding and integrating the existing city with a new one, which will be built in Dehsabz and Barikab

areas, district that skirt the northern limits of Kabul.

The main implementing bodies to realize the Master Plan are Kabul Municipality (hereinafter

referred to as “KM”) for existing Kabul City, and Dehsabz-Barikab City Development Authority (herein

after referred to as “DCDA”) for Kabul New City. However, both organizations lacked experience in

implementing actual urban development projects with their own initiatives.

In this manner, in February 2010, technical cooperation project entitled the Project on the Promotion

of Kabul Metropolitan Area Development was launched with the aim of realizing a Master Plan based on

the request of Afghan government. This large-scale, five-year project (2010 - 2015) was to support

improvement of capacity of Kabul Municipality and DCDA in the development of infrastructure,

implementation of new city development and urban revitalization.

3-2 Summary of the Project The expected Overall Goal, Project Purpose, Outputs and activities defined on the PDM 2 is as follows

(Annex 1);

＜Overall Goal＞

Development of the Kabul Metropolitan Area based on the “KMA master Plan” shall be

accelerated.

＜Project Purpose＞

Capacity to promote implementation of KMA Master Plan is developed/

＜Outputs＞

－6－

1) Implementation system of urban development for New city is strengthened.

2) Capacity of DCDA to implement infrastructure development projects for New City is developed

and improved.

3) Implementation system of urban development for Kabul City is strengthened.

4) Capacity of Kabul Municipality to implement urban development projects is improved.

5) Necessary coordination among related organizations for Kabul Metropolitan Area Development

(KMAD) is properly made.

＜Activities＞

Activities for Output 1

1-1 Formulate Implementation Plan (2010-2014) and Annual Implementation Plan for each year.

1-2 Strengthen organizational structure of DCDA


2-1 Formulate Business Plan for Model Area.

2-2 Develop Structure Plan for Dehsabz South Area.

2-3 Formulate a Land Preparation Plan for the Dehsabz South Area.

2-4 Formulate Development Guidelines for New City.

2-5 Formulate and promote regulations and guidance for private investment.

2-6 Implement infrastructure development projects in the model area.

2-7 Conduct necessary trainings for DCDA staff on urban development and management (zoning, land

acquisition, land readjustment, social housing development, PPP, real estate marketing, finance,

space planning, etc. )

2-8 Prepare Topographic Map of New City Area.

2-9 Formulate a KMAD development basic strategy for rural development in Dehsabz Area.

2-10 Conduct pilot activities for rural development in Dehsabz Area.


3-1 Formulate a Kabul City Current Status Report for Urban Development.

3-2 Revise Kabul City MP based on KMAD MP and receive authorization.

3-3 Disseminate information on Kabul City MP to relevant stakeholders by holding study meetings /

briefing sessions.

3-4 Promote to establish permanent divisions/departments relating to urban development in Kabul City.


4-1 Conduct necessary training for officers of Kabul Municipality on urban development and

management of Kabul City (Zoning, Land readjustment, etc.).

4-2 Conduct pilot activities for improvement of urban traffic condition.

4-3 Conduct OJT for supervising KSP implementation.

－7－

4-4 Conduct OJT through implementation of urban planning system.


5-1 Clarify roles and responsibilities among relevant organizations for KMAD.

5-2 Strengthening coordination functions among relevant organizations for KMAD.

－8－

4 Achievement of the Project

Achievements of the Inputs, Outputs, and Project Purpose are described below.

4-1 Inputs Inputs provided by both sides are as follows.

4-1-1 Japanese Side

(1) Japanese Experts

Both long and short term Japanese experts have been dispatched so far to the Project as shown in the

following Table.

Title/Field of Expertise Period of assignment

<Long-Term Expert>

1 Program Director Nov. 2010 - Nov. 2013 (36 M/M)

2 Deputy Project Leader

(assumed as Acting Program Director from Nov. 2013)

Sep. 2012 - May 2015 (33 M/M)

3 Project Coordinator Jun. 2010 - May 2015 (60 M/M)

<Short-Term Expert>

4 Security Arrangement (4 experts) 2010 - 2013 (36.07 M/M)

5 Procurement (1 expert) 2010 - 2011 (8.83 M/M)

Total person-months for the Japanese experts will be 173.9 man-months (M/M) by the end of the

project. Due to the deteriorating security situation, only essential experts could travel to Afghanistan since

February 2013. Then, since March 2014, it was decided by JICA to remotely implement the Project from

Japan. The list of dispatch of the Japanese Experts is attached in Annex 4-1.

In addition, 13 Sub-Projects (SPs), each of which was a contract-based project with JICA, were

conducted under the Project. Those SPs were necessary to achieve the Project purpose. The short-term

Japanese experts were dispatched for these SPs. The list of the SP with summary of their major outputs is

attached in Annex 4-2.

(2) Counterpart Training in Japan and in third countries

In total, 92 C/Ps (52 for KM, 40 for DCDA) were trained in Japan. In addition, 37 C/Ps (15 for KM

and 22 for DCDA) were trained in India, 45 C/Ps (21 for KM and 24 for DCDA) in Turkey, and 6 C/Ps (3

for KM and 3 for DCDA) in Malaysia at the time of Terminal Evaluation. The trainings were also

extended to the relevant organizations, namely, Ministry of Urban Development (MUDA) and Independent

Directorate of Local Government (IDLG). The list of the participants of those trainings is attached in

Annex 4-3.

－9－

(3) Deployment of Local Experts

Japanese side deployed experienced local and international experts for the smooth implementation

of the Project. They are considered as “Inputs” of the Project from the Japanese side.

26 experienced local and international experts were deployed as Leading Advisors (LAs) as of the

Terminal Evaluation. They were allocated to many divisions and departments in DCDA as DCDA staff

members. Three experts in the areas of EIA, Engineering and Administration were employed as local

experts for the Project Office. Three local experts were also deployed to the Project Implementation Unit

(PIU) for Kabul Solidarity Program (KSP) which is one of the Sub-Projects under the Project.

(4) Equipment

Equipment for ground water survey was provided through the Sub-Project for Ground Water Survey

for Dehsabz South Development Area. That technical equipment was handed over to the Ministry of Water

and Energy.

(5) Local costs

A total amount of 5,260,516,985 yen was disbursed as expenses of Japanese side since the

beginning of the Project by September 2014. The expenditure includes costs of local experts, local

consultant, pilot projects, consumables, car rental, and project office management. Details of local costs

are attached as Annex 4-4.

4-1-2 Afghanistan Side

(1) Assignment of Counterpart Personnel

Main counterparts are Technical Deputy Mayor in charge of technical issue from KM, and Directors

of Finance & Procurement Division, Marketing & Sales Division and Operation & Maintenance Division

from DCDA under the supervision of CEO. MUDA as a leading governmental organization in urban sector

supported the initiation of the Project.

(2) Operational Expenses

Afghanistan side provided the cost for the EIA and demining activities for the Sub-Projects

activities such as “Project for Improvement of Kabul Charikar Road and Construction Northern part of

Kabul Outer Ring Road” and “Infrastructure Development for Parcel 1 Area in Dehsabz South” from the

development budget of DCDA worth 362,415 USD equal to 22,800,000 Afghanis. In addition to this cost

on the assignment of counterpart personnel and their administrative costs were also borne by DCDA.

(3) Provision of Facilities for Project Operations

The necessary office spaces with office equipment have been provided for the Project at DCDA.

Kabul Municipality has also provided offices for the Kabul City Road Improvement Sub-Project and for

Kabul Solidarity Program Sub-Project.

－10－

(4) Technical Reports produced within DCDA

More than Two thousands reports have been produced by DCDA on technical, commercial,

administrative, financial, economic and land issues as a result of the technical cooperation project. The

contribution of the leading advisors recruited through JICA was very handy in this endeavor. A very

functional database has been prepared to achieve these valuable reports within DCDA.

4-2 Achievement of Outputs The Team assessed the achievements of Outputs according to the indicators set on PDM 2 and

summarized the results as follows. Although some indicators stated in the PDM did not have target values

or levels, the Team confirmed that the overall degree of achievement of the five Outputs is good. The

Team confirmed that a variety of tangible outputs has been produced by the Project.

4-2-1 Output 1

Output 1: Implementation system of urban development for New city is strengthened.

Objectively Verifiable Indicators (OVIs) Achievement

1-1 DCDA organizational structure is established and necessary staff is allocated.

・Organization of DCDA has been established through the Project’s inputs such as technical advice and capacity building of the staff members. Organizationally, the necessary divisions and departments have been established after several structural changes. The establishment of Project Management Division was one of outputs by the Project after DCDA recognized its importance for infrastructure development management through capacity building trainings. ・The number of staff increased from around 60 in 2009 to 151 as of October 2014 with reinforcement of local experts who assumed most senior management posts in different divisions. Those local experts were allocated by the Project as Leading Advisors (LAs). At the time of the Terminal Evaluation, 26 LAs have been working as DCDA staff. ・DCDA status is still in the process to transform from an independent budgetary unit to a government corporation. The request to be a government corporation has been submitted to the government by the Independent Board for Kabul New City development but it was still in the process of authorization at the time of the Terminal Evaluation.

The Team confirmed that the level of achievement of Output 1 was high and Output 1 has a good

prospect to be achieved by the end of the Project. The Project should continuously make efforts to

strengthen organization especially from the point of view of sustainability.

Compared to the organization structure of DCDA at the initial time of the Project, the number and

－11－

capacity of the DCDA staff members have drastically increased. The initial time of the Project, there was

no counterpart personnel for the Project to transfer the technical skills and knowledge in many areas. As

increase in the number of staff members including injected LAs, the areas of DCDA’s activity expanded.

The Project could conduct many activities for urban development with these members through conducting

SPs for capacity development. Those were Capacity Development Project for Promotion of KMAD (CD),

Capacity Development in Business Development Services Sub-project (BDS), and Sub-Project of Human

Resource Development for Urban Development on the Promotion of the KMAD (UDH). The upgrading

capacity of staff members (Output 2) enhanced the organizational strength. All the divisions and

departments of DCDA became functioning. The current organization chart of DCDA is attached in Annex

5.

However, there is a concern regarding the posts occupied by the LAs after the termination of the

Project since some of LAs occupy senior management posts. Although the capacity of DCDA non-LA staff

has been improved through OJT done by LA, if those LAs leave DCDA, it may affect the organizational

strength and the organization sustainability may undermine the achievement of the Project. As being

pointed out at the Mid-Term Review, DCDA should consider seriously for this matter.

In addition, the status of DCDA as a government corporation has not been established and yet to be

finalized by the new government. Currently, DCDA is an independent budgetary unit. The application to

become a Government Corporation is still in the process. The Project should follow the progress of the

authorization process and give necessary advice to DCDA in the rest of the period.

4-2-2 Output 2

Output 2: Capacity of DCDA to implement infrastructure development projects for New City is

developed and improved.


2-1 Private investment is managed by

the initiative of DCDA staff based on

Business Plan and Development

Guideline.

・ Several important documents and reports were produced by

DCDA technical and commercial divisions and departments

of DCDA to smoothen the way for private sector investment

in KNC. i.e. Topographical Survey of Phase 1 at the Scale of

(1:1000), Structure Plan and Urban Development Guidelines,

Draft Grading plan of Phase 1, Greenery master plan,

sewerage and Drainage Design for KNC, Detailed

development plan of Phase 1, Draft Master Plan of Education,

Healthcare and other public facilities, outline Design and

EIAs for Infrastructure Projects, Procedures for dealing with

land affairs, Business plan of Phase 1, many technical and

commercial procedures, QC and QA manual, O&M

procedures, etc.

・Contract worth about one billion USD private investment for

development of Parcel 1, (pilot project of the Project (830ha))

was signed with a private developer in September 2013 based

on the Business Plan and Development Guidelines, which

－12－

were developed by the Project.

・Besides Parcel 1, DCDA concluded 4 other contracts with

local land proprietors and developers by the initiative of

DCDA. It is one of the proofs that DCDA gained capacity for

preparing business plan and development guidelines and

conducing bidding.

2-2 Interest in investment in New City

from private developers get increase.

・According to DCDA, many inquiries have been posed from

private developers inside and outside of Afghanistan about

New City development by the result of public relations efforts

initiated from DCDA. Several kinds of promotion DVDs of

New City have been developed and distributed to interested

developers. In addition, DCDA participated in several

international conferences, trade fairs and EXPOs in USA,

Dubai, Turkey and India to promote New City.

・New City will be joining the “New Cities Foundation” in

December 2014, which is a well-known non-profit

organization. DCDA will participate in the “New Cities

Summit” in South Arabia next year.

The Team confirmed that Output 2 has been achieved partly compared to the PDM indicators,

although there had many tangible achievements.

The planned activity of the Project which supposed to conduct OJT through implementing a pilot

infrastructure development projects in model area of in Parcel 1 could not be realized due to land, security

and political issues1 (Activity 2-6). Besides, the Japanese experts for conducing pilot projects had to leave

the country due to the deteriorated security since beginning of 2013. At the time of the Terminal

Evaluation, any of the implementation of infrastructure development project has not started yet. That

means that DCDA has not experienced yet the management of private developers during the

implementation of the infrastructure development projects, as well as activities for Operation and

Maintenance (O&M). Nonetheless, DCDA successfully concluded the contracts with private developers

and O&M issue was incorporated into the contract as learned from the Project.

Considering the fact that nearly half of those who have upgraded capacity through the Project were

LAs, who were allocated by the Project as local experts, the Team had some concerns whether those

capacities would remain in DCDA. The Project, therefore, needs to keep efforts to make these capacities

to be consolidated into the institutional capacity in the rest of the Project period.

The followings are the major activities under Output 2.

1 Land issues in post-conflict Afghanistan are extremely complex. Current Land Law in Afghanistan is not responsive to the needs of urban development. Also the customary law on land is exists in addition to the statutory law. The Japanese side expressed serious concerns and discussed with DCDA from the initial period of the Project. As a result, besides other efforts DCDA initiated and lobbied the amendment for relevant closes of the Land law. In addition, 2014 Presidential election affected the security and also decision-making process in regard to start of implementation work of New City development since DCDA was under the independent board reporting to the President.

－13－

(1) Formulation of Necessary Planning and Design Documents

Necessary planning documents prior to manage private investment such as Preliminary draft of

Business Plan, Structure Plan for Phase 1 area of KNC, Draft Development Plan and Land Preparation

Plan (Scale 1:5000) for Parcel 1, and Development Guidelines for the Phase 1 area of New City have been

developed through CD and BDS SPs. Throughout a preparation of these documents, planning and

designing capacity of DCDA staff members has been upgraded through in-country trainings and OJTs.

They have also acquired the knowledge on regulation and guidance for private investment including

preparation of tendering documents and detailed development guidelines such as for social housing, water

& greenery plan.

(2) Capacity development on urban development management and implementation of urban

development infrastructure projects

Further, capacities on urban development management have been strengthened through in-country

and overseas trainings. The site visits in Japan and third countries (India, Turkey and Malaysia) were also

made. As mentioned in “Input” above, for DCDA, as of the Terminal Evaluation, in total 40 C/Ps were

trained in Japan, 22 C/Ps in India and 24 C/Ps in Turkey, 3 in Malaysia. Out of the number of participants,

more than half of them were DCDA own staff and the rest was LAs.

C/Ps received variety of fields of urban development realization methods including land

readjustment, zoning control, building codes, land finances, PPP, etc, and urban development management.

The experiences of new city management of Japan, India and Turkey were shared including legal,

institutional and financial arrangement of urban development management agencies in each country.

The focusing areas of training included revising a Business Plan to reflect private developers

financing plan, preparation of detailed development guidelines, formulating social housing development

plan and water and greenery network plan.

In addition, the capacity to implement urban infrastructure projects was improved through

conducting several infrastructure SPs. Those include “Groundwater Survey for Dehsabz South

Development Area Sub Project”, “Project for Improvement of Kabul Charikar Road and Construction

Northern Part of Kabul Ring Road”, “Project for Infrastructure Development in Dehsabz South” and

“Feasibility Study on Urgent Water Resources Development and Supply for Kabul Metropolitan Area”.

However, some of the planned activities such as conducting a pilot project in the Project for Infrastructure

Development in Dehsabz South could not be realized due to the deterioration of security. The security

situation has affected the implementation of other SPs.

The self-evaluation to the 35 DCDA staff members2 for capacity development conducted by the

Project showed positive as shown in Table 4-1. In total 91.4% answered that they have either

“significantly” or “moderately” improved their knowledge and understanding on design and planning of

infrastructure projects. Some positive comments included “the training gave a broad perspective of urban

development projects and its infrastructure”, and “land readjustment method in Japan was very useful to

2 The questionnaire was directed both LA and non-LA DCDA staff members of which 22 out of 35 DCDA staff members were non-LA staff members. It was found that there was not much difference in their answers.

－14－

apply New City development”. Regarding the knowledge of business plan, about 80% of respondents

answered “significantly” or “moderately” improved. It was pointed out from many respondents that

training on business plan was very effective. It was also pointed out that learning from different countries

was effective and useful to gain different ideas. It was also confirmed that they have used the acquired

knowledge and skills in developing zoning control manuals, land cost estimation, land readjustment, land

grading, preparation of transition to a government corporation, etc. At the end of the training of UDH, an

action plan was developed by each participant and the follow-up activities have been done with closely

monitored by the Project, so that they could use the acquired knowledge and skills. The learning of the

trainings helped DCDA to review the technical commercial documents of the developers and contractors

submitted to DCDA.

Table 4-1: Questionnaire results on capacity building for DCDA

Questions Results Knowledge and understanding of implementation of infrastructure projects in terms of planning and design

Significantly improved: 11(31.4%) Moderately: 21(60.0%) Not improved: 0 Unable to rate: 3 (8.5%)

Knowledge and understanding of urban development for New City

Significantly improved: 13 (37.1%) Moderately: 19 (54.2%) Not improved: 0 Unable to rate: 3 (8.5%)

Knowledge and understanding of business planning related to New City compared with before the training

Significantly improved: 14 (40.0%) Moderately: 13 (37.1%) Not improved: 5 (14.2%) Unable to rate: 3 (8.5%)

How likely are you to use the knowledge/skills acquired from the training workshops in performing your work?

Highly likely : 21 Likely: 15 Not likely: 0

Did you apply the knowledge gained from the training to your work?

Yes: 32 No: 1

Did you apply the technical skills gained from the training to your work?

Yes: 28 No: 5

(Source) Internal Assessment by the Project (September 2014)

(3) Formulation of basic strategy for rural development in Dehsabz Area

The concept of KMA M/P promotes a harmonized urban development with exiting neighboring rural

communities. It also meant to mitigate disparity between urban and rural economies by enhancing services

to improve livelihood of the rural communities. Therefore, it requires DCDA to have a function to

coordinate and promote rural community development within the New City. In order to assist DCDA to

have such function, Sub-Project for Regional and Community Development in Dehsabz Area was

conducted.

In the early stages, the SP suffered from absence of C/P due to generally scarcity as well as high

turnover of staff members of DCDA, which made technical transfer difficult. After restructuring of

divisions of DCDA and allocating C/P for the rural development tasks to the Urban Planning Division

and Project Management Division, the activities went smoother.

－15－

Through conducting 12 pilot projects3 in the villages in Dehsabz Area with DCDA officials, DCDA

have realized the importance to develop a strategy for effective rural development in order to

complement New City development. They have also learned a flow of rural development projects from

planning, implementation, monitoring and evaluation and the role of DCDA among them. By

implementing rural pilot projects, the SP linked the DCDA with the relevant ministries and organizations

since DCDA is a mediator and coordinator for these rural projects and actual implementation and

maintenance have to be done by those organizations with rural communities. Especially, the strong

relationship has been established with Ministry of Rural Rehabilitation and Development (MRRD),

which is the leading ministry for the rural development. In addition, coordination with other JICA project

on literacy, “Project on Improvement of Literacy Education Management in Afghanistan

(LEAF/LEAF2)” was found. The literacy pilot project used the monitoring manual and format which

were developed by LEAF/LEAF2. In addition, the officials from Literacy Department of Ministry of

Education who have trained by LEAF/LEAF2, conducted training for the monitoring personnel for the

SP.

According to the beneficiary survey conducted by the Project, the majority of rural communities

appreciated very much for the pilot projects and found the pilot projects brought positive changes in their

lives and living conditions. By using the strategy to involve community in the pilot project in selection,

implementation and monitoring, the ownership of the project increased. The survey showed that the

community was maintaining their outputs carefully.

Regrettably, due to the deteriorating security, the Japanese experts of the SP could not enter in

Afghanistan since July 2013. Since then, the SP had to operate remotely from Japan by instructing the

national staff with e-mail and telephone communication as well as TV conference. However, due to the

lack of monitoring and supervision, there was a delay in implementation of pilot projects.

4-2-3 Output 3

Output 3: Implementation system of urban development for Kabul City is strengthened.


3-1 Revised version of Kabul City MP

is developed and authorized.

・The revised version of Kabul City MP was completed in June

2011under “Sub Project to Revise the Kabul City Master

Plan”.

・Revised version was authorized in March 2013 by the

Cabinet. MUDA facilitated the authorization process.

3-2 Necessary divisions/departments

in relation to the urban development

are established in Kabul Municipality.

・Through capacity building activities by SPs, the senior

management recognized the necessity to establish new

divisions. As a result, the following three divisions and one

department have been established so far.

1) Land Redevelopment Division (Est. August 2013)

3 Pilot projects include constructing/rehabilitating rural roads, schools, toilets, karez, and clinics, conducing literacy classes and vocational training, and income generating activities like poultry raising and distribution of seeds. Social development parts like literacy, vocational training were targeted to women. According to the Japanese experts of the SP, the community highly appreciated the pilot projects and literacy projects for women and income generating activities received a positive reputation among them.

－16－

2) Land Readjustment Division (Est. August 2013)

3) Urban Transport Division (Est. March 2014)

4) Road Maintenance Department (Est. November 2013)

The Team confirmed that the level of achievement of Output 3 was high considering the

achievement of PDM indicators. However, the Project needs to make continuous efforts to keep the level

of achievement.

Based on the authorized Kabul City MP, a unified understanding of Kabul City development was

secured by sharing the document to the interested donors and organizations.

The Project developed a solid base of KM organization to implement effective urban development

by capacity development of KM officials and strengthened organization structure. Major areas of capacity

building were; development of detailed plan based on Kabul City MP, Land Readjustment, Land

Redevelopment, and Urban Transportation Network and road design, maintenance and supervision. Those

capacities were upgraded by CD, BDS, UDH and Kabul City Road Improvement Sub Projects. Through

those capacity development activities, senior management recognized the necessity to establish new

divisions in KM. For example, KM did not have office in charge of Land redevelopment and Land

readjustment including implementing zoning. It was the first time for them to have such functions. While,

there was a Road Maintenance Division in KM, only road planning and construction departments were

working since there were limited roads to be maintained. The KM official did not have much experience in

road maintenance before the Project. Through implementing Kabul City Road Improvement SP, necessity

to establish a new department for road maintenance was raised and established. In the newly established

divisions and department, the officials who have trained by the Project were allocated. This fortified the

organization capacity. However, it was also found that the newly established divisions have to start from

the lower levels of salary package according to the regulations. This has discouraged the motivation of the

officials who transferred to those divisions. The Project should encourage the senior management to solve

this issue.

4-2-4 Output 4

Output 4: Capacity of Kabul Municipality to implement urban development projects is improved.


4-1 Urban planning system in Kabul

City is improved.

・Capacity improved in development of detailed plan based on

Kabul City MP, Land readjustment, Land redevelopment, Urban

Transportation Network and road design, maintenance and

supervision by conducting OJT training and seminars in Kabul as

well as trainings in Japan and third countries. However, those

capacities are still fundamental level and further strengthening of

the capacity is required for the effective implementation of Kabul

City development.

・In total, more than 70 KM officials have been participated in the

in-country and overseas trainings. Among them, 52 KM officials

trained in Japan, 25 for India, 21 for Turkey and 3 for Malaysia.

－17－

・ According to the questionnaire to KM, they rated “fully

understood” on road maintenance, “enough” for land readjustment

and Land redevelopment, and “some” for zoning and urban

transportation network.

・Actual land readjustment and redevelopment activities in District

1 has started since November 2013 using upgraded skills and

knowledge.

4-2 By the end of the Project, the

residential improvement projects

have been completed in at least 7

districts of Kabul City.

・Residential improvement projects were conducted in the form

of Kabul Solidarity Program (KSP4). KSP covered a total of 7

districts (3 districts for Phase 1, 4 for Phase 2) at the time of the

Terminal Evaluation.

・With the successful implementation of KSP, it is promising that

KSP method will expand to other districts of Kabul city as well

as other four municipalities with the financial assistance from

Word Bank and Embassy of Japan.

・Initially KSP was operated by the National Staff of KSP SP in

PIU which was established under the Planning Division of KM.

The counterparts were relevant district officials. After the Mayor

recognized effectiveness of KSP, KM allocated four KM officials

in the PIU.

The Team observed the achievement level of Output 4 was high and it is expected that the Output 4

will be achieved by the Project period in accordance with PDM. The Project needs continuous efforts to

ensure those trained skills and knowledge to be sustained after the Project such as through close follow-up

activities. Land readjustment method was highly appreciated by KM and technically appropriate in

addressing urban issues of Kabul City. However, it was noted that the practical knowledge of the urban

development which is necessary for implement zoning and land readjustment projects has yet to be built

for effective implementation of Kabul City development.

According to the Internal Assessment, the KM officials did not have much knowledge and skills on

the land readjustment, land development, urban transport networks including skills like zoning method.

One of the respondents commented that process of land redevelopment and land readjustment were new

methods in Afghanistan. The respondents of questionnaire to KM by the Terminal Evaluation also

expressed the effectiveness of the capacity building trainings that the Project provided through several SPs

on urban development. It was also expressed that especially seeing and sharing the actual experience of

urban development of Japan, India and Turkey were effective.

Using the upgraded capacity, KM has started the actual land redevelopment activities since

November 2013 in District 1 in Kabul City. KM has initiated consultation meetings with the local

community living in un-planned area after series of consultative discussion. Consequently, plans for green

4 KSP is a community development project in urban area which the Project initiated. Community organizes themselves as Neighborhood Development Council (NDC) or Gozar Development Council (GDC) and identifies the community project. With the minimum of 25% of contribution from the community, the approved project will be financed from KSP. KSP contracted with UN-HABITAT to be a facilitator for KSP. In Afghanistan, National Solidarity Project (NSP) has been conducted in a similar manner but only limited to rural areas.

－18－

area, schools, roads and side ditches for the agreed areas have been developing with technical assistance

from the Japanese experts.

KSP aims to improve residential environment with collaborative works with the community.

Necessary manuals to conduct KSP on accounting, procurement, workshop with community, auditing, and

community participation were developed by KSP. Most of the priority project identified by the community

was the construction of roads and ditches. The Project encouraged the advancement of women, so 10% of

the finance of KSP was decided to allocate to those projects for women. KSP started in 2011 and covered 7

districts at the time of the Terminal Evaluation. The reputation of KSP was very high among community,

KM and other donors. The beneficiary survey conducted by the Project showed also positive results. All

respondents assessed the project very effective. Before the project the community suffered a lot with dusty

road with full of garbage, which affected their health and mobility especially in winter time. In addition,

many respondents pointed out the strengthening of the community ties in the course of the KSP. They have

acquainted with neighbors and raised a sense of unity for the first time by involving in the activities. Some

community mentioned that the project connected the community with the government. It was found that

community contribution was more than minimum 25% in many KSP projects. Currently, the KSP PIU has

received more than 10 applications and inquires a day at the time of the Terminal Evaluation.

With the successful implementation of KSP, the initiative of KSP has been expanding. The Embassy

of Japan decided to promote KSP activities to other 4 municipalities in Afghanistan, namely, Jalal-Abad,

Herat, Mazar-i-Sharif, and Kandahar. KSP shared the manuals to those four municipalities and also

arranged a field tour to the project sites.

4-2-5 Output 5

Output 5: Necessary coordination among related organizations for Kabul Metropolitan Area

Development is properly made.


5-1 Common understanding on the

concept of New City has been

nurtured among Afghan government.

・ 21 interface agreements with relevant ministries and

organizations have been signed for the New City. These

interface agreements clarifies the scope split between DCDA

and relevant ministries and organizations on the new city

development with specific action items and timeline signed by

the Ministers or head of the organizations and the CEO of

DCDA.

・ Overall development for the New City was already

understood by counterpart organizations, which was further

enhanced by the joint workshops in Japan, India, Turkey and

Malaysia arranged by the Project.

・Although a mechanism for the interagency coordination

existed at the high level (i.e., KNC board), it has not been

efficient.

・Regarding water resources development of New City, the

common understanding with relevant organizations including

－19－

of Supreme Water Council has been reached.

・Outer Ring Road of New City has been agreed with the

relevant organizations.

5-2 Knowledge and information on

urban development from the existing

Afghan city has been shared for New

City development.

・There was no activities to achieve this indicators in the

Project.

The Team observed that achievement of Output 5 was partly in accordance with the PDM indicators.

The concept of development of New City has been nurtured well among Afghan government, although the

interagency coordination issue on institutional matter on KNC still exist, which was also pointed out at

the Mid-Term Review. At the high level, there are the Coordination Committee on Greater Kabul

Development (CCGKD) and KNC Board which were assumed to be the places to discuss issues regarding

KMA development. However, it has not been functioning well, although the Project has been pointing out

the issue at JCCs and consultation meetings with relevant officials.

DCDA succeeded signing 21 interface agreements with the relevant ministries and organizations to

define and enhance the cooperation with all relevant organizations on New City development as of

September 2014. The list of interface agreement is attached in Annex 6.

The Team recommended that the Project should continuously urge to cultivate a common

understanding of New City development among relevant Afghanistan stakeholders in the new government.

The Team found that the indicator 5-2 was not relevant to measure the Output 5 and there were no

activities related to achieve this. Instead, this indicator is recommended to be altered to “Knowledge and

experience on urban development of New City and Kabul City has been shared to the existing Afghan

cities”. Actually, DCDA has been preparing a Master Plan of Sorubi District, one of urban areas of Kabul

Province using their skills and knowledge which were developed by the Project. For Kabul City, as

mentioned in Output 4, knowledge and information of KSP has been shared to other districts of Kabul and

for major municipalities in Afghanistan.

4-3 Achievement of Project Purpose

Project

Purpose

Capacity to promote implementation of Kabul Metropolitan Area Master Plan is

developed.


(1) Relevant officials of Kabul

Municipality are able to develop and

manage urban planning of Kabul City

in accordance with Kabul City MP

(e.g. capable to implement zoning

and urban development management

by their own initiatives)

・It was found that the basic capacity increased greatly in KM.

Through the capacity building activities, the relevant officials

understood the methods of road maintenance and

management, land readjustment and development, and KSP.

For example, the relevant officials are now able to design a

road plan using proper methods and appropriate tools, which

they could not do before the Project. That means they could

conduct technical assessment of the drawings which private

－20－

developers and donors submit. In this way, the capacity of the

total management of urban development has been steadily

upgraded. It was, however, found that more technical capacity

was still in need to use improved methods.

・It was also found that the skills and knowledge which have

obtained by the training were shared to other colleagues by

horizontal trainings, presentation and OJT.

(2) Relevant officials of DCDA are

able to develop and manage urban

planning of New City from their own

initiatives (e.g. formulation of

realistic development plan,

preparation of tender documents,

bidding management, contract with

private companies, operation and

management of development

projects, etc.)

・DCDA is now able to prepare, review and modify structure

plan, detailed development plans and designs of the

infrastructure and public facilities submitted by the private

developers.

・Capacity on financial and economic analysis has also been

upgraded.

・Land readjustment procedures was prepared internally

within DCDA and the concept was successfully considered

and reflected in all the contracts signed with private

developers for development of different Parcels.

The Team concluded that the Project Purpose has been achieved partially at the time of the Terminal

Evaluation. While the capacity development for KM will be achieved by the end of the Project, the

capacity of DCDA to implement KMA MP has been achieved partially. This was due to the fact that the

planned capacity building through implementation activities for DCDA was hindered by the external

factors, namely, land, security and political issues. It was, however, noted that the capacity was built for

DCDA staff members through series of training by the Project and OJT made by LAs.

Although the clear understanding among the Afghan government stakeholders for the development

of New City has been put in place, the functionality of institutional coordination mechanism for KMAD

has been a challenge due to the overlapping mandates as seen in Output 5.

However, the Team acknowledged that the Project led the improvement of organizational and

technical skills and knowledge as well as the changes in attitude during the course of training and

interacting with Japanese experts. Field studies exposure to Japan, India, Turkey and Malaysia on urban

development issues led to increase their knowledge base.

Regarding the capacity for KM, they can now implement land redevelopment, land readjustment,

road design and maintenance. In addition, they have acquired to skills and knowledge to coordinate KSP

projects with communities and relevant organizations. Most of the skills were new to KM staff members

and they have recognized the importance for effective urban development. The establishment of new

divisions in KM was the proof that KM heightened the awareness. However, those skills need to be further

strengthened and brushed up to cope with any problems and obstacles.

In regard to the capacity for DCDA, the Project developed abilities on project management, urban

planning and management, infrastructure planning and design, land development, business and financial

planning, organization development, and PPP arrangement.

－21－

4-4 Issues on the Implementation Process PDM was modified three times during the Project, from PDM 0 to PDM 2. PDM 0 was developed in

February 2010 as a tentative PDM before the Project initiated. Then, after the Project started a revised

version of PDM 1 was developed and utilized until the Mid-Term Review. At the Mid-Term Review in

April 2013, the PDM 2 was proposed to be revised for the following reasons; the objectives were

overlapping among 6 outputs, it was not clear where each SP was situated in PDM, and there were some

deficiencies in indicators (target value, measurability, and appropriateness). The current PDM 2

streamlined the outputs from six (6) to five (5) and reorganized the Outputs focusing on capacity

development of DCDA and KM, and its coordination as KMAD.

Experienced local and international experts were recruited and allocated to DCDA by the Project as

Leading Advisors (LAs) since the number and capacity of staff of DCDA at the initial time of its

formulation were very limited to conduct New City development. Those LAs took roles to compliment

missing technical skills and serving mediators for technical transfer from Japanese experts. As of the

Terminal Evaluation, 26 LAs were working as DCDA staff and many of them were holding management

posts. There is a concern from both DCDA and JICA regarding the support of LAs that may have a bearing

on sustainability of DCDA. The first draft of the transition plan of LAs to incorporate into DCDA staff

members in a gradual manner has been completed by DCDA.

Due to the security deterioration since the beginning of 2013, the travel of Japanese experts of SPs

to Afghanistan was restricted. All SPs had to be remotely managed from Japan since middle of 2013. The

Project and the SPs made good efforts to minimize the effect from the remote management. Some adverse

impact such as delay in project implementation and smooth communication were noted. Initial deficiency

in SPs infrastructure were noted and later rectified.

Regarding the communication between the Afghan side and Japanese experts, both sides made

utmost efforts for smooth implementation of the Project, however, due to the circumstances beyond the

control of both sides such as security issue, some communication gaps existed.

－22－

5 Evaluation Results by Five Criteria

5-1 Relevance

The relevance of the project is high (A) based on the following points.

(1) Relevance with the policy of Afghanistan

The Project is well aligned with Afghanistan National Development Strategy (ANDS: 2008-2013).

The government identifies that KMA development is one of major programs in ANDS, as especially

delivery of public services, sustainable development, private sector-led market economy and progress

towards MDGs.

(2) Relevance with the needs of target groups

The request made by the Afghan government and the needs of local people to solve the rapidly

growing various urban problems has been well addressed in KMA MP which is the basis of the Project. In

order to implement KMA MP, the capacities of implementing agencies, namely DCDA and KM, which are

the target groups of the Project, lacked the experience and capacity in implementing urban development.

There were pressing needs to upgrade their capacity.

(3) Relevance with the assistance policy of Japan

The Project is also in line with the Japanese policy and strategies. Japan has been assisting

reconstruction and development of Afghanistan since 2001. Infrastructure development was one of priority

areas of assistance. “New strategy to counter the threat of terrorism” announced in 2009 by the Japanese

government pointed out that “it is essential to stabilize people’s lives and establish economic foundation”

in order for the Afghan government to obtain confidence from its own people. Therefore, the tangible

outcomes recognized by the people were critical in areas of infrastructure development and basic human

needs. Solving urban problems in Kabul Metropolitan Area was fit for this purpose.

5-2 Effectiveness

Effectiveness of the project is evaluated as medium high (B+) although the there are many tangible

outputs from the Project. However, the achievement of the Project Purpose will not be fully achieved by

the end of the Project judging from the PDM indicators.

(1) The Achievements of the Project Purpose

As explained in the above section 4-3, the achievement of the Project Purpose is partially

accomplished by the Terminal Evaluation and the prospect to achieve the Project Purpose by the end of the

Project period would require intensive efforts from relevant stakeholders. This was due to serious external

factors mentioned in below as hindering factors.

Out of two PDM indicators, the Team confirmed that the indicator for capacity building of KM

would be achieved by the end of the Project. Tangible outputs such as road design and cost calculation

have been prepared by the KM officials on their own. The actual implementation of the land

－23－

redevelopment activities has been commenced since November 2013 using upgraded skills and knowledge.

While the other indicator for capacity building of DCDA would be confined to certain areas of capacity

since the actual implementation of infrastructure development projects have not be able to be commenced.

In addition, the Team noted that the Output 5 has not achieved yet. However, the Team acknowledged that

the Project brought both organizations the improvement of their technical skills and knowledge in a great

deal as well as the changes in attitude during the course of training and interacting with Japanese experts.

In addition to the capacity development, the Team recognized that the Project brought tangible

outputs to the local community by conducting several SPs, which enhanced the effectiveness of the Project.

For example, the infrastructure of Kabul City has been upgraded by Kabul City improvement Sub-Project.

12Km of trunk roads and 16Km of community roads have been rehabilitated. In the “Sub Project for

Improvement of Kabul Charikar Road and Construction Northern Part of Kabul Ring Road”, the design

and cost calculation were done by the DCDA and the actual construction is under process by the Ministry

of Public Works. So the road will be soon upgraded. Through KSP projects, community roads were paved

with asphalt with ditches. Sub Project for Regional and Community Development in Dehsabz Area also

brought benefit to the rural community by conducting many community developments as pilot projects. It

was found that all of these projects were benefitted to the local community and they have appreciated a lot

as identified by the beneficiary survey.

(2) Promoting factors to achieve the Project Purpose

The followings are some of examples to promote achievement of the Project Purpose despite the

harsh conditions with restricted movement of the Japanese experts.

- Leading Advisors (LAs) of DCDA who have been hired by the Project functioned well to promote the

Project activities. LAs were attached to the different divisions of DCDA. They have been

complementing missing technical skills and serving as mediators for technical transfer from the

Japanese experts.

- The strong commitment and assistance from Kabul Mayor and Technical Deputy Mayor promoted the

smooth implementation of the activities as well as the changes in awareness of their staff members.

The prompt decision making to establish the new divisions in KM was one of the results.

- Trainings in Japan and third countries worked positive to motivate the counterparts. In addition, the

showing and sharing similar experiences enlightened their knowledge and broadened their

perspectives. Some participants expressed their opinions that the training should be more field

oriented and some communication issue with Japanese experts was difficult due to language barrier.

(3) Hindering Factors to Achieve the Project Purpose

- Land issues in New City still remain the major external obstacle to the Project to conduct New City

development. The land issues stated earlier include ambiguity of land titles, lack of public financial

resources to acquire lands, influence of land mafia, deficiency of legal framework and lack of urban

land policy.

- Security deterioration since beginning of 2013 hampered the Project activities. Most of the Japanese

－24－

experts of SPs could not enter into Afghanistan since middle of 2013 and some SPs cancelled the

planned activities such as implementing pilot infrastructure projects and terminated in the middle of

the period. Some SPs continued to implement the activities remotely from Japan instructing their

national staff by e-mail and TV conference. However, the loss of time and communication gaps was

found to be inevitable.

Similarly, the Project also affected by the deterioration of security. Although the Project prepared the

contingency plan to operate remotely followed by the recommendation of the Mid-Term Review, the

lowering efficiency and effectiveness was unavoidable. However, it was found that the Project made

utmost efforts to keep engaging close communication with the national staff and counterparts. The

Project is holding a follow-up meeting of action plans with DCDA and KM separately every three

weeks in Japan. Every alternate week, the internal meeting among the Project, JICA HQs, and JICA

Afghanistan Office are held by TV conference.

- There is in general sense of optimism by all stakeholders like the government leaders, politicians,

private sector and local community, regardless of the fact that there are too many issues to be solved

before actual implementation of New City development. Therefore, DCDA is pressurized to

accelerate the construction of New City beyond its control.

- Presidential election was held in April 2014 but could not be finalized until the end of September

2014. Those delays and uncertainty and security situation caused the delay in Project implementation.

Besides, without establishing the new government, the transition of status of DCDA was put on hold.

(4) Causality relationship between Outputs and Project Purpose

All the five outputs contribute to the enhancement of the capacity to implement KMA MP, the

Project Purpose. However, some planned activities especially under Output 5 need to be further

strengthened for the rest of the project period to attain the Project Purpose.

5-3 Efficiency Efficiency of the project is evaluated as medium (B) based on the following assessment.

(1) Inputs from Japanese side

Despite the harsh and difficult conditions, both long-term and short-term experts have properly

played their expected roles in the Project, which have been appreciated by the C/P personnel as well as by

the local community. Due to the security deterioration, however, the number of Japanese experts staying in

Afghanistan had been restricted especially since the middle of 2013 and finally the Project had to be

operated remotely from April 2014. Although the Project has taken measures to achieve objectives such as

by close communication with the national staff and C/Ps, it affected efficiency to a certain level in terms

of the time loss and communication gaps. In addition, some SPs had to be cancelled in the middle of the

period, some changed TORs.

As for C/P trainings in Japan and third countries, it was appreciated that the subjects and used

materials of these trainings were adequate and useful. The action plans were developed by the end of these

－25－

trainings to apply the learning to their own works. Follow-up activities and consultation by the Project

have been conducted even by remote.

(2) Inputs from Afghanistan side

The absence of C/P personnel for the SP of Regional and Community Development in Dehsabz due

to generally scarcity as well as high turnover of staff members of DCDA especially in the early stage of

the Project was pointed out as one of problems. It was also noted that there were high turnover of LAs and

other DCDA staff due to the general trend of Afghan job market. This affected efficiency to some extent.

Other problem which was pointed out was the communication gaps due to the circumstances beyond

control.

The provision of office space in DCDA with office equipment as well as Sub Project offices in KM

facilitated the activities of the Project efficient and smooth

5-4 Impact Impact of the project is relatively high (A-). No negative impact by the Project has been observed.

(1) Achievement of Overall Goal

There is a good prospect that the Overall Goal, “Development of the Kabul Metropolitan Area based

on the KMA Master Plan shall be accelerated” will be achieved if most of the existing hindering factors

have been settled. Land issue for the New City development is the one of critical problems to be solved. It

is also expected that the status of DCDA will be transformed to a government corporation and the common

concept of New City development be cultivated among Afghan government. Since the Project is dealing

with the urban development for new city, the Team understood that it took more time to be achieved. Even

in Japan, the new city development took more than 30 years of time. Thus, the PDM 2 set the target year

of the overall goal to be 2025, 10 years after the termination of the Project. Besides, the Team found that

the current two indicators for overall goal were not addressed the target concretely. Therefore, it was

recommended to change the indicators as below;

For Kabul City:

(1) The project for land readjustment and land redevelopment in Kabul City are in progress by

Kabul Municipality

(2) A Land readjustment Master Plan for Kabul City is developed by 2020.

(3) More than 15 districts of the Kabul City are undertaken community development projects using

KSP method by 2020.

For New City;

(1) By 2025, Out of the Phase 1 development, the Parcel 1 and Parcel 2 are developed through

PPP (about 3,363 ha).

(2) Other impact observed

Some signs for positive impact by the Project were observed through the interviews with the

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Japanese experts and questionnaires to the Afghanistan side as well as beneficially survey by the internal

assessment by the Project as follows;

Empowerment of the Community and Trust Building to the Government

- KSP and the SP for Regional and Community Development in Dehsabz enhanced a sense of unity and

solidarity among communities. Specially, KSP which targeted the urban community brought strong

ties among people living in the area. Usually, urban people do not know their neighbors very well.

Many responded commented in the beneficiary survey that they have acquainted their neighbors for

the first time and the project helped to bring community member closer. From the view point of peace

building, it is important to have resilient community in the post-conflict situation. The higher

resilience the community has, the higher ability the community can respond to violence and other

unexpected issues. Community felt more comfortable and even safer to live among the people they

know each other in urban setting. In addition, some pointed out that they have gained trust to the

government through the direct involvement in the government projects.

- Women also appreciated to take part in the development activities such as literacy class and income

generating activities in the above two SPs. Through participating in the activities, women who have

limited opportunity to know other women also acquainted with each other. They expressed that they

help one another to solve their problems. The Project helped the advancement of women.

Coordination and Synergy Effects with Other Donors

- The Project member participated actively in the donor coordination meeting on infrastructure and

coordinated the activities. For example, the lines of the Kabul City roads to be constructed were

coordinated with the World Bank. The road markings which were developed by one of the SPs were

used by the Canadian assisted road safety project.

- As mentioned in Output 4, KSP methodology was evaluated very effective by other stakeholders. The

Embassy of Japan also decided to finance to expand KSP methodology to four major municipalities.

Capacity Development for Private Sector

- Through the SP for Dehsabz South Infrastructure, local contractors acquired the skills and knowledge

of outline design and cost estimation as per the international standard. In addition, skills on the

engineering survey, environmental studies, development plan, detailed plan, and greenery master plan

of local contractors were developed.

- Other local contractors who improved city road in Kabul City upgraded their capacity on safety,

engineering skills, project management, etc.

5-5 Sustainability The Team found the sustainability was evaluated as medium (B), however, the financial

sustainability was evaluated as relatively low due to several uncertainties mentioned below.

(1) Policy Aspects

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KMA MP was authorized document by the Afghan government and it is anticipated that continuous

political support even after the new government is established. New government pro-private sector

approach will support the sustainable development of KMA. Besides that the role of Independent Board of

Kabul New City development was not assessed successful to bring the necessary coordination between the

relevant governmental stakeholders, therefore, it seems that the current structure will be revised by the

new Government.

(2) Institutional Aspects

DCDA and KM have been strengthened organizationally with the necessary divisions and

departments. DCDA increased the number of the staff while the necessary divisions/departments have

been established in KM. C/P personnel from DCDA and KM have improved capacity on management

issue and organizational structure. However, some concerns remains about future status of DCDA and

LAs.

(3) Technical Aspects

It was confirmed that most of knowledge and skills transferred through project activities to the

relevant C/Ps of DCDA and KM were appropriate.

For the development of New City, the sufficient capacities were installed in DCDA for the design

and planning stage of the urban development. However, due to the external factors actual implementation

could not start. In addition, the LAs issue mentioned in the above institutional aspects also raises concern

about technical sustainability. The technical sustainability will be enhanced if the Project makes efforts to

consolidate individual capacities into institutional capacity.

For the development of Kabul City, the Project effect will be sustainable, if KM keeps promotion of

new methods of urban development and keep implementing actual development projects.

(4) Financial Aspects

External dependency for infrastructure development both in existing Kabul City and New City were

identified. In addition, uncertainty of external funding exists.

The main source of KM budget is generated by its own revenue mostly from inhabitant and

development taxes and the subsidies from the Ministry of Finance (MOF). According to the interview with

KM, about 45% of the revenue is used for operational cost and the rest 55% is for the development.

Subsidy from MOF is used for the development. The budget for the recent years is shown in the table

below and demonstrates increasing trend, however, without donor support, the significant part of the

development activities for Kabul City will not be conducted.

Budget for KM (unit: USD)

2013 2014

Revenue 72 million 80 million

Budget from MOF 14 million 19 million

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Total 86 million 99 million

(Source) Interview with KM through TV conference

Currently the funding from Ministry of Finance mostly covers for the DCDA’s operational expenses

only, not for the infrastructure development activities. The future funding of DCDA is expected to be from

the revenues generated from sales of properties by developers and donors support for infrastructure

development projects together with the contribution from MOF for operational and investment activities

of DCDA. However as stated in the Business plan of DCDA as a government corporation, reviewed by

JICA UDH team, that DCDA will have some severe financial deficit in the first seven years after start of

the implementation work without support of donors for infrastructure development projects. With the

support of donors and the seed money from MOF, the financial sustainability of New City development

can be ensured.

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6 Revision of PDM

The Team suggested the slight modification of PDM indicators of Overall Goal and Output 5. The

original and revised PDM are attached as Annex 1.

Overall Goal: Objectively Verifiable Indicators Reason for modification Before (1) By 2025, the area that has been under

developed based on KMA Master Plan became X ha in the New City (2) By 2025, urban districts of Kabul City that have been developed detailed plans become Y ha.

Indicators were not concretely addressed the target.

After (1) For Kabul City

(1.1) The project for land readjustment and land redevelopment in Kabul City are

undertaken by Kabul Municipality

(1.2) A Land readjustment Master Plan for Kabul City is developed by 2020.

(1.3) More than 15 districts of the Kabul City are undertaken community development

projects using KSP method by 2020.

(2) For New City

(2.1) By 2025, Out of the Phase 1 development, the Parcel 1 and Parcel 2 are developed

through PPP (about 3,363 ha).

Output 5:

Objectively Verifiable Indicators Reason for modification

Before 5.2 Knowledge and information on urban

development from the existing Afghan city has

been shared for New City development.

Not relevant to measure the Output 5

and there are no activities related to

achieve this indicator.

After 5.2 Knowledge and experience on urban development of New City and Kabul City has been

shared to the existing Afghan cities.

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7 Conclusion

Despite the security challenges on the Project site, the Project surely improved the capacity to

implement urban development for both target organizations, namely DCDA and KM, although some

challenges still remains judging from the PDM indicators. It was also confirmed that the Project produced

many tangible outputs through significant amount of inputs including conducting 13 SPs. The revision of

Kabul City MP was developed and authorized by the Cabinet and the some infrastructure of Kabul City

such as city roads were upgraded. The Charikar road is under improvement by MPW using the design

developed by the SP. Topographic mapping and the results of ground water survey for the New City

became the base for the New City development. The signed contracts for development of 5 parcels in

Phase 1 of the New City were also outputs from the Project. The community infrastructures also improved

both Kabul City and Dehsabz areas of the New City. Those are the just some examples of the Project

outputs.

The Impact was relatively high. Signs of positive impacts especially on the community were

observed. The Project helped to build resilient community and trust to the government through conducting

community projects which was very effective to the post-conflict situation. The coordination effects with

other donors and capacity development for private sector were also seen. However, it was noted that the

prospect of the achievement of Overall Goal was much depending on the external factors. The efficiency

was evaluated as medium since the Project activities and management were interrupted due to external

factors such as land, security and political situation. Sustainability was evaluated as medium with some

concerns especially in institutional and financial aspects.

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8 Recommendations and Lessons Learned

8-1 Recommendations

The following recommendations to the Project in the rest of the Project period are made by the

Terminal Evaluation Team for consolidating project outputs.

(1) Complete the planned activities

The Project should complete the planned activities in the rest of the Project period. Major activities

include the finalization of KSP such as developing manuals of KSP for distribution to other

municipalities; conducting trainings of UDH in Japan and Turkey to follow up action plans;

conducting horizontal trainings on road management and maintenance through the Improvement of

Kabul City Road SP; and information collection and analysis on the new government policy on

KMA development.

(2) Efforts should be made to consolidate the capacity built in the individuals into institutional

capacity

The Project has built capacity of implementing variety of fields of urban development through

trainings and OJTs, however, those capacities still needs to be further strengthened to be

institutional capacities. The Project should make further efforts for this with more involvement of

DCDA and KM staff.

(3) Appropriate guidance and advice should be made for the future status of DCDA

The Project should follow the progress of the transformation process of DCDA status by the

Afghan government and give necessary advice to DCDA in the rest of the period.

Converting DCDA to a governmental corporation for the development of Kabul New City and

utilizing its gained expertise and potential through trainings for the planning and designing shall be

a benefit for the urban development sector of Afghanistan.

(4) Coordination efforts among Afghan government on urban development should be

strengthened

The Project also should give necessary advice and facilitate the efforts led by MUDA for

coordination among Afghan government on KMA development. In addition, DCDA should actively

use the existing platform to discuss the New City development among relevant Afghan government,

donors, and private sectors. Role of Independent Board of Kabul New City development to be

assessed properly and concrete solutions for enhanced coordination by all stakeholders should be

found within the Board. The new Government shall be a good platform to assess and revise the role

and performance of Independent Board of Kabul New City Development.

(5) Technical support shall be provided to promote the Business Plan of New City

The business plan prepared by DCDA and reviewed by JICA UDH team, shows severe financial

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deficit in case of no donor support for KNC. JICA provides every possible technical support for

Business plan of DCDA for Phase 1 and realization of support for infrastructure development

projects mentioned in the Business Plan.

8-2 Lessons Learned

- Make sure all the assets are in place before embarking new city development, land being the critical

issue. Appropriate social analysis on land issues regarding ownership, legal framework, and procedure of

trade before the selection of the project site should be made. Securing water resources from financial point

of view should be ensured before the implementation of the urban development project. Enabling policies

and legal framework should be in place for such large urban development project.

- Capacity of implementing parties of urban development before embarking the urban development project

is important. In addition, the ambiguity of jurisdiction among various stakeholders makes more

challenging for large scale urban development project.

- Positive lessons learned from community development projects through KSP and Regional and

Community Development Project in Dehsabz. With the strategic community development methods, the

government can gain the trust from the community and also achieve the cost effective community

infrastructure. In addition, women’s involvement in the community development produces positive impact

not only on themselves but also on the community.

- In addition, in terms of road construction, the Project demonstrated the community to the quality of

works as government project. The community highly appreciated those tangible and high quality outputs

from the Project and the sense of trust in government has been cultivated. The method that responds to

community needs with high quality of outputs is identified as very appropriate and effective for trust

building towards the government in post-conflict country like Afghanistan.

- In post-conflict situation, the changes in security, political and social circumstances surrounding the

project affects severely to the effectiveness, efficiency and sustainability. The Project was also affected by

these external factors. However, this did not undermine the significance of cooperation. The Project was

rather highly appreciated by the Afghanistan side. The joint cooperation between both the Japanese side

and Afghan counterparts in a difficult time with a strong leadership by the Project Director and his team

built the trust and strong ties among them.

- ANNEXES -

1. PDM 0, PDM1, PDM 2, PDM 3 (revised)

2. Evaluation Grid

2-1 Achievement of the Project

2-2 Process of Project Implementation

2-3 Evaluation by Five Criteria

3. List of interviewees and questionnaire addressees

4. Inputs to the Project

4-1 Dispatch of Japanese Experts

4-2 List of Sub Projects

4-3 List of counterpart trainings in Japan and Third countries

4-4 Local cost borne by Japanese side

5. Organization Chart of DCDA (as of October 2014)

6. Lsit of Signed Interface Agreement (DCDA)

7. Minutes of Meeting

Period: May 2010 - May 2015Target areas: Kabul Metropolitan Area (KMA)

Narrative Summary Verifiable Indicators Means of Verification Progress[Overall Goal]

Development of the KMA based on the Master Plan for KMA shall be accelerated. No. of projects are implemented based on Master Plan of KMA by initiatives ofKabul Municipality and DCDA, respectively.

Report of Steering Committee of development of KMA, andprogress reports of DCDA and Kabul Municipality regardingdevelopment of KMA

Number of on-going Sub-Projects: 8Number of CCGKD held:

[Project Purpose]Capacity to promote implementation of KMA Master plan is developed. 1 Development of New City takes off by DCDA through pilot project

implementation2) Urban improvement in Kabul City takes off based on authorized Mater Plan

New City pilot project infrastructure is fully in place and privatesector development is sourced out. Project progress reports ofDCDA and Kabul Municipality regarding development of KMA

EoI for Parcel 1 is being evaluated. Number of applicants: 29OD of arterial and second arterial roads, water transmission mainfor Parcel 1 is under progress.District Survey of KM completed. Discussion with KCI, KSP,KURP2 started.

[Output]1. Detailed implementation plans for KMAD is formulated. Detailed Implementation Plan for 2015-2019 and annual plan based on Master

Plan for KMA is formulated by related stakeholders.Project progress report on Detailed Implementation Plan to be filled by DCDA: Detailed Implementation Plan for how many

years has been prepared?2. Coordination structure for effective and efficient KMAD is prepared and agreed. Draft of TOR, Organization structure, Plan of administrative structure and Work

procedure of Greater Kabul Council for promotion of KMA is preparedProject progress report on preparation of TOR, Organizationstructure, Plan of administrative structure and Work procedureof Greater Kabul Council for promotion of KMA

TOR for each Departments prepared at DCDA, new organizationalstructure under discussion. StudyTours to discuss structure of Greater Kabul Council is on-going.

3.Urban management system to control and promote development of KMA is developed. Mechanism required for urban management for KMAD is improved. (e.g.. buildingcode, zoning ordinance, utilization of detailed plans, a land use plan)

Official bulletin or report regarding urban management law andregulation

Structure Plan (=land use plan) is finalized.to be filled by DCDA: any progress in building codes and detailedplan?

4. Capacity for implementation of infrastructure development projects is improved and/ordeveloped.

Process of implementing infrastructure project - (1) Planning, (2) Procurement andConstruction, and (3) Operation and Maintenance is undertaken by initiative ofcounterparts

Project progress reports of DCDA and Kabul Municipalityregarding implementing infrastructure projects

OD for arterial and second arterial roads, water transmission mainis on-going. Anything to add by DCDA?Kabul city main and residential roads improvement is underprocurement stage.

5. Capacity for New City Development Projects is developed 1) DCDA organizational structure is established2) Detailed Plan is prepared by the initiative of staffs of DCDA3) Private investment is managed by the initiative of staffs of DCDA based on theirfinancial analysis and investment promotion plan(s)4) Model(s) of private initiative project is established

Functional DCDA organizational structure. Project progressreports on activities such as financial investment plans andtraining of staffs, Documents of DCDA, and Interview of Expertand Counterpart in DCDA

1) DCDA organizational structure under development2) Status of detailed plan - to be filled by DCDA3) 29 private developers sent EoI4) Business Plan being finalized, and preparation of RFP on-going

6. Capacity for improvement of Kabul City is developed. 1) Detailed plan(s) is prepared with sufficient coordination of stakeholder by theinitiative of staffs of Kabul Municipality2) Model(s) of urban improvement is established

Project reports on activities such as detailed plan(s) and trainingof staffs, Documents of Kabul Municipality, and Interview ofExpert and Counterpart in Kabul Municipality

In cooperation with KCI, KSP and KURP2 ways of preparation ofdetailed plan and pilot projects for urban improvement is thought.

[Activities] [Inputs]

1. Detailed implementation plans for KMAD is formulated Japanese side: Afghanistan side:

1-1 Formulate Implementation Plan (2010-2014) for KMAD Experts Appropriate staff in DCDA

(1) Review of the Master Plan for KMAD Project Leader(s) / Regional Development Appropriate staff in Kabul City No review planned.

(2) Coordinate with related organizations Community Development CCGKD needs to be strengthened.

1-2 Formulate Annual Implementation Plan (2010) and select pilot projects and targetareas of pilot activities Local Governance Office spaces and facilities for the Project team

to be filled by DCDA: Detailed Implementation Plan for how manyyears has been prepared?Pilot Projects for Dehsabz rural development under preparation.

1-3 Review progress of the selected pilot projects and other projects conducted by theAfghan Government and other donors Experts depending on the necessity of the Project

No pilot projects by Afghan side.Power project by ADB.

1-4 Revise the Implementation Plan (2010 -2014) as necessary *composition of the field may be changed in the process of theproject

to be filled by DCDA: Detailed Implementation Plan for how manyyears has been prepared?

1-5 Formulate Annual Implementation Plans for 2011,2012,2013 and 2014 to be filled by DCDA: Detailed Implementation Plan for how manyyears has been prepared?

1-6 Formulate Implementation Plan (2015-2019) to be filled by DCDA: Detailed Implementation Plan for how manyyears has been prepared?

2. Coordination structure for effective and efficient KMAD is prepared and agreed2-1 Review current administrative structure for KMAD No administrative structure of KMAD. This clause must be

changed.

2-2 Study on administrative structures of DCDA and Kabul Municipality Study by CD to be completed.

2-3 Study on TORs, an organizational structure and work procedure of Greater KabulCouncil or the like for coordination among main stakeholders involved in the KMAD

Too early to mention on GKC. This clause must be changed.

2-4 Formulate a transition plan to Greater Kabul Council Too early to mention on GKC. This clause must be changed.

2-5 Monitor and supervise KMAD in accordance with roles of Greater Kabul Council Too early to mention on GKC. This clause must be changed.

3.Urban management system to control the development of KMA is developed

3-1 Review current urban planning systemOnly Kabul MP mentions on current urban planning. Any activityby MoUD thought? This clause is unclear and must be changed.

3-2 Review current regulations and control system for individual development andbuilding activities

Kabul: must be studied and developed. New City: underdevelopment by DCDA.

3-3 Review a land use plan formulated in Master Plan for KMAD and modify it asnecessary

Structure Plan contains necessary modification in land use to theMP.

3-4 Develop a mechanism to control individual developments and building activities to be filled by DCDA: any developments?

3-5 Conduct pilot activities (Urban Management) Nothing done. This clause is unclear and must be modified.

3-6 Improve the mechanism to control individual development and building activities why modify? Under development. This clause must be changed.

4. Capacity for implementation of infrastructure development projects is improved4-1 Review and analyze current mechanism (if any) to implement infrastructuredevelopment projects

Nothing done. This clause is unclear and must be modified.

4-2 Implement infrastructure development project(s) for case study OD for Parcel1 expecting implementation of Pilot project. Whycase study? Unclear statement.

4-3 Formulate manual(s) to implement infrastructure development projects Nothing done. This clause is unclear and must be modified.

4-4 Conduct pilot activities for infrastructure developmentprojects - (1) Planning, (2)Procurement and Construction, and (3) Operation and Maintenance

OD for Parcel1 expecting implementation of Pilot project. O & Mrecommendation is in TOR.

4-5 Conduct on the job training through implementation of the pilot activities Will be expected.

4-6 Modify the manual(s) through implementation of pilot projects No manual thought. This clause must be changed.

4-7 Develop draft system and rules (draft) for implementation of infrastructuredevelopment projects

What is draft syetem of ruled. Unclear and must be changed.

5. Capacity for New City Development Projects is developed5-1 Conduct training on formulation of detail plans for priority areas No plan.

5-2 Conduct financial analysis of development projects in the priority areas Business plan almost complete.

5-3 Formulate a strategy to promote private investments to the priority areas Business plan almost complete.

5-4 Conduct trainings on formulation of investment plans Business plan as joint work to be seen as training.

5-5 Formulate investment plans of the priority areas Business plan almost complete.

5-6 Formulate guideline(s) on area development for private sector Urban Guideline being prepared by DCDA.

5-7 Develop draft system and rules for implementation of private initiative developmentprojects

RFP will contain this?

6. Capacity for improvement of Kabul City is developed6-1 Review and analysis other donor's activities and current regulations related to urbanimprovement

Bi-weekly Mayor's donor meeting is reviewing the donors activitiesregulary.

6-2 Revise the Kabul City Master Plan based on the MP Revision of MP completed by June 2011.

6-3 Formulate manual(s) for formulation of detail plans No plan. This clause must be adjusted.

6-4 Conduct pilot activities (Formulation of detail plans) My be done.

6-5 Conduct on the job training and other training programs KCI by USAID has large training component.

6-6 Conduct pilot activities for urban improvement based on the formulated detail plans My be done.

6-7 Develop system and rules (draft) for urban improvement activities My be done.

Project Title: Technical Cooperation Project on the Promotion of Kabul Metropolitan Area Development (KMAD)

Counterpart: Independent Board of Kabul New City/Dehsabz City Development Authority, Kabul Municipality, Ministry of Urban Development

35－－

Annex 1: PDM 1Period: May 2010 - May 2015Target areas: Kabul Metropolitan Area (KMA)

Narrative Summary Verifiable Indicators Means of Verification Important Assumption

[Overall Goal]

Development of the KMA based on the “Master Plan for KMA” shall be accelerated. No. of projects are implemented based on Master Plan of KMA byinitiatives of Kabul Municipality and DCDA, respectively.

Report of Steering Committee of development ofKMA, and progress reports of DCDA and KabulMunicipality regarding development of KMA

[Project Purpose]Capacity to promote implementation of KMA Master plan is developed. 1）Development of New City takes off by DCDA through pilot project

implementation2) Urban improvement in Kabul City takes off based on authorizedMater Plan

New City pilot project infrastructure is fully in placeand private sector development is sourced out. Projectprogress reports of DCDA and Kabul Municipalityregarding development of KMA

Policy and/or Strategy for KMAD byGovernment of Afghanistan is not changedand/or interrupted

[Output]1. Detailed implementation plans for KMAD is formulated. Detailed Implementation Plan for 2015-2019 and annual plan based on

Master Plan for KMA is formulated by related stakeholders.Project ReportReport of CCJKD

2. Coordination structure for effective and efficient KMAD is prepared and agreed. Draft strategy for administration of KMAD is prepared Project reportAction plan(s) to enhance coordination among relatedinstitutionsReport of CCJKD

3.Urban management system to control and promote development of KMA is developed. Mechanism required for urban management for KMAD is improved.(e.g.. Urban planning system, system for enhance private initiativedevelopment, a land use plan)

Official bulletin or report regarding urban planning andmanagement systemProject Report

4. Capacity for implementation of infrastructure development projects is improved and/or developed. Process of implementing infrastructure project - (1) Planning, (2)Procurement and Construction, and (3) Operation and Maintenance isundertaken by initiative of counterparts

Project progress reports of DCDA and KabulMunicipality regarding implementing infrastructureprojects

5. Capacity for New City Development Projects is developed 1) DCDA organizational structure is established2) Structure Plan and Development Plan are prepared by the initiativeof staffs of DCDA3) Private investment is managed by the initiative of staffs of DCDAbased on Business plan and Development Guideline4) Mechanism (draft) for urban management in new development isformulated

Functional DCDA organizational structure. Projectprogress reports on new city development, Documentsof DCDA, and Interview of Expert and Counterpart inDCDAOfficial bulletin or report regarding urban managementin New city

6. Capacity for improvement of Kabul City is developed. 1) Kabul City Master Plan is revised2) Urban Planning System in Kabul City is improved2) Model(s) of urban improvement is established

Project reports on activities such as urbanimprovement project and training of staffs, Documentsof Kabul Municipality, and Interview of Expert andCounterpart in Kabul Municipality

[Activities] [Inputs]

1. Detailed implementation plans for KMAD is formulatedJapanese side: Afghanistan side:

1)Trained Staff in DCDA continue to workfor the Project

1-1 Formulate Implementation Plan (2010-2014) for KMADExperts Appropriate staff in DCDA

2)Trained Staff in Kabul City continue towork for the Project

(1) Review of the Master Plan for KMAD Project Leader(s) Appropriate staff in Kabul City

3) Budget for the Project activities by KabulCity and DCDA are secured

(2) Coordinate with related organizations Project Coordinator

4)Communities and stakeholders in KMAagree with development KMA

1-2 Formulate Annual Implementation Plan (2010) and select pilot projects and target areas of pilot activities Social Environment Office spaces and facilities for the Project team

5) Necessary resources such as land andwater are secured in appropriate manner

1-3 Review and/or Revise Implementation Plan (2010 -2014) Security Advisor

6)Necessary status as a master developer isgranted to DCDA

1-4 Formulate Annual Implementation Plans for 2011,2012,2013,2014 Procurement Advisor

7) Private land developers keep interest inKMAD

1-5 Formulate Implementation Plan (2015-2019) Experts for Capacity Development

2. Coordination structure for effective and efficient KMAD is prepared and agreed Experts for Infrastructure Development in Dehsabz South

2-1 Review current administrative structure for KMAD Experts for Regional and Community Development in Dehsabz area

2-2 Study on administrative structures of DCDA and Kabul Municipality Experts for Dehsabz South Ground Water survey

2-3 Study on coordinating mechanism for KMAD Experts for Topographic Mapping

2-4 Strengthen the function of CCGKD Experts for Improvement Kabul - Charikal Road and Northern part of Outer Ring Road

2-5 Formulate Strategy for administration and urban service delivery Experts for revise Kabul City Master Plan

3.Urban management system to control the development of KMA will be developed Experts for Road Improvement in Kabul City

3-1 Review current urban planning system Experts for Urban Improvement in Kabul City

3-2 Review current regulations and control system for individual developments and building activities experts depending on the necessity of the Project

3-3 Review a land use plan formulated in Master Plan for KMAD and modify it as necessary*composition of the field may be changed in the process of the project

3-4 Improve urban planning and management system

4. Capacity for implementation of infrastructure development projects will be improved Leading Advisors for DCDA

4-1 Review and analyze current mechanism to implement infrastructure development projectsExperts for Project Management Unit at Kabul Municipality andMinistry of Public Works and as necessary

4-2 Conduct pilot activities for infrastructure development projects

1) Planning & Design

2) Procurement and Construction

3) Operation and maintenance

4-3 Develop draft system rule(s) and manual(s) for implementation of infrastructure development projects

5. Capacity for New City Development Projects will be developed Pre Condition

5-1 Prepare Topographic Map (Basic Data) of New City AreaPeace and security condition are not worsenin KMA

5-2 Strengthening organizational structure of DCDA

5-3 Formulate Structure Plan for the initial development area

5-4 Formulate development plans for the priority areas

5-5 Formulate Business Plan for the priority areas

5-6 Formulate guideline(s) on land development for private sector

5-7 Develop Management capacity for private initiative development (Business Development Services to DCDA)

5-8 Develop urban management control system to control developments

5-9 Formulate a KMDA development basic strategy for rural development in Dehsabz Area

5-10 Conduct pilot activities for rural development in Dehsabz Area

5-11 Coordination of rural development in Dehsabz Area during implementation of the pilot activities and Japan's Grant Ai(tentative)

6. Capacity for improvement of Kabul City will be developed

6-1 Review and analysis other donor's activities and current regulations related to urban improvement

6-2 Revise the Kabul City Master Plan based on the MP

6-2 Review current regulations and control system for individual development and building activities

6-4 Improve of unban planning system to control developments

6-5 Conduct pilot activities for improvement of urban planning system

6-6 Formulate strategy for improvement of urban traffic condition

6-7 Conduct pilot activities for improvement of urban traffic condition



37－－

Annex 1: PDM 2


Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumption[Overall Goal]

Development of the KMA based on the "KMA Master Plan" shall be accelerated. (1) By 2025, the area that has been under developed based onthe KMA Master Plan becomes X ha in the New City.

(2) By 2025, urban districts of Kabul city that have developeddetailed plans become Y ha.

・Progress Report of DCDA and KabulMunicipality regarding developmentof KMA・Interview (KM, DCDA)

[Project Purpose]Capacity to promote implementation of KMA Master Plan is developed. (１) Relevant officials of Kabul Municipality are able to

develop and manage urban planning of Kabul City inaccordance with Kabul City MP (e.g. capable to implementzoning and urban development management by their owninitiatives)(２) Relevant officials of DCDA are able to develop andmanage urban planning of New City from ther own initiatives(e.g. formulation of realistic development plan, preparation oftender documents, bidding management, contract with privatecompanies, operation and management of developmentprojects, etc.)

・Project Report・Development Plan・Project progress report of DCDA andKM regarding development of KMA・Interview (KM, DCDA, JapaneseExperts)

Policy and/or Strategy forKMAD by Government ofAfghanistan is not changedand/or interrupted.

[Output]１．Implementation system of urban development for New City is strengthened. 1-1 DCDA organizational structure is established and

necessary staff is allocated.・Project Report・Organizational structure of DCDA・Interview to DCDA C/P andJapanese Experts

2. Capacity of DCDA to implement infrastructure development projects for New Cityis developed and improved.

2-1　Private investment is managed by the initiative of DCDAstaff based on Business Plan and Development Guideline.2-2　Interest in investment in New City from privatedevelopers get increase.

・Progress Report of DCDA on NewCity Development・Project Report・Interview to DCDA C/P andJapanese Experts

3. Implementation system of urban development for Kabul City is strengthened. 3-1　Revised version of Kabul City MP is developed andauthorized.3-2 Necessary divisions/sections in relation to the urbandevelopment are established in Kabul Municipality.

・Project Report・Revised Kabul City MP・Established divisions/sections

4．Capacity of Kabul Municipality to implement urban development projects isimproved.

4-1 Urban planning system in Kabul City is improved.4-2 By the end of the Project, the residential improvementprojects have been completed in at least xx districts of KabulCity.

・Project Report・Progress Report of KabulMunicipality on Kabul Citydevelopment・Interview to KM C/P and JapaneseExperts

5. Necessary coordination among related organizations for Kabul Metropolitan AreaDevelopment is properly made.

5-1　Common understanding on the concept of New City hasbeen nurtured among Afghanistan government.5-2　Knowledge and information on urban development fromthe exising Afghan city has been shared for New Citydevelopment.

・Project Report・Minutes of meetings regardingcoordination・Reports and records of activitiesundertaken for information sharing onurban development between existingcity and DCDA for the New Citydevelopment・Interview （KM、DCDA andJapanese Experts）

[Activities] [Inputs]１．Implementation system of urban development for New City is strengthened. Japanese side: Afghanistan side:1-1 Formulate Implementation Plan （2010-2014） and Annual Implementation Plan foreach year. (旧1-1～1-4） Experts Appropriate staff in DCDA

1-2 Strengthen organizational structure of DCDA　（旧5-2） (BDS)

　1-2-1 Analyze existing organization and staff distribution Project Leader(s) Appropriate staff in Kabul City

1-2-2 Develop an Initial DCDA Business Model Project Coordinator

　1-2-3 Determine future DCDA functions and necessary staff distribution Social Environment

1-2-4 Prepare a transition plan Security Advisor

　1-2-5 Clarify the status and roles of DCDA Procurement Advisor

2. Capacity of DCDA to implement infrastructure development projects for NewCity is developed and/or improved. Experts for Capacity Development

2-1 Formulate Business Plan for Model Area (CD) Experts for Infrastructure Development in Dehsabz South

2-2 Develop Structure Plan for Dehsabz South Area (CD) Experts for Regional and Community Development in Dehsabz area

2-3 Formulate a Land Preparation Plan for the Dehsabz South Area Experts for Dehsabz South Ground Water survey

2-4 Formulate a Development Guidelines for New City Experts for Topographic Mapping

2-5　Formulate and promote regulations and guidance for private investment Experts for Improvement Kabul - Charikal Road and Northern part of Outer Ring Road

　2-5-1 Conduct Tendering and tender evaluation Experts for revise Kabul City Master Plan

　2-5-2　Revise a Business Plan Experts for Road Improvement in Kabul City

　2-5-3　Prepare a detailed development guidelines based on the 2-4 above. Experts for Urban Improvement in Kabul City

　2-5-4 Formulate a Plan for Social Housing Development Experts depending on the necessity of the Project

2-5-5 Formulate a Water ad Greenery Network Planning *composition of the field may be changed in the process of theproject

1) Necessary status as a masterdeveloper is granted to DCDA

2) Private land developers keepinterest in KMAD

3) Necessary budget for urbandevelopment projects as well asadministration cost will besecured both in DCDA andKabul Municipality.

3) Budget for the Projectactivities by Kabul City andDCDA are secured

4)Communities andstakeholders in KMA agreewith development KMA

5) Necessary resources such asland and water are secured inappropriate manner



1)Trained Staff in DCDAcontinue to work for theProject

2)Trained Staff in Kabul Citycontinue to work for theProject

Office spaces and facilities for theProject team

39－－

2-6　Implement infrastructure development projects in the model area

2-7　Conduct necessary trainings for DCDA staff on urban development andmanagement (zoning, land acquisition, land readjustment, social housing development,PPP, real estate marketing, finance, space planning, etc. ) Leading Advisors for DCDA

2-8 Prepare Topographic Map of New City Area (ex-5-1） Experts for Project Management Unit at Kabul Municipalityand Ministry of Public Works and as necessary

2-9 Formulate a KMAD development basic strategy for rural development in DehsabzArea　(ex-5-9)


3．Kabul City Master Plan is revised and authorized.

3-1 Formulate a Kabul City Current Status Report for Urban Development. (CD)


3-3 Disseminate information on Kabul City MP to relevant stakeholders by holdingstudy meetings / briefing sessions.

3-4 Promote to establish permanent divisions/sections relating to urban developmentin Kaul City.


4-1 Conduct necessary training for officers of Kabul Municipality on urbandevelopment and management of Kabul City (Zoning, Land readjustment, etc.).

4-2 Conduct pilot activities for improvement of urban traffic condition　(ex 6-7)

　4-2-1 Formulate strategy for improvement of urban traffic conditions. (旧6-6）

4-2-2 Conduct OJT on planning, design, construction, and maintenance of roads. Pre- Condition


4-4 Conduct OJT through implementation of urban planning system

5. Necessary coordination among relevant organizations for Kabul MetropolitanArea Development is properly made.5-1 Clarify roles and responsibilities among relevant organizations for KMAD.


Peace and security are notworsen in KMA.

40－－

Annex 1: PDM 3


Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumption[Overall Goal]

Development of the KMA based on the "KMA Master Plan" shall be accelerated. (1) For Kabul City(1.1) The project for land readjustment and landredevelopment in Kabul City are undertaken by KabulMunicipality(1.2) A Land readjustment Master Plan for Kabul City isdeveloped by 2020.(1.3) More than 15 districts of the Kabul City areundertaken community development projects using KSPmethod by 2020.(2) For New City(2.1) By 2025, Out of the Phase 1 development, the Parcel1 and Parcel 2 are developed through PPP (about 3,363ha).

・Progress Report of DCDA and KabulMunicipality regarding developmentof KMA・Interview (KM, DCDA)

[Project Purpose]Capacity to promote implementation of KMA Master Plan is developed. (１) Relevant officials of Kabul Municipality are able to

develop and manage urban planning of Kabul City inaccordance with Kabul City MP (e.g. capable to implementzoning and urban development management by their owninitiatives)(２) Relevant officials of DCDA are able to develop andmanage urban planning of New City from ther own initiatives(e.g. formulation of realistic development plan, preparation oftender documents, bidding management, contract with privatecompanies, operation and management of developmentprojects, etc.)

・Project Report・Development Plan・Project progress report of DCDA andKM regarding development of KMA・Interview (KM, DCDA, JapaneseExperts)

Policy and/or Strategy forKMAD by Government ofAfghanistan is not changedand/or interrupted.

[Output]１．Implementation system of urban development for New City is strengthened. 1-1 DCDA organizational structure is established and

necessary staff is allocated.・Project Report・Organizational structure of DCDA・Interview to DCDA C/P andJapanese Experts

2. Capacity of DCDA to implement infrastructure development projects for New Cityis developed and improved.

2-1　Private investment is managed by the initiative of DCDAstaff based on Business Plan and Development Guideline.2-2　Interest in investment in New City from privatedevelopers get increase.

・Progress Report of DCDA on NewCity Development・Project Report・Interview to DCDA C/P andJapanese Experts

3. Implementation system of urban development for Kabul City is strengthened. 3-1　Revised version of Kabul City MP is developed andauthorized.3-2 Necessary divisions/sections in relation to the urbandevelopment are established in Kabul Municipality.

・Project Report・Revised Kabul City MP・Established divisions/sections


4-1 Urban planning system in Kabul City is improved.4-2 By the end of the Project, the residential improvementprojects have been completed in at least xx districts of KabulCity.

・Project Report・Progress Report of KabulMunicipality on Kabul Citydevelopment・Interview to KM C/P and JapaneseExperts

5. Necessary coordination among related organizations for Kabul Metropolitan AreaDevelopment is properly made.

5-1　Common understanding on the concept of New City hasbeen nurtured among Afghanistan government.5-2　 Knowledge and experience on urban development ofNew City and Kabul City has been shared to the existingAfghan cities.

・Project Report・Minutes of meetings regardingcoordination・Reports and records of activitiesundertaken for information sharing onurban development between existingcity and DCDA for the New Citydevelopment・Interview （KM、DCDA andJapanese Experts）

[Activities] [Inputs]１．Implementation system of urban development for New City is strengthened. Japanese side: Afghanistan side:1-1 Formulate Implementation Plan （2010-2014） and Annual Implementation Plan foreach year. (旧1-1～1-4） Experts Appropriate staff in DCDA

1-2 Strengthen organizational structure of DCDA　（旧5-2） (BDS)

　1-2-1 Analyze existing organization and staff distribution Project Leader(s) Appropriate staff in Kabul City

1-2-2 Develop an Initial DCDA Business Model Project Coordinator

　1-2-3 Determine future DCDA functions and necessary staff distribution Social Environment

1-2-4 Prepare a transition plan Security Advisor

　1-2-5 Clarify the status and roles of DCDA Procurement Advisor

2. Capacity of DCDA to implement infrastructure development projects for NewCity is developed and/or improved. Experts for Capacity Development

2-1 Formulate Business Plan for Model Area (CD) Experts for Infrastructure Development in Dehsabz South

2-2 Develop Structure Plan for Dehsabz South Area (CD) Experts for Regional and Community Development in Dehsabz area

2-3 Formulate a Land Preparation Plan for the Dehsabz South Area Experts for Dehsabz South Ground Water survey

2-4 Formulate a Development Guidelines for New City Experts for Topographic Mapping

4)Communities andstakeholders in KMA agreewith development KMA

5) Necessary resources such asland and water are secured inappropriate manner



1) Necessary status as a masterdeveloper is granted to DCDA

2) Private land developers keepinterest in KMAD

3) Necessary budget for urbandevelopment projects as well asadministration cost will besecured both in DCDA andKabul Municipality.

1)Trained Staff in DCDAcontinue to work for theProject

2)Trained Staff in Kabul Citycontinue to work for theProject

3) Budget for the Projectactivities by Kabul City andDCDA are secured

Office spaces and facilities for theProject team

41－－

2-5　Formulate and promote regulations and guidance for private investment Experts for Improvement Kabul - Charikal Road and Northern part of Outer Ring Road

　2-5-1 Conduct Tendering and tender evaluation Experts for revise Kabul City Master Plan

　2-5-2　Revise a Business Plan Experts for Road Improvement in Kabul City

　2-5-3　Prepare a detailed development guidelines based on the 2-4 above. Experts for Urban Improvement in Kabul City

　2-5-4 Formulate a Plan for Social Housing Development Experts depending on the necessity of the Project

2-5-5 Formulate a Water ad Greenery Network Planning *composition of the field may be changed in the process of theproject

2-6　Implement infrastructure development projects in the model area

2-7　Conduct necessary trainings for DCDA staff on urban development andmanagement (zoning, land acquisition, land readjustment, social housing development,PPP, real estate marketing, finance, space planning, etc. ) Leading Advisors for DCDA

2-8 Prepare Topographic Map of New City Area (ex-5-1） Experts for Project Management Unit at Kabul Municipalityand Ministry of Public Works and as necessary

2-9 Formulate a KMAD development basic strategy for rural development in DehsabzArea　(ex-5-9)


3．Kabul City Master Plan is revised and authorized.

3-1 Formulate a Kabul City Current Status Report for Urban Development. (CD)


3-3 Disseminate information on Kabul City MP to relevant stakeholders by holdingstudy meetings / briefing sessions.

3-4 Promote to establish permanent divisions/sections relating to urban developmentin Kaul City.


4-1 Conduct necessary training for officers of Kabul Municipality on urbandevelopment and management of Kabul City (Zoning, Land readjustment, etc.).

4-2 Conduct pilot activities for improvement of urban traffic condition　(ex 6-7)

　4-2-1 Formulate strategy for improvement of urban traffic conditions. (旧6-6）

4-2-2 Conduct OJT on planning, design, construction, and maintenance of roads. Pre- Condition


4-4 Conduct OJT through implementation of urban planning system

5. Necessary coordination among relevant organizations for Kabul MetropolitanArea Development is properly made.

5-1 Clarify roles and responsibilities among relevant organizations for KMAD.


Peace and security are notworsen in KMA.

42－－

Annex 2-1

Topics Necessary Data Information Sources MeansInput Record(C/P Allocation office cost Input Record Progress

Report, PDM/PODocument ReviewQuestionnaireInterview

Input Record Expert M/M, Field, timing, period,equipment, cost.)

Input Record, ProgressReport

Document ReviewQuestionnaireInterview

Achievement of"Outputs"

Output 1 To what extenthas Output 1 Implementationsystem of urban developmentfor New City is strengthened"been achieved?

(PDM indicator ) 1.1 DCDA organizationalstructure is established and necessary staff isallocated

DCDA structure (transition)DCDA statusStaff allocation

Project Report,Organization Chart,C/P, Experts

InterviewDocument Review

(PDM Indicator) 2.1 Private investment ismanaged by the initiative of DCDA staffbased on Business Plan and DevelopmentGuideline

Business PlanDevelopment GuidelineContract Process with private investors

Project Report,Progress Report ofDCDA on New CityDevelopment, C/P,Experts


(PDM Indicator) 2.2 Interest in investment inNew City from private developers getincrease.

Number of inquiries on New city developmentfrom private investors

Progress Report ofDCDA on New CityDevelopment, C/P,Experts

QuestionnaireInterview

Was the input from the Japanese side provided as planned? (Experts,counterpart training, equipment, project cost, etc.)

(Output 2 To what extent hasOutput 2 "Capacity of DCDAto implement infrastructuredevelopment projects forNew City is developed andimproved" been achieved?

Terminal Evaluation for the Project on the Promotion of Kabul Metropolitan Area Evaluation Grid: Achievement of the Project

InputQuestions

Was the input from the Afghanistan side provided as planned?(Counterparts, offices, project cost, etc..)

43－－

Topics Necessary Data Information Sources MeansQuestions(PDM Indicator) 3.1 Revised version of KabulCity MP is developed and authorized

Revised Master Plan of Kabul CityAuthorization record

Project Report, C/P,Experts


(PDM Indicator) 3.2 Necessarydivision/sections in relation to the urbandevelopment are established in KabulMunicipality

New organization chartDecree/Official BulletinAnnoucement on Newdivision/section

Project Report, C/P,Experts


(PDM Indicator) 4.1Urban planning system inKabul City is improved

Skills and knowledge of DCDA and Kabul Cityofficials to implement infrastructure projects bythemselves in terms of (1) planning, (2)procurement and construction and (3) operationand maintenance

C/P, Experts Document ReviewQuestionnaireInterview

(PDM Indicator) 4.2 By the end of the Projectthe residential improvement projects (KPS)have been completed in at least 7 districts ofKabul city

No. of districts covered by KPSContents of KPS projects

Project recordC/P, Experts


(PDM Indicator) 5.1 Common understandingon the concept of New City has beennurtured among Afghanistan government

- Written document on the concept of New City

- Coordination mechanism and its process todiscuss New City Development among relevantAfghanistan ministries/agents/organizations

Project Report, minutesof meetings regardingcoordination, Reportsand records ofactivities undertakenfor information sharing,C/P, Experts


(PDM Indicator) 5.2 Knowledge andinformation on urban development from theexisting Afghan city has been shared for NewCity development

- Activities on information sharing fromexperience of existing Afghan cities

CP, Experts Document ReviewQuestionnaireInterview

(Output 5) To what extent hasOutput 5 "necessarycoordination among relatedorganizations for Kabulmetropolitan AreaDevelopment is properlymade" been achieved?

(Output 3 To what extent hasOutput 3 "Implementationsystem of urban developmentfor Kabul City isstrengthened" beenachieved?

(Output 4) To what extent hasOutput 4 "Capacity of KabulMunicipality to implementurban development projectsis improved" been achieved?

44－－

Topics Necessary Data Information Sources MeansQuestions(PDM Indicator)1. Relevant officials of Kabul Municipality areable to develop and manage urban planningof Kabul City in accordance with Kabul CityMP (e.g. capable to implement zoning andurban development management by theirown initiatives)

Skills and knowledge of Kabul Municipalityofficials to implement infrastructure projects bythemselves in terms of (1) planning, (2)procurement and construction and (3) operationand maintenance

-Project report- Development Plan- Project progressreport of KM regardingdevelopment of KMA- Interview (KM,Japanese Experts)


(PDM Indicator)2. Relevant officials of DCDA are able todevelop and manage urban planning ofKabul City in accordance with Kabul City MP(e.g. formulation of realistic developmentplan, preparation of tender documents,bidding management, contract with privatecompanies, operation and management ofdevelopment projects, etc.)

Skills and knowledge of DCDA officials toimplement infrastructure projects by themselvesin terms of (1) planning, (2) procurement andconstruction and (3) operation andmaintenance

-Project report- Development Plan- Project progressreport of DCDAregarding developmentof KMA- Interview (DCDA,Japanese Experts)


Achievement of"Project Purpose"

By the end of project perioddoes Project Purpose"Capacity to promoteimplementation of KMAMaster Plan is developed"have prospect to beachieved?

45－－

Annex 2-2

Topics Necessary Data Information Sources MeansActivities Progress of the "Activities" Progress Report,

Experts, CPDocument ReviewQuestionnaireInterview

Transfer ofTechnology

How the transfer of technology has beencarried out by each expert and its effect

Progress Report,Experts, CP


Monitoring methods, Feedback system, Howthe results of monitoring is used?



Decision-making process and its challenges Progress Report,Minutes of JCCs/ECs,Experts, CP


Method of communication (frequency, timing,style)

Experts Interview

Frequency, style and contents ofcommunication

Experts, CP Interview

Frequency, style and contents ofcommunication

Experts, CP Interview

Frequency, style and contents ofcommunication, How they reacted to thechange of the plan

Experts, JICA Office Interview

Ownership and participation of the AfghanistanCP (number of CP, level of participation andstyle and contents of participation)

Progress Report,Experts, JICA Office


Have the "Activities" of the Project been implemented as plannedthroughout the project period?

Was there any problem in the process of transfer of technology from theJapanese experts?

What kind of monitoring system does the project has (Who is in chargeand how often?)How the monitoring results have been feedbacked to the projectoperation?

ProjectManagement

How is the communication and consultation with Japanese experts duringthe absence of experts (current remote operation) ? Is there anydifficulties?

What was the decision-making process in revision of activities anddirection, selection of staff, etc?

Evaluation Grid: Process of Project Implementation

How the communication among Japanese experts (including with short-term experts) were made?

How was the communication and consultation with Japanese experts?Was there any difficulties?

Did the Japanese partner organization (JICA Afghanistan office andHeadquarters) support the project well? Was the communication good?

Ownership To what extent Afghanistan counterparts (Officials of DCDA and KabulCity) actively participate in the project management?

Questions

46－－

mode and methodologies of projectimplementation, responsiveness on changes ofthe Plan of Operation, approaches for jointproblem solution, method of developing workingrelationship


Document ReviewInterview

mode and methodologies of projectimplementation, responsiveness on changes ofthe Plan of Operation, approaches for jointproblem solution, method of developing workingrelationship



Allocation of CP,ExpertisePositions

CP Allocation,Progress Report,Experts, CP


Periodical allocation of CP CP Allocation,Progress Report,Experts, CP


Financial prospect for KMAD Progress Report,Experts, CP


Written official document on New Citydevelopment



Contingency plan and its application Progress Report,Experts, CP


Exit strategy Progress Report,Experts, CP


Coordination mechanismMinutes and memorandum



mode and methodologies of knowledgeconsolidation in the organization



Measures taken by the ProjectProgress Report,Experts, CP


Has the coordination between DCDA and KM been strengthened forefficient and effective KMAD? What measures has been made for this?

ProjectCounterparts(Kabul City, DCDA)

Were the Counterparts appropriate for the project activities in terms oftheir expertise and position?

Has the Project prepared a contingency plan to minimize the negativeeffect in case that Japanese experts could not enter in Afghanistan?

Response to theRecommendationof Mid-TermReview

What measures have the Project taken to shift the initiative of New Citydevelopment activities from JICA to Afghanistan side?

What measures have been taken to accumulate the trained skills andknowledge in DCDA as organizational skills (not as personal skills)?

Has efforts been made to secure financial support for the KMAdevelopment should be done coordinated manner as Afghan governmentand DCDA/KM take initiative to impress government and donors?Has the consolidated and clear view on the New City been developedwithin Afghan government?

Has a transition plan for JICA Leading Advisors allocated in DCDA beenprepared? Any action has been taken for this?

How many times did the counterparts change? What were the reasons fortransfer/resignation? Was there any problem due to the transfer? How didthe project deals with these problems?

Have the inputs from Afghanistan side (budget, personnel, facilities andequipment) to the project been appropriate?

Do the Afghanistan project members take active participation in the projectactivities? How do you think the sense of ownership has been changedduring the course of the project?

47－－

Annex 2-3Evaluation Grid: Evaluation by Five Criteria

Is the Project Purpose relevant to the needs of Afghanistan's social needs? Issues and needs of Afghanistan on metropolitan areadevelopment

C/P, Expert, Other donors Document ReviewInterviewQuestionnaire

Is the Project Purpose relevant to the needs of the target group (DCDA, KabulCity) ?

Issues and problems of target groups on quality ofroad/bridge construction and maintenance

Target Group (technical staffof DCDA & Kabul city )


Is the Project Purpose aligned with the development plans and strategies ofAfghanistan?

National development policy (ANDS 2008-2013), MasterPlan on Kabul Metropolitan Area

National development policy(ANDS),MP on KMA, C/P

Document Review

Is the Project Purpose aligned with Japan's country assistance policy andstrategy for Afghanistan?

Japan's development assistance policy, JICA's assistancepolicy for Afghanistan and priority areas

ODA Charter, CountryAssistance Policy toAfghanistan, JICA'sassistance policy forAfghanistan

Document Review

Has the project taken an appropriate approach to achieve the Project Purpose?(Project purpose, selection of target group and C/P institution, donorcoordination, coordination with other Japan's assistance)

Process of the selection of C/P, target group and C/Pinstitution, coordination mechanism with other relevantdonors (WB, USAID)

C/P (DCDA, Kabul City),Experts, USAID, WB

Interview

Did Japan have comparative advantage in this technical area? (Has Japanaccumulated technical know-how in this area? Has Japanese experienced beenutilized?)

Experience and achievement of JICA's assistance insimilar areas

Project document, JICA reportin the similar areas, Expert,C/P (DCDA, Kabul City)

Interview

2.1Achievement ofthe ProjectPurpose

Will the Project Purpose be achieved by the end of the Project based on theinputs, outputs and the progress of the activities?

Project performance, Degree of achievement of theProject Purpose

Are there any other Outputs that would have been necessary for achievement ofthe Project Purpose?Have the changes in outputs influenced achievement of the Project Purpose?

Consequences between the Output and the ProjectPurpose

PDM、Progress report,Experts, C/P (DCDA, KabulCity)


To what extent "Important Assumptions" from Outputs to Project Purpose wererelevant to achievement of the Project Purpose?Was any influence caused by the Important Assumption?

Can any "Important assumption" to achieve ProjectPurpose be thought ?

Progress Report, Experts, C/P QuestionnaireInterview

Are there any factors contributed to achievement of the Project Purpose? Contributing factors Progress Report, Experts, C/P(DCDA, Kabul City)

Document ReviewInterviewQuestionnaire

Are there any factors impeded achievement of the Project Purpose? Impeding factors Progress Report, Experts, C/P(DCDA, Kabul City)


1. Relevance1.1　Needs

1.2 Priority

2.2 Causality

1.3　Strategy/Approach

2.Effectiveness

Means5 Criteria Topics Questions Information/Data to be collected Information Sources

48－－


3.1Achievement ofOutputs

Will Output 1～5 be most likely to be achieved by the end of project?To what extent achievement has been produced by each output?

Achievement of Output 1～5Record of Activities and achievement of Output 1～5

3.2　Causality To what extent "Important Assumptions" from the Activities to the Outputs wererelevant to achievement of the Outputs?Was any influence caused by Important Assumption?

- Turn over situation of C/P of DCDA and Kabul City, andtheir reasons- Budget for project activities from Afghanistan side- Agreement on the KMA development from communityand stakeholders- Securing land and water for SP- DCDA's status- Private investor's interest in KMAD

Progress Report, Experts, C/P(DCDA, Kabul City)


Were the inputs from the Afghanistan side (KM and DCDA) appropriate in termsof contents (C/P personnel, facilities, etc) and timing?

Record of Inputs from KMA and DCDA(C/P personnel:areas of fields, number, position), equipment, facility, land,water), Difference from the Plan

Progress Report, Experts, C/P Document ReviewInterviewQuestionnaire

Were the inputs from the Japanese side appropriate in terms of contents(experts, equipment, project cost) and timing?

Record of Inputs（Experts: areas, number, equipment,project cost) , Timing and cost, Difference from the Plan

Progress Report, PO,Experts, C/P


Were the Activities carried out timely? Record of Activities (Difference from the Plan)Response when the problem happened

Progress Report, PO,Experts, C/P

Document ReviewInterviewQ ti iDo you think that the current project remote management system has worked

well for the project in terms effectiveness and efficiency?Project management system （number of C/P, experts,areas, positions, monitoring system)

Progress Report, Experts, C/P Document ReviewInterviewQuestionnaire

Has the Project produce any synergistic effect in cooperation with other initiativesdone by Japan, other development agencies, or Afghanistan?

Synergistic effect, if anyCooperation effect with Japan's other initiative （Grant Aid,other TC project)Synergistic effect with initiatives/activities done byAfghanistan or other donors

Progress Report, Experts, C/P(DCDA, Kabul City),


Are there any other factors particularly contributing/impeding to the Projectefficiency?

Contributing/Impeding Factors Progress Report, Experts, C/P(DCDA, Kabul City)


3.3　Input

3. Efficiency

3.4 Others49－－


4.1Achievement ofOverall Goal

Will the Overall Goal be achieved within 10 years after the end of the Projectbased on the result of inputs, outputs and activities, and achievement of theproject Purpose?

- Prospect to achieve Overall Goal (Development of theKMA based on the "Master Plan for KMA" shall beaccelerated.)

- Examples of Contributing/Impeding Factors

Experts, C/P (DCDA, KabulCity)

InterviewQuestionnaire

Are there any factors that would contribute to achievement of the Overall Goal? Achievement, Effect of Important Assumptions,Contributing factors



Are there any factors that would impeding achievement of the Overall Goal? Achievement, Effect of Important Assumptions, Impedingfactors



4.3　Causality Is the consequence from the project purpose to the Overall Goal logicallydesigned?

Structure of the Project (PDM), Effect of ImportantAssumptions, Contributing/Impeding factors

PDM2、Progress Report InterviewQuestionnaire

Has the Project produced any positive impact on KMAD? Examples Experts, C/P(DCDA, KabulCity), JICA


Was there any influences to other than the target groups (staff of KM andDCDA)?

Examples Experts, C/P (DCDA, KabulCity), JICA


Was there any positive impacts other than above? Examples Experts, C/P (DCDA, KabulCity), JICA


4.5　NegativeImpact

Has the Project produced any unexpected negative impacts? If so, what are thereasons? Has the project taken any measures for those negative impacts?

ExamplesCountermeasures from the Project again negative impacts

Experts, C/P (DCDA, KabulCity), JICA


5.1　Politicaland institutionalaspects

Will the political support on KMA development from the Afghanistan governmentbe maintained even after the end of the Project?

What implication will be expected on KMAD under the new government?

- Policy and strategies of the Afghanistan government oninfrastructure development

- Expected implication and prospects under the newgovernment

Current Policy papers(ANDS), Experts, C/P, JICA


(DCDA) What will be the status of DCDA currently and how is the prospect to bean independent body of public corporation?

Responsibility and mandate of Kabul City and DCDA inKMA development

C/P(DCDA, Kabul City),Experts, JICA


(KM) Have there necessary divisions/department established filling with sufficientnumber of staff to conduct Kabul City development in KM?

Established

(DCDA) How will the posts which are currently filled by the Afghanistanconsultants (JICA Leading Advisers) be re-filled after the Project?

Exit strategy for the Afghanistan consultants employed bythe Project

C/P (DCDA), Experts, JICA InterviewQuestionnaire

Is the coordination mechanism (CCGKD) between Kabul City and DCDA in KMAdevelopment functioning? If not, are there any problems in coordination?

CCGKD's situationCoordination mechanism

C/P (DCDA, Kabul City)Experts, JICA


(KM, DCDA) How is the prospect to secure the budget to implement respectiveurban development?

Budget prospect in Kabul city and DCDARecent trend of the Budget of Kabul City and DCDA

C/P (DCDA, Kabul City),Experts, JICA


5. Sustainability

4. Impact

4.2Contributing/Obstructive factors

4.4　PositiveImpact

5.2Organizationaland financialaspects

50－－


Is enough technical skills and knowledge transferred to DCDA and Kabul City topromote KMA Master Plan? (appropriateness of technical level on planning,budgeting, bidding, project management, etc. )

Level of technical skills and knowledge on promoting KMAdevelopment

Progress ReportExperts, C/P


Is there enough technical skills and knowledge in DCDA to plan, implement andevaluate urban development projects?

Level of technical skills and knowledge in DCDA onimplement Sub projects

Progress Report, C/P(DCDA), Experts


Is there enough technical skills and knowledge in DCDA to plan, implement andevaluate urban development projects?

Level of technical skills and knowledge in Kabul City onimplement Sub projects

Progress ReportExperts, C/P (Kabul)


Is there enough technical skills and knowledge in DCDA to implement privatesector development in New City?

Level of technical skills and knowledge in DCDA onimplement private sector development

Progress Report, C/P(DCDA), Experts


5.4　Social,Cultural andEnvironmentalaspects

Should the Project have been more concerned with the socially vulnerablegroups (the poor, women, etc)? Has there been any instances that such lack ofconcerns hinder the achievements of impacts?

Examples of impeding factors C/P, Experts, JICA InterviewQuestionnaire

5.5　Otheraspects

Are there any factors hindering ensuring sustainability? Examples of impeding factors C/P, Experts, JICA InterviewQuestionnaire

5.3　Technicalaspects

51－－

Annex 3

List of Interviewees and Questionnaire addressees

1. Interview

Name Post

<Afghanistan side>

■ Kabul Municipality (through TV conference)

Mr. Abdul Ahad Wahid Technical Deputy Mayor

Mr. Mohammad Yasin Niazy Head of City Planning Dept.

Mr. Qiam Shenwary Head of Land Readjustment Dept.

Mr. Shah Wali Zami Head of Policy and Coordination Dept.

Mr. Zekria Habibi Head of Maintenance Department

■ Dehsabz-Barikab City Development Authority (DCDA)

Mr. Abdul Habib S/o Sartabib Chief Financial Officer

Mr. Alham Omar Hotaki Director, Marketing & Sales Division

Mr. Ajmal Khan Shams Director, Operation & maintenance

■ Ministry of Urban Development (MUDA)

Mr. Abdul Khaliq Nemat Senior Advisor

<Japanese Experts and Project experts>

Mr. Tokumaru Shuji Acting Program Director

Mr. Ryoichi Tachikawa Project Coordinator

Mr. Ali Azimi Project Local Expert

Mr Mohibullah S/o Haji Khanzada Project Local Expert

Mr. Kenji Takahashi Leader, Business Development Services Sub Project

Mr. Motoaka Nishi Leader, Sub Project for Regional and Community Development

in Dehsabz Area

Ms. Hisako Sumi Project Management/Environment and Social Consideration,

Sub Project for Regional and Community Development in

Dehsabz Area

2. Addressees of Questionnaire

１） Kabul Municipality

２） DCDA

３） MUDA

４） Japanese Experts for the Project

52－－

Annex 4-1

Dispatch of Japanese Experts

(excluding experts for Sub-Projects)

Long-Term Experts (Total Man Month (M/M) by the end of the Project)

Name Expertise M/M

Mr. Toshiyuki Iwama Project Director 36M/M

(Nov. 2010 – Nov. 2013)

Mr. Shuji Tokumaru Acting Project Director 33 M/M

(Sep. 2012 – May 2015)

Mr. Ryoichi Tachikawa Project Coordinator 60 M/M

(Jun. 2010 – May 2015)

Total M/M for Long-Term Experts 129 M/M

Short-Term Experts (as of October 2014)

JFY

Name

JFY

2010

JFY

2011

JFY

2012

JFY

2013

Total

(Days)

<Security Arrangement>

Mr. Masuo Ochi 105 95 200

Mr. Takayuki Mitani 79 201 280

Mr. Makoto Koubo 151 215 35 701

Mr. Ichiji Miyamoto 145 56 201

36.07 M/M

<Procurement>

Mr. Toshinobu Adachi 50 215 265

Sub Total M/M 8.83 MM

Grand Total M/M for Short-Term Experts 44.9 M/M

53－－

Annex 4-2

ConsultantContract

Amount（Yen）

Development Study onKabul MetropolitanArea

KMDCDAMUDA

2007.11-2009.8KMAD project began following thisdevelopment survey

JapaneseExperts andmission

Master Plan of New City Development wasprepared and establishment of DCDA wasrecommended.

RECSYECCTI

Sanyu

49,783,000

Sub-Project onDehsabz and BarikabAreas TopographicMapping

DCDA 2010.8～2011.2

Output2:Capacity of DCDA toimplement infrastructuredevelopment projects for New Cityis developed and improved.

JapaneseExperts

Aerial Photograph of New city areaDigital Topographic Map1/5000(40k㎡)Digital Topographic Map１/１0000(1,272k㎡)Orthophotomap

KOKUSAIKOGYOASIA AIRSURVEY

281,324,400

Sub-project to Revisethe Kabul City MasterPlan

KM2010.5～2011.12010.5～2011.4

Output3:Implementation system ofurban development for Kabul City isstrengthened.

JapaneseExperts

Kabul City Master Plan completed and approvedby the cabinet in May 2014.UDH below conducts capacity building of stafffor Zoning and Land readjustment to realize theMP as the next step.

RECS86,230,200

Capacity developmentproject for Promotionof KMAD

DCDAKM

2010.5～2015.42010.5～2012.3(Project period

shorten andrevised in BDS)

JapaneseExperts,Trainings(inJapan, ThirdCountry and in-country)

Capacity of design and planning for StructurePlan, Business Plan and Tender documents, etc.was strengthen.

RECS 437,837,400

Business DevelopmentServices Sub-Project(BDS)

DCDA 2012.5～2013.8

JapaneseExperts,In-countryTraining

The SP supports tender process, revision ofbusiness plan, detailed development guideline,institutional capacity development, socialhousing, and grading plan with the considerationof greenery.

RECS 179,062,800

Human Resourcedevelopment Sub-project for UrbanDevelopment（UDH)

DCDAKM

2011.12～2013.32011.12～2015.3

JapaneseExpertsTrainings(inJapan, ThirdCountry and in-country)

For the target technical staff of KM and DCDA,Training in Japan, Third country training in Indiaand Turly, and In-country training areconducted.DCDA：Total 70 staffKM：Total 73 staffFU(Every three months, 4 times) ：DCDA 9staff、KM 12staff

T-Associates

171,696,000

Sub-Project forGround water Surveyfor Dehsabz SouthDevelopment Area

DCDA2011.1～2011.82011.1～2012.8


JapaneseExperts,Equipment

3 Test wells were dug in the lower Kabul riverand Dehsabz and the production well was dug inthe lower Kabul river, where the initialdevelopment area of Dehsabz south wasdetermined due to possibility of water resourcefor 5,500㎥/day. Grant aid for Y2013 (EN andGA signed) are still pending as Percel 1development is not undertaken yet.

SanyuTone

21,999,000

Project forimprovement of KabulCharikar Road andConstruction NorthernPart of Kabul RingRoad

MOPWDCDA

2010.12～2011.112010.12～2013.3


JapaneseExperts, LocalEIA Consultant

Outline design of Charikar road was completedand handed over to MPW, which is implementingconstruction work. Selection of routes andOutline design of Nothern Part of Kabul RingRoad was prepared. Periphery road was plannedand routes and standard section were prepared.

YEC 101,194,800

Kabul City RoadImprovement Sub-Project

KM 2010.7～2015.5

Output3:Implementation system ofurban development for Kabul City isstrengthened.Output4:Capacity of KabulMunicipality to implement urbandevelopment projects is improved.

JapaneseExperts, CostforPP

The SP is implemented with OJT in which KMimproves its capability of road maintenance andimprovement such as designing, procurementand construction control for approx.12km ofmain road and approx.16km of community road inKabul city. The defect inspection will completeby the end of 2014. Practical training is inprogress.

YEC 497,879,550

Sub-Project forRegional andCommunityDevelopment inDehsabz and BarikabArea

DCDA2010.10～2012.32010.10～2015.5



For rural development for the surroundingvillages of new city area,The projects such asKarez improvement, literacy classes, imcomegain, rehabilitation of schools and clinics, androad improvement were conducted. Theactivities are highly appreciated by inhabitants.

NTCI 648,016,950

Sub-project for theinfrastructureDevelopment forParcel-1 Area inDehsabz South

DCDA 2011.3～2013.12



Outline design of road and water was completedand tender documents were prepared.*Pending due to delay of the initiation ofdeveloper's work.

YEC,CTI 367,948,350

Sub-Project for theUrban Improvementand Transformation ofKabul City/Support toKabul SolidarityProgram(KSP)

KM2012.4～2013.92012.4～2015.3

Output3:Implementation system ofurban development for Kabul City isstrengthened.Output4:Capacity of KabulMunicipality to implement urbandevelopment projects is improved.

JapaneseExperts,Local staff（PIU)Facilitatingpartners

P1：Target areas are D3,9,15, completed in OCT2013P2：Target areas are D4,11,12,16, in progressProjects for female include literacy class,sewing, social development, greenery. In additionEoJ conducted similar projects and new divisionin charge of the project will be established inKM.

JICA Expert US$4,418,993.00

Feasibility Study onUrgent WaterResourcesDevelopment andSuppy for KabulMetropolitan Area

DCDAMinistry ofEnergy and

Water (MoEW)Ministry of

MinesMUDA

AUWSSC

2010.10～2012.12


JapaneseExperts

The feasibility study for the Panjshir fan aquiferdevelopment and the Gulbahar Dam and thepre-feasibility study for the Salang Dam wereconducted. Enough water resources of surfaceand ground water were confirmed. However,further study is required for the implementationdue to high management cost and the totalproject budget up to 300 million USD.

CTI 601,293,000

09/20/14

Output1:Implementation system ofurban development for New City isstrengthened.Output2:Capacity of DCDA toimplement infrastructuredevelopment projects for New Cityis developed and improved.Output3:Implementation system ofurban development for Kabul City isstrengthened.Output4:Capacity of KabulMunicipality to implement urbandevelopment projects is improved.Output5:Necessary coordinationamong related organizations forKabul Metropolitan AreaDevelopment is properly made.

*KM=Kabul Municipality MUDA=Ministry of Urban Development Affair

List of the Sub-Projects of Kabul MetropolitanArea Development Project

SP NameC/P

Organization

Project Period(Upper：Planned）（Lower：Revised）

Relation to Outputs of the KMADProject

Input Output/ResultRemarks

55－－

57－－

58－－

59－－

60－－

61－－

62－－

63－－

64－－

65－－

66－－

67－－

Annex 4-4

Local cost borne by the Japanese Side

(As of October 2014)

（Yen)

(2010-2014)

プロジェクト運営全般 628,504,324

Project Administrative Cost*

アフガン人専門家 396,034,247

Local Expert

パイロットプロジェクト 4,235,977,514

Pilot Project

合計

Total 5,260,516,085

* Breakdown of major items is attachd.

68－－

Annex 4-4

Classification

AFN US$ AFN US$ AFN US$ AFN US$ AFN US$Reinforcement Cost of Overseas Project

　Honorarium 27,000 200.00 297,000 3,000.00 338,000 0.00 302,000 0.00 128,000 0.00　Personnel Expenses 0 80,224.00 1,429,034 187,501.50 1,054,123 246,708.00 836,033 204,785.00 315,206 76,582.00

　Commission Expenses of Local Consultant

　Personnnel Expenses of Survey 0 18,461.00 0 23,460.00 1,155 25,096.00 0 15,466.00 0 4,650.00　Facility Maintenance Expenses 717,778 11,230.00 3,364,307 40,092.00 8,898,265 53,661.00 8,433,283 32,733.00 2,657,010 11,986.00　Equipment Maintenance Expenses 84,830 1,233.00 514,591 29,684.00 266,706 63,888.00 116,355 11,396.00 51,000 660.00　Articles Purchase Expenses 4,656,973 126,632.00 1,379,830 67,887.00 2,952,790 27,120.00 308,702 7,303.00 34,995 0.00　Travel Expenses 141,289 0.00 3,600 0.00 0 6,973.00 18,932 40,709.00 0 41,523.00　Communication & Transportation Expenses 524,417 48,999.00 575,392 81,800.00 94,748 103,250.00 57,129 30,398.00 11,975 4,500.00　Material Creation Expenses 5,764 0.00 0 0.00 0 0.00 0 0.00 0 0.00　Rent & Loss Expenses 0 18,060.00 0 52,985.00 0 120,980.00 0 109,620.00 0 33,000.00　Conference Expenses 8,460 620.00 27,459 0.00 25,420 0.00 913 15.00 0 0.00　Miscellaneous Expenses 119,686 576.50 108,082 4,220.00 96,300 3,847.67 34,200 2,897.79 3,000 600.00　Photothermal & Water Expenses 1,202,289 5,775.00 3,860,320 0.00 1,973,950 0.00 56,060 0.00 0 0.00　Workshop Expenses 0 0.00 0 0.00 0 0.00 31,000 0.00 0.00

Total 7,488,486 312,010.50 11,559,615 490,629.50 15,701,457 651,523.67 10,194,607 455,322.79 3,201,186 173,501.00

Yen Conversion 14,070,865 26,892,185 19,200,521 38,705,761 25,122,331 53,607,368 18,034,260 45,354,703 5,733,324 17,830,697

40,963,050 57,906,282 78,729,699 63,388,963 23,564,021

Currency exchange rates JICA average settlement rate(2010) US$1 = ￥ 86.19 AFN 1 = ￥ 1.879 JICA average settlement rate(2011) US$1 = ￥ 78.89 AFN 1 = ￥ 1.661 JICA average settlement rate(2012) US$1 = ￥ 82.28 AFN 1 = ￥ 1.600 JICA average settlement rate(2013) US$1 = ￥ 99.61 AFN 1 = ￥ 1.769 JICA average settlement rate(2014:First half) US$1 = ￥ 102.77 AFN 1 = ￥ 1.791

2,010 2,011 2,012 2,013 2,014H22(Fiscal year) H23(Fiscal year) H24(Fiscal year) H25(Fiscal year) H26(First half of Fiscal year)

69－－

Leading Adviser by JICA(currently) = 26 psitions

Sub Departments LA AdvisersInterface Coordinator – Mohammad IbrahimLegal Head – Mr. Mohammad Hamid Sediqi HassanzadahInternal Auditor – Mr. Basir Ahmad Sulaimankheil CEO

PA (1

PA

Land Clearance Land Acquisition Land Leasing Building Cods, HR Manager (1 Services Manager (1) IT Manager (1) Admin Assistant (2) Managing Affairs & Adjustment Managing Affairs Project Project Urban & Manager Manager Manager scheduling Certification Zoning by laws

Project Snr. Codes &Land Clearance scheduling Certification Certification Recruitmen HR Officer(1) Recruitmen Service Assistant (1) Network Hardware Database IT Officer (1)Problems Database Engineer Engineer Specialist ssistan(1) Officer(1) Officer(1) Technical Administrator Collector Clerk Officer(1) (1)

IT Assistant (1) GIS specialist Userped Land Research & EIA Department Quality Transport Technician (1) Clearance Cook (2) Security Reception (1) Driver (11)

Affairs Development Assurance Officer(1) (4) Guard(7)Manager

Research &DevelopmentSpecialist

Technical Technical Business Admin Officer Graphic Designer Marketing OfficerAdministrator Administrator Administrator Khatera Rashidi Naser Karimy

End.Iqbal Mirzada

Deputy EIA Monitoring EIA Stakeholder Social Impact Economical Environmental Specialist Engagement Specialist Impact Specialist Specialist Officer

PA Admin Officer PDC PA

Manager Dept Manager Dept. Manager Dept. Dept. of PM (Infras.) PM (PF) Business Shared Of Transport of Watsan of Tele Shared Manage Manager Administration Site Office Manager Services

Services Manager

Senior Bridge Bridge Design Power & Structure Mechanical Finance Officer ProcurementDesign Engineer Transmission Telecom Solid Waste Quality Engineer/M&E Engineer/M&E Coordinator Receptionis Store Keeper

Line Engineer Engineer Engineer Surveyor QC/QA Officer

Road Design Hydrology & Sewerage Water Water Road Surveyor/M&EEngineer Drainage Engineer Supply Resources Engineer/M&E Archive/Database Officer Gardener (2 Security

Engineer Engineer Engineer In-charge Officer

Public Facilities Urban SocialSurvey & GIS Planning Network Housing CleanerManager (1) manager (1 Specialist (1 Manager (1)

Urban Industrial Residential Commercial Traffic & Urban Sewerage & Power Supply & Survey Rodman(4) GIS GIS Landscape area area area Transportation Transport Drainage Water Supply Solid Waste Telecommunication(1)Engineer (5) Specialist (1) Technician (1) Designer (1) Designer (1) Designer (1 Designer (1) Planner (1 engineer (1 engineer (1) Planner (1) Planner (1

Education Health Cultural & Institutiona Urban Land Industrial Commercia Residential Client Service Landscape Greenery an Facilities Facilities Religiou l Facilities use Planner Urban Architect Guidelines Area area Planner (1) area Planner Manager (1 Financial ManageTechnicalArchitect(1) lanner (1 Planner (1 Planner(1) Facilities Planner Planner (1) (1) Planner (1) Planner (1 Architect (1) Planner (1) (1) (1) Manager (1)

SafetyEngineering

Specialist

Structure Mechanical Electrical Road Architecture/M Surveyor/M&E Structure Mechanica Electrica Road Architecture/M Occupationa Safety Safety Documentation Codes and Quality Engineer/M&E Engineer/M&E Engineer/M&E Engineer/M&E &E Engineer/M&E Engineer/M&E Engineer/M&E Engineer/M&E &E Health and Inspector Certification Safety Trainer Checklist/ Standards Assurance

Safety officer Office review Officer Review Officer Coordinator

Parcel 2.1Sultan

Ahmad Azizi

Sewerageand DrainageSpecialist Ali

Safari

Snr. WaterSupply

Specialist-vacant

Snr ProjectManager for

Industrial ParksDevelopment

vacant

Director ofCE - vacant

Dir of LandClearance &Acquisition-Gul AhmadHoshmand

Snr. Env andResettlement Specialist-Homayoun

Wafa

Director ofInfrastructure-

vacant

LandTransfer

Manager-vacant

Marketing & SalesDivision

Operation &Maintenance

Division

Director of O & M-Ajmal Shams

ProjectManagement

Division

M&SDirector -Allham

Omar Hotaki

M.RezaNayeel

Snr RoadSpecialist

Noor AghaHamdard

Snr. UrbanPlanner (1)-

vacant

Snr. UrbanDesign

Specialist (1)-vacant

Snr. PowerSpecialist-M.Shoaib

Sahibzadah

Finance & ProcurementDivision

Land Clearance,Acquisition and

Distribution Division

InfrastructurePlanning & Design

Division

Urban PlanningDivision

Certification andCodes Division

AdminAssistant

BusinessAdministrato

r for P 1-MaryamNaweed

Snr.Technical

Administrator Manager-

vacant

Parcel 2.8AmanullahAfghanzoi

BusinessAdministration Manager-

vacant

SeniorEconomist

YamaAhmadi

Snr. ProjectPromotion &InvestmentManager-

FurughIzmaray

BusinessDevelopment Specialist-

vacant

Dir of UrbanPlanning -S.Usman

Sadat

Parcel 2.3M.Daud

Faisal

Dir of ProjectManagement-Abdul Ghani

Ahmadi

PM (Parcels

Senior PilotProject

Manager-Sadequrrahman Nasiry

Director ofFinance &

Procurement/CFO-

A.H.Zadran

Administration Manager-Hamidullah

Ferhat

Parcel 4M.SeyarAzadani

BusinessAdministrato

r for P 2-Abdullah

Nazari

Parcel 2.6PM- M.ArifArghoshi

Snr. SolidWaste

Management Specialist-

vacant

Parcel 2.2vacant

Organization Chart of DCDA(as of September 2014)

Annex 5

InterfaceCoordinatorMohammad

Ibrahim

Corporate Departments

Legal HeadMr. Mohammad

Hamid Sediqi

Internal AuditorMr. Basir Ahmad

Sulaimankheil

OperationAdministration

Division

COO (1)-vacant

Public FacilitiesPlanning & Design

Division

Public FacilitiesPlanning & Design-

Adiba Amani

71－－

Annex 6

Tas

kow

ner

Invo

lved

Invo

lved

Invo

lved

Invo

lved

Invo

lved

1 DCDA Ministry of Interior Finalized/Signed PM AD LC 06 - 09 - 2012

2 DCDA Ministry of Public Work Finalized/Signed IS CE PF PM 22 - 06 - 2012

3 DCDA Ministry of Public Health Finalized/Signed PF UP IS 01 - 05 - 2013

4 DCDA Higher Education Ministry Finalized/Signed PF UP PM 07 - 08 - 2013

5 DCDA Information and Cultural Affairs Ministry Finalized/Signed CE UP IS PF PM 15 - 12 - 2012

6 DCDA Ministry Energy and Water Finalized/Signed IS CE PF BA PM 29 - 03 - 2013

7 DCDAWork, Social Affairs, Martyred and DisabledMinister

Finalized/Signed CE UP IS PF LC PM 04 - 04- 2013

8 DCDA Rural Rehabilitation and Development Ministry Finalized/Signed UP IS PF PM 06 - 06 - 2013

9 DCDA Halo Trust Finalized/Signed CE 11 - 02 - 2014

10 DCDAAfghanistan Water Supply and SewerageCorporation (AUWSSC）

Finalized/Signed IS CE PF BA PM 29 - 03 - 2013

11 DCDA Central Bank of Afghanistan (BMA) Finalized/Signed LC 29 - 03 - 2013

12 DCDAAfghanistan Chamber of Commerce & Industry(ACCI)

Finalized/Signed M&S 15 -03 - 2013

13 DCDA Kochi's Department Finalized/Signed LC IS FI OC 06 - 09 - 2012

14 DCDA Electricity Corporation of Afghanistan (DABS) Finalized/Signed IS CE PF BA PM 06 - 09 - 2012

15 DCDAIndependent Directorate of Local Governance(IDLG)

Finalized/Signed LC AD 15 - 12 - 2012

16 DCDA Refugees and Repatriation Minister Finalized/Signed LC PF 01 - 10 - 2013

17 DCDA Kabul Governor House Finalized/Signed UP LC PM BA 14 - 12 - 2013

18 DCDA Afghanistan National Standard Authority (ANSA) Finalized/Signed CE UP IS PF PM 20 - 11 - 2013

19 DCDA Haj and Islamic Affairs Ministry Finalized/Signed PF 10 - 01 - 2014

20 DCDA Education Ministry Finalized/Signed PF UP CE IS BA PM 10 - 04- 2014

21 DCDA Women's Affairs Ministry Finalized/Signed PF 05 - 06 - 2014

as of September 2014

Dehsabz-Barikab City Development AuthoritySigned External Interfaces

Divisions/Taskowen/Involved

NoDCDA

InterfacesMinistry Status Signing Date

73－－

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