2009 Landell Mills V2 Supplementary Annexes WRDIP PPTA Final Report 42091-02-Afg-Tacr PDF

Technical Assistance Consultant’s Report
Project Number: 42091

September 2009
Islamic Republic of Afghanistan: Preparing the Water

Resources Development Project
(Financed by the Japan Special Fund)
Prepared by Landell Mills Limited, United Kingdom
For the Min istry of Fin ance, Minist ry of E nergy and Wate r, and Ministry of Agriculture,
Irrigation and Livestock
This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and
ADB and th e Gove rnment can not be held lia ble f or its contents. (Fo r p roject p reparatory techni cal
assistance: All the views expressed herein may not be incorporated into the proposed project’s design.
Preparing the Water Resources Development
Investment Program (WRDIP)
ADB TA No. 7088 – AFG
Final Report
Volume II: Supplementary Appendixes
Submitted by:
Preparing the Water Resources Development Investment
Program
TA No. 7088-AFG
FINAL REPORT
VOLUME II: SUPPLEMENTARY APPENDIXES
September 2009
Report submitted by LANDELL MILLS LIMITED
This report was prepared at the request and with the financial support of the Asian Development
Bank. The views expressed are those of the Consultants and do not necessarily reflect those of the
Afghan Government or the Asian Development Bank.
Page 1
TA 7088-AFG / Landell Mills Ltd / Final Report: Volume II – Supplementary Appendixes / September 2009
KEY DATA SHEET
Name of Project: Water Resources Development Investment Program (WRDIP)

Contractor: Landell Mills Limited, Bryer-Ash Business P ark, Bradford Road,
Trowbridge, Wiltshire, BA14 8HE, UK
Tel: +44 1225 763777; Fax: +44 1225 753678
www.landell-mills.com
Contracting Authority: Asian Development Bank
Contract Number: COSO/80-123
Start/End Date 22nd September, 2008 / 30th June, 2009
Budget: US$1,470,750
Executing Agency: Ministry of Finance
Implementing Agencies: Ministry of Energy and Water (MEW)
Ministry of Agriculture, Irrigation and Livestock (MAIL)
DISTRIBUTION LIST
Recipient Copies of Copies of

Full Report Executive
(English) Summary (Dari)
Hanif Ayubi, ADB Afghanistan Resident Mission 1 1
Tom Panella, ADB Central and West Asia Regional Dept. 3
H.E. Mustafa Mastoor, Deputy Minister, MOF 2 2
Eng. Zia Gul, General Director of Planning, MEW 3 3
H.E. Sharif Sharif, Deputy Minister, Irrigation, MAIL 3 3
TOTAL 12 9
Consultant team, other donors, other projects Electronic copy only
ISSUE AND REVISION RECORD
Rev Date Originator Checker Approver Description
1 16.09.09 Various S Foxwell S Foxwell Final
ACKNOWLEDGEMENTS
The consult ants have received good support fr om the MEW, MAIL an d ADB. We would like to
thank all sta keholders for their continued involvement in the PPTA, including the co-ordination of
other donor projects.
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CONTENTS
APPENDIX A – SECTOR ANALYSIS .............................................................................................. 1
APPENDIX B – CAPACITY DEVELOPMENT PLAN ....................................................................... 3
APPENDIX C – DETAILED COST ESTIMATES AND FINANCING PLAN ..................................... 9
APPENDIX D – TERMS OF REFERENCE OF CONSULTING SERVICES................................... 49
APPENDIX E – TERMS OF REFERENCE FOR WUA DEVELOPMENT CONTRACTOR............ 66
APPENDIX F - COMMUNITY CONTRACTING.............................................................................. 70
APPENDIX G – FINANCIAL MANAGEMENT ASSESSMENT OF THE EXECUTING AGENCY

(MINISTRY OF FINANCE).............................................................................................................. 74
APPENDIX H – FINANCIAL MANAGEMENT OF THE IMPLEMENTING AGENCIES

(MINISTRIES OF ENERGY AND WATER (MEW) AND AGRICULTURE, IRRIGATION AND
LIVESTOCK (MAIL)) ...................................................................................................................... 98
APPENDIX I – FINANCIAL MANAGEMENT ASSESSMENT OF THE NANGARHAR VALLEY

DEVELOPMENT AUTHORITY (NVDA) ....................................................................................... 162
APPENDIX J – ECONOMIC AND FINANCIAL ANALYSIS ......................................................... 182
APPENDIX K – LAND ACQUISITION AND RESETTLEMENT FRAMEWORK .......................... 210
APPENDIX L – SHORT LAND ACQUISITION AND RESETTLEMENT PLANS......................... 236
APPENDIX M – SUMMARY INITIAL ENVIRONMENTAL EXAMINATION ................................. 316
APPENDIX N – ENVIRONMENTAL ASSESSMENT AND REVIEW FRAMEWORK .................. 351
APPENDIX O – INITIAL ENVIRONMENTAL EXAMINATION ..................................................... 364
APPENDIX P – BASELINE INDICATORS ................................................................................... 365
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ABBREVIATIONS AND ACRONYMS
ADB Asian Development Bank

ADF Afghanistan Development Framework
AFRM Afghanistan Resident Mission
ANDS Afghanistan National Development Strategy
ARTF Afghanistan Reconstruction Trust Fund
AP Affected Person
AWARD Afghanistan Water Resources Development
CEMP Contractors’ Environmental Management Plan
CIDA Canadian International Development Agency
DFID Department for International Development (UK Government)
DWM Department of Water Management
EA Executing Agency
EARF Environmental Assessment and Review Framework
EC European Commission
EIA Environmental Impact Assessment
EIRP Emergency Irrigation Rehabilitation Program
EIRR Economic Internal Rate of Return
EIRRP Emergency Infrastructu re Rehabilit ation and Reconstructi on Project (Traditional
Irrigation Component)
EMA External Monitoring Agency
FFA Framework Financing Agreement
FIRR Financial Internal Rate of Return
GDP Gross Domestic Product
IA Implementing Agency
ICB International Competitive Bidding
IDP Internally Displaced Person
IEE Initial Environmental Examination
IP Indigenous Person
IWRM Integrated Water Resources Management
KRBP Kunduz River Basin Programme
LML Landell Mills Limited
MAIL Ministry of Agriculture, Irrigation and Livestock
MEW Ministry of Energy and Water
MFF Multi-tranche Financing Facility
MOF Ministry of Finance
NADF National Agricultural Development Framework
NCB National Competitive Bidding
NGO Non Governmental Organization
NVDA Nangahar Valley Development Authority
O&M Operation and Management
OFWM On-farm Water Management
PDF Project Development Facility
PFR Periodic Financing Request
PIO Project Implementation Office
pm Person Month
PMO Project Management Office
PMP Preventative Maintenance Program
PPMS Project Performance Monitoring System
PPTA Project Preparatory Technical Assistance
PSC Project Steering Committee
PTD Participatory Technology Development
R&U Rehabilitation and Upgrading
RBA River Basin Agency
RETA Regional Technical Assistance
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RF Resettlement Framework
RFP Request for Proposal
RP Resettlement Plan
SC Steering Committee
SCWAM Supreme Council for Water Affairs Management
TA Technical Assistance
TC Tertiary Canal
TOR Terms of Reference
USAID United States Agency for International Development
WU Water Utility
WUA Water User Association
WRDIP Water Resources Development Investment Project
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Appendix A – Sector Analysis
APPENDIX A – SECTOR ANALYSIS
A. OVERVIEW
1. Agriculture in Afghanist an needs to grow at a minimum of 5 percen t a year over the next
decade for t he country to make a d ent in rural poverty and attain food security. While the v ast
majority of Afghans de pend on agr iculture for a living, on ly a little over 10 percent of the country’s
harsh and arid terrain is arable. Most of it r equires irrig ation. However, the country’s basic
irrigation inf rastructure had been badly dama ged by a quarter century of war and political
upheavals. Only about a third of th e farmland that was irrigated before the conflict now receives
the irrigation water it needs. As a re sult, agricultural productivity remains low. In recent years, the
situation had been further exacerbated by frequent droughts.
2. Agriculture employs about two thir ds of the population and comprises up to half of
Afghanistan’s gross do mestic prod uct, however, the c ontribution varie s con siderably with yearl y
climatic conditions (53 percent in 2007, 48 percent in 2006, but only 36 percent in 2 004–2005) and
the overall t rend is downward due t o the growt h of other sectors. Due to sea sonal variability a nd
overall arid climate 1 , irrigation is n ecessary in many a reas for relia ble agricult ure. Irrigated
agriculture accounts fo r about 80 percent of crop production, an d almost 8 5 percent o f
Afghanistan’s populatio n lives in r ural areas and ar e eit her directly or indirectly dependent on
agriculture for their livelihoods. 2 To achieve the Govern ment’s poverty-reduction goals, economic
growth has t o be accelerated and supported by a sustained increase of an estimated 5 percent to
8 percent per year in the agricultural sector, so recovery of the agricultural sector will in a large part
determine the rate of economic growth and poverty reduction. Improved access to irrigatio n is
therefore essential for economic growth, enhanced livelihoods, and poverty reduction.
3. Approximately 6.5 million hectares (ha) of arable land exist in Afghanistan, and by t he mid-
1970s, a maximu m area of over 3 million ha received some form of irrigation. 3 Today, closer to 2
million ha receives irrig ation due to the serious det erioration of irrig ation systems from (i) civil
unrest and war, (ii) floods, (iii) prol onged droughts, (iv) breakdown of community and government
institutions maintaining the systems, and (v ) overall l ack of resources for operation and
maintenance (O&M) and periodic rehabilitation. The vast majority of irrigation, about 80 percent, is
traditional systems that have been developed and manage d by local c ommunities in river valleys
over the last several cen turies. 4 While these rely on basic physical struct ures, a strong traditional
management institut ion with active community participation and a sop histicated system of water
allocation was developed. Maintaining and strengthening this mana gement system that has
eroded in re cent years while in par allel rehabilitating and u pgrading (R&U) irrigation infrastruct ure
and management methods is a key challenge to improving the productivity of irrigated agriculture.
4. Many of Af ghanistan’s traditional irrigation syst ems had been damaged or are p artly or
wholly dysfunctional. M ost of the small undergr ound canals (karezes) that tap sub surface water -
are no longer in use, and man y structures that channel river water int o irrigation canals are, at
best, only temporary. Even where systems are operational, the supplies of irrigation water are low
and unrelia ble, with systems ope rating at a mere 25 percent efficiency compared to the
international norm of 40 to 60 percent.
1
Preci pitation varies (i) g eographically from 75 millimeters (mm ) in the southwest to 1,1 70 mm in th e
northeast wit h about 20 0 to 400 mm for mo st of the cou ntry, an d (ii) tempo rally with most falling betwe en
November and May with F ebruary, March, an d April receiving the greatest amounts. This means that eve n
though m ost of Afghanista n doe s not receive a dequate pr ecipitation for effe ctive rainfed a griculture, som e
parts of Afghanistan are prone to seasonal flooding due to run-off.
2
Afghan farm ers al so n eed sub stantial supp ort for agr icultural suppo rt se rvice and market ing to optimize
returns.
3
Irrigation uses 95 percent of Afghanistan’s developed water supplies.
4
Although developed using basic technology, some of these system irrigate between 5,000 and 10,000 ha.
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B. IRRIGATION IN AFGHANISTAN
5. There are five basic types of irrig ation in Afgha nistan. The se include: (i) modern surface
systems; (ii) traditional surface syste ms; (iii) sp rings; (iv) kar ezes; and (v) wells. Modern systems
constitute approximately 10% of the total irrigated area. Karezes traditionally make up about 5%.
Springs represent sligh tly more th an 5%. In contrast, tra ditional can al irrigation systems with
intakes from various rivers and streams constitute more than 80%.
6. Modern and traditional systems dive rt river sprin g/summer flows for surf ace irrigation. It is
customary for modern irrigation systems to be characterized by the presence of perennial concrete
infrastructure and mach inery-dug canals. The se have usu ally been fu nded by int ernational donor
agencies during the second half of the twentieth century. They are larger than 10,000 hectares and
can be as la rge as 200,000 hectares. About a d ozen modern systems exist in Afghanistan with an
aggregate command area of around 350,000 hectares.
7. Traditional systems are those that have fe w or no e ngineered structures a nd which

generally rely on earthe n water con veyance an d control structures for water delive ry. Typically
constructed by local users a long time ago, traditional systems range in size from a fe w hectares in
high mountain valleys to extensive networks covering thousa nds of he ctares on river plains in the
larger lowland provinces, thereby representing comprehensively the distribution of o verall irrigation
in the country.
8. The three o ther types of irrigation tap into an d utilise gro undwater resources. K arezes
(similar to the qanats in the Middle-East, or rhettaras in t he Maghreb) are traditio nal underground
tunnels dug to reach the aquifer table carrying water to the surface some distance down slope.
Estimates of the total number of ka rezes in Afghanistan ra nge from 7, 000 to 8,000, concentr ated
almost exclusively on the eastern, southern, and western flanks of the Hindu Kush. Drilled wells
are rapidly replacing karezes for supplementing water resources for surf ace irrigation systems and
in some instances brin ging new land under irrigation. Local water users, typically headed by a
mirab or watermaster, carry out operation and maintenance of traditional irrigation systems.
9. Traditional systems have more or less survived the la st 2 0+ years of turmoil, du e to the
communities themselves being able to preserve some type of co operative management of water
resources. Mirabs still today are chosen by the communities and put in charge of supervisi ng
irrigation. Many traditional system s have however lost the social cohe sion that is cr ucial to their
existence, either because of the exodus of farmers caught between warring factions, or because of
the abuses imposed by warlords thr ough gunpower. The four-year drought in the late 1990s/early
2000s experienced all o ver Central Asia also h eavily impacted upon Afghanistan a nd contributed
to the exodus of farmers. There are now, however, encouraging signs of recovery being obser ved
in most traditional systems. Assistance is needed to bring these systems back into operation within
the context of rehabilita tion, whilst at the same time attention should also be pa id to the cl ear
danger of disrupting existing social organizations. Paying workers to clean a canal, for exampl e,
where farmers are sup posed to contribute free labour for such activities, can be considered for
heavily silted-up canals but not for yearly maint enance cleanup operations. Consid eration should
also be giv en to im provement of system s by moving the focus to water efficiency in light of water
remaining a scarce resource in Afghanistan.
10. Unlike traditional irrigation systems, l arge modern ones were managed u ntil the late 1970s
through parastatal agen cies 5 . One example, the Nangahar Valley Development Authority (NVDA)
near Jala labad was est ablished wit h assistance from the f ormer Sovie t Union und er a co llective
farm model. It is currently operated by the Ministry of Agriculture, Irriga tion and L ivestock (MAIL).
NVDA has a perennial supply of wat er, fertile farmland, an excellent agricultural climate, and clo se
access to markets and as such is vital irrigation and agricultural asset for Afghanistan. The system
has a 70- kilometer main canal that supplies water to over 25,000 ha o f private an d state farms in
5
The largest being the Helmand Valley Authority with a command area of 200,000ha.
Page 2
four different areas. All aspects of the irrigation system need R&U. MAIL also needs assistance in
developing a plan to restructure the NVDA that has a corporate orientation , yet ensur es
6
sustainable management and O&M of the irrigat ion system. Modern irrigation syste ms have thu s
suffered to a higher degree during the past 20 y ears as governmental agencies lost operational
capacity in t erms of funds, staff an d equipment. The maintenance of t hese large systems proved
beyond the capability of local far mers and consequently only the u pstream parts of command
areas now get proper irrigation.
11. On taking a rehabilitation perspective, the primary focus should clearly be on the following:
• Modern systems and especially on t hose struct ures that lo cal farmers h ave not been able to
maintain on their own, such as drains, intakes, and main canals;
• Alternatively on traditional systems, not necessarily for their rehabilitation, as such needs ar e
limited, but mostly to improve bot h infrastru cture as well as water management and thereby
increase agricultural production.
C. REHABILITATION NEEDS
12. Most traditional irrigation canals suffer from the same issues, namely:
• The need to often rehab ilitate or entirely rebuild i ntakes after each f lood as traditional intakes
are no more than boulders, logs and rock barrages and frequently get washed away during the
spring flood s. Rebuildin g a large in take is a n a rduous task that usual ly mobilises, under the
direction of the mirab and 500+ farmers for 2-3 weeks;
• Bank stabilit y problems: many cana ls suffer fro m river eros ion in their upstream section, an d
from erosion and minor landslide s downstream when they follow conto ur lines at the foot of
hills. Cleaning and repair operations engage farmers sometimes during peak farming times;
• Other related issue s ar e the crossing of dry riverbeds of small tribut aries (wash es). Heavy
rainfall can generate sediment loaded floods which wipe out entire sections of ca nal to be
immediately reconstructed to restore water supply for irrigation;
• The lack of water control involving gates or oth er closing structures at t he intake means that
parts of river floods may enter canals, thereby e roding or breaching can al banks an d/or silting
up canals thus reducing water flow capacity;
• The turmoil of the past 20+ years h as disrupted the social cohesion on which the local water
users a ssociations (hea ded by mirabs) are based and co mmanders have arbitrarily seized
lands and opened illegal turnouts to irrigate their plots out of turn.
13. As can be seen from this list of issu es, some are technical whilst others are more social in
nature. Against this background it can be concl uded that rehabilitation needs, where rehabilitation
is defined as “a return to a previous good condition”, are actually limited. Whilst a few canals badly
require de-silting or re-d igging to re-establish th eir former capacity, mo st systems have more or
less survived the 20+ years of invasion and civil war, just as they have survived for many centuries
(if not more) through the incessant labouring of farmers.
14. It is thus much more appropriate to look at rehabilitation in terms of:

• Either improvements t o mid-size traditional sy stems, such as the construction of perennial
(concrete or masonry-made) intakes, wash crossings, protection walls and turnouts or;
• The rehabilitation of some of the la rger moder n systems su ch as NVDA, which ba dly require
infrastructure repairs, as the collapse of central and local governments has left farmers
stranded with systems too large to handle with their own means.
D. REHABILITATION/IMPROVEMENT PRIORITIES
6
Assets a ssociated with t he NV DA in clude Darunta barrage and head works; main canal; 31 di stributary
canals; 11,180 h a of state o wned la nd; a d efunct machine shop an d m otorpool; a n oliv e oil processing
facility; maintenance buildings and offices; marketing facilities; nurseries and research plots; and resi dential
quarters inter alia.
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15. Infrastructure rehabilitat ion or improvement of traditional systems ha s to be carefully
weighted against the following:
• On one han d the construction of perennial stru ctures will save farmers thousands of labour
days and help them focus on agricultural production; Moreover many farmers and returnees do
not have th e resources to rebuild intakes and canals and resume cropping becau se they are
indebted, or have directly suffered from being abused by warlords or caught between warring
factions (no t to mentio n the rece nt four-year drought, w hose magnitude has n ot had an
equivalent since the early 1900s);
• On the other hand, it is t he yearly requirement for labour that keep these systems going from a
social perspective with f armers renewing their water rights by pro viding the labour to keep the
systems going, as in other places in the world.
16. Special mention should also be mad e on the construction of intakes. Be sides the threat to
the social cohesion mentioned above, there are also serious technical difficulties resulting from the
type of river flows and r iverbeds en countered. Building pro per intake s requires eit her barring the
entire width of the riverbed or buildin g longitudinal embankments to constrain the river to a central
channel. Both endeavours are co stly and techn ically challenging. Several of the pere nnial intakes
recently built by international NGOs suffer from inappropriate engineering designs.
E. IMPACTS AND BENEFITS OF IRRIGATION REHABILITATION/IMPROVEMENT
17. Benefits to be gained from solving the five main issues previously described are as follows:
• As described above, the de-silting of canals can be justified in systems where the farmers have
lost the capacity to mobilize under mirabs, as d e-silting through cash for work means both the
re-establishment of wat er supply and the provision of cash for farmers t o purchase inputs and
resume farming activities, whilst also encouraging the return of refugees;
• The constru ction of perennial intakes with gates, wash crossings an d protection walls to
strengthen canal banks enables the transfer of large numbers of labour days to agricultural
production;
• Likewise, such constru ctions will improve the supply of water both in terms of quantity and
reliability, e specially downstream o f the canal, improving agricultural production, ensuring
regular sing le cropping in the downstream part of systems and more double crop ping in the
upper and mid part, bringing abo ut the eventual benefit s of food security and improve d
livelihoods for local farmers; and
• The constru ction of tur nouts is an important step towards more transparency and better
accountability in water use and consequently improved equity and water efficiency.
18. In examining the participation of be neficiaries, it is noted that Afghan farmers have a strong
tradition of getting organized on their own and providing free labor to re habilitate or maintain their
irrigation canals. This tradition should be built upon to involve water users, test their motivation and
reduce costs.
F. DEVELOPMENT
19. To make changes happ en and advance the ne eds of the water secto r in the con text of
Afghanistan’s other developmental needs, a number of instruments and institution al arrangements
have been created and/or are being used:
• Millennium Development Goals

• Afghanistan National Development Strategy (ANDS)
• The ANDS Water Sector Strategy
• The Draft Afghanistan Water Law
• Supreme Council for Water Affairs Management
• Integrated Water Resource Management
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20. The water sector in Af ghanistan h istorically has been managed primarily by rural local
entities and to a lesse r extent by the cent ral governmen t. Need for change is driven by an
increasing p opulation, which, in turn , increases demand for food and water. Inadequate water
access lead s to disease and a gro wing dissat isfaction wit h the government that is perceived as
being non-responsive. Water resource management in many parts of t he world ha s shifted to an
approach called Integr ated Water Resource Management (IWRM), involving all relevant
stakeholders in a river basin or sub-basin in the process of determining how to allocate w ater
resources in a manner that is environmentally and economically sust ainable. T he Afghanistan
National Development Strategy (ANDS) has chosen to adopt the IWRM ap proach for the
governance of Afghanistan’s water sector and this is reflected in the current draft Water Law.
Successful implementation of such an approach depends upon a specific institutional arrangement,
an adequate management information system, good governance, a sound justice system and legal
framework, financia l security, sta keholder p articipation, and an o verall plan that is socially,
economically, and environmentally sustainab le. As demand increase s from mun icipal, p ower,
irrigation, a nd industrial sectors, as supplies ar e more freq uently subjected to contamination, the
fluctuations of the climate, and unr egulated use, there is a need for t he kind of comprehensive
vision, concrete goals, and an implementation plan that th e ANDS rep resents. Such a strateg y,
however, must be rooted in reality, taking fully into account the challen ges of stren gthening th e
water sector given the c urrent state of development. So me of the salient features of the current
state of the water sector and the challenges these represent include:
• Water Supply and Sanitation: Improved drinkin g water sup ply reaches only 39 percent of
Afghanistan’s total population—63 percent in urban areas and 31 percent in rural areas.
The country’s total sanitation coverage is only 34 percent.
• Agriculture: Afghanistan’s cultivated land has decreased from 3.3 million ha in the 1970s to
approximately 1.8 millio n ha curren tly. This is due to end uring conf licts, droughts, an d
damaging floods, as well as to the breakdown in community-based and governmen t
institutions operating and maintaining the irrigation systems.
• Power: The war-damaged power infrastr ucture con strains e conomic development.
Officially, access to power is enjoye d by ar ound seven perc ent of the p opulation, making
Afghanistan’s power consumption among the lowest in the world at 18.50 to 19.25 kWh per
capita.
• Industry: As industr ial growth begins to increase in Af ghanistan, pressure fo r water
resources will become even more intense, exacerbated by domestic increa ses from
returning refugees and periodic drought and flooding.
21. Water resources and irrigation feature prominen tly in Afgha n development strategie s. The
ANDS, whi ch serves as the cou ntry’s natio nal poverty reduction strategy, emphasizes water
resources a s a key sector for poverty reductio n with the overall visio n to manag e and develo p
water resources in t he country to reduce po verty, increase susta inable econo mic and so cial
development, improve the quality of life for all Afghans, and ensure an adequate supply for futu re
generations. The development of agriculture, p rimarily wat er resource s and irrigat ion, is one of
three focal areas in ADB’s country partnership strategy for Afghanistan. The ANDS follows goals
related to the water sector include:
• Urban De velopment: By the end of 2010, municipal governments will h ave strengthened
capacity to manage urban development and to ensure that municipal services are delivered
effectively, efficiently a nd transpar ently. In vestment in water supply and sanita tion will
ensure that 50 percent of households in Kabul and 30 percent of households in other majo r
urban areas will have access to piped water and improved sanitation.
• Environment: Environ mental regulator y frame works and managemen t services will be
established for the protection of air and water quality, waste manage ment and p ollution
control, and natural resource polici es will be d eveloped and implementation starte d at all
levels of government as well as the community level, by the end of 2007.
• Agriculture: The necessary inst itutional, re gulatory and incent ive framework will b e
established for securing access to irrigation , waste management systems a nd foo d
Page 5
security. Irrigation investments will r esult in at least 30 percent of water coming fro m large
waterworks by the end of 2010.
• Rural Development: Rural development will be enhanced for 90 percent of villages through
the provision of safe dr inking water , sanitation (50 percent) and small scale irrig ation (47
percent) by the end of 2010.
• Energy: By the end of 2010, electr icity coverage will exten d to 65 p ercent of ho useholds
and 90 per cent of non -residential establishments in major urban area s and at le ast 25
percent of households in rural area s. At lea st 75 percent o f the co sts should be re covered
from users connected to the national power grid.
22. The Millenni um De velopment Goals (MDGs) for Afghanista n are equall y ambitious. Th e
MDGs that are most pertinent to the water sector include the following:
• By 2020, to reduce by half the proportion of people without sustainab le access to safe
drinking water and sanitation.
• To integrate the principles of su stainable development into country policies and pr ograms
and to reverse the loss of environmental resources.
• Between 2003 and 201 5, to reduce by half the under-five mortality rate and to red uce it to
one-third of the 2003 level by 2020.
23. Serious efforts need to be made so on for these goals to be met in time . While it seems
unlikely that they will be achieved in the timefram e that has been set out, they can serve as useful
guides for policy makers as budget priorities are set.
G. LEGAL AND ENABLING FRAMEWORK
24. The water law, signed by the President on the 30 th April 20 09 and soo n to be published in
the gazette provides a framework f or Integrated Water Resources Management in River Bas ins.
This framework includ ed the establishment of River Bas in Agencies (article 12) , River Bas in
councils (article 13) and Sub Basin Councils (Article 17), Water User Associations (article 18), and
Irrigation Associations (Article 23).
25. The River Basin Agen cies form th e sub nat ional level un der the Ministry of Energy and
Water and will replace the Regional office s 7 . River Basins consist of several Sub Basins in w hich
Sub Basin Agencies will be formed and replace mainly t he provincial o ffices. The next level is not
mentioned in the water law but forms part of the new institutional stru cture. Watershed Agencies
will replace some of the smaller Provincial and l arger District offices. Sa tellite Offices will replace
some smaller district offices and all project offices that have typically only a service provider role.
26. The law, the National Water Policy, and the Water Sector strategy provide the enabling
framework for river basin management in Afgha nistan. All components under the WRDIP project
will be fun ctioning within this ne w framework. However, considera ble support to the ne w
institutions in change management as well as in defining and implementing their ne w tasks will be
needed to ensure that the investments under the project will be sustainable.
Splitting of Functions
27. The new la w provides a basis for splitting of f unctions in water mana gement. There are
basically three levels:
7
Although Regional office do not have an official status in the present structure, many operational issues are
coordinated on a regio nal scale and spe cific offices have be en given a “regional” status. Th ey largely
correspond t o the basin b oundaries (NE: Kundu z, corres ponding to the Pa nj Amu Basi n; West, Jal alabad,
corresponding to the lowe r Kabul Sub Basin, South: Kandahar, corresponding to the Helma nd Basin, West,
Herat, co rresponding to t he Hari rod, Murghab B asin a nd North: Mazaar I Sharif corre sponding to t he
Northern Basins. Only Central: (Kabul/Bamyan) is not directly related to a basin and forms an important part
of the upper catchment for all basins.
Page 6
1) Constitutional tasks, su ch as development of policie s, str ategies, law s, regulatio ns and

general principles. These are the d omain of th e Ministry o f Energy an d Water at national
level in str ong coordin ation with other minist ries that ha ve a task in water resources
management;
2) Organisational tasks, such as dev eloping (water) resources management plans,
coordinating water allocation, instru cting water delivery/utility companie s, administe ring of
permits, an nouncing dr ought and f lood mitigating measures and coordinating. The se are
the domain of River (Sub) Basin Agency, many of the day to day management is delegated
to the SB A, the RBA concentr ates on re sources protection, strategy development,
announcements of droughts and floods and t he mitigation mechanisms and coordinating
sub Basin needs;
3) Operational tasks such as water distribution, O&M of intakes and sche mes. These are the
domain of utility companies, scheme operators, Watershed Agencies and Satellite office.
Integrated Water Management

28. At each of the three levels, inst itutions or mechanisms exist for integrating the various sub
sectors in w ater resources management. At th e constitutional level, a Supreme Council of W ater
Affairs Management was establish ed in 2005. This c ouncil brings tog ether all major ministries
active in the water sect or 8 and revie ws and sets strategies, policies and laws. It is assisted by a
Technical secretariat, which in turn is supported by technical working groups.
29. At the Organisational level River Basin Agencies and Sub Basin Agencies are supported by
an advisory board brin ging togeth er all the pr ovincial lin e ministries involved in the water se ctor
and present in the basin or sub basin. The exact relation of the Advisory Board to th e River (Sub)
Basin Agencies, will be defined in the regulations for River Basin Agencies and Councils which are
soon to be reviewed by SCWAM and its TS.
30. At organisat ional level a number of integrated coordinatio n bodies ex ist which a ddress
water management issues at a regu lar scale. Pr oviding services for a fe e will requir e the service
providers to be transparent and give the water users a legitimate demand on good performance.
User Participation
31. User participation in the River Basins is at three levels.
32. Level 1: Users will participate in decision making at irrigation system level, through irrigation
associations and Water User associations. The irrigation associations will represent the secondary
and tertiary canals of irrigation sy stems or the so called irrigation scheme. The Water User
Associations will be fo rmed on main cana ls and often include mor e than on ly water use for
irrigation. I n upper cat chment man agement association s ( CMAs) will be formed and take care of
integrated natural resources dev elopment, i ncluding water. They will request services to the
service providers such as mirabs, irrigation scheme man agers and Satellite Offices (SO) a nd
sometimes possibly Watershed Offices (WO). They will be assiste d by Sub Basin Agency
stakeholder support offices.
33. Level 2: Through electi ons water users will select their repr esentatives in the Sub Basin
Councils. T hese sub b asin councils formulate pl ans for water resources management in the sub
basins and submit these to the ba sin coun cil. They are also involved in recommendations for
permitting to the basin council. They will receive technical advice from the Sub Basin Agencies and
may have the right to receive information and reports on request.
34. Level 3: The Sub Basin Councils elect memb ers for the River Basin Councils. T he basin
councils will also have a represent ation from the provincial development committees present in the
8
MEW, MAIL, Minis try of Rural Rec onstruction and Development, Ministry of Mines, Mini stry of Urban
Development, Ministry of Health, Kabul Municipality, and the National Environmental Protection Agency.
Page 7
basin. The Basin Council receives request from t he sub b asin councils approves or disappro ves
them, instructs the RBA on the desired water management strategies and their implementation and
approves permits. The RBC is the decision maker acco rding to the law. The details of t heir
mandates and function ing are in t he process o f being def ined in regu lations which after public
consultations are soon to be submitted to the TS and SCWAM for approval.
35. A schematic of the Institutional set up is shown in Error! Reference source not found.:
Page 8
Error! Reference source not found.: Schematic of River Basin Institutional Set Up
MAIL, MM, MRRD, MUD,

Kabul Mun, NEPA, SCWAM
Health, Economics, MEW
TS
SCWAM
MEW Provincial
Development
/ Management
Advisory Board of Advice Committee
Provincial Active representation
Departments Advice
RBC
• MAIL
RBA
• MRRD
• MM Tasks,
• Health decisions
• NEPA Information
Instructions Representation
SBA
Advice
SBC SBC SBC

Instructions
Service provider:
•Irr scheme operator
•WSA
Mirab Associations, Jirgas / Shuras, Other Stakeholder / CBO
•SO
/ WUA / Supervisory board
•Hydro-power operator
Page 1
36. The Law, the National Water Policy, and the Water Sector Strategy provide the enabling
framework for infrastructure investment. All components under the Water Resources Development
Investment Program will be functioning within this new frame work. However, considerable support
to the new institution s in change management, as well as in defining and impleme nting their new
tasks will be needed to ensure that the investments under the Program are sustainable.
H. NEXT STEPS
37. The ANDS identifies IWRM as the technique to be ultimately applied to the management of
the water sector. There are man y issues and barriers to implementing this approach, and the
ANDS water strategy addresses ma ny of them. Below is a summary of some of these issues and
barriers, which will give some context to the proposed WRDIP.
• Traditional water rights are connected to land ownership and often managed by mirabs,
local water masters, for irrigation. In many cases, however, new, infor mal, power groups
have taken control of water use in some sub-basins at the source s of water inflows,
disrupting the mirab system and presenting an obstacle to the efforts to implement IWRM.
• New and rehabilitated infrastruct ure (e.g., weirs, cana ls), built w ith state-of- the-art
engineering and materials, is begin ning to app ear, but pro per operation and management
will be necessary to sustain successful supplies.
• A key challenge for policy makers across the board is the scarcity of data to help craft
prudent polices, including transbou ndary treaties, and to t hus manage water according t o
IWRM principles.
• Other challenges for sound strate gic development of the water sector are the politica l
constraints faced by the ministries, which f eel pressure t o provide physical evid ence of
governance by building structures, at times leading to the neglect of “soft projects”—
institution building, capacity building, and environmental restoration.
38. As mentioned above, the ongoing conflict ha s left Afghanistan essentia lly with little modern
water infrastructure. As the need for comprehensive water sector reform in Afghanistan becomes
increasingly more appa rent, several governme nt ministries, agencies, and municipalities see t hat
such reform falls under their sphere of influence and that man y of t hese issues apply acro ss
different sectors, provincial boundaries, and river basins. The WRDIP addresses t hese sorts of
cross-cutting issues and priorities.
39. For the IWRM approach to work eff ectively in Afghanistan, it must be a pplied in a flexible
way that allows for adaptation to th e local social, cultural, and economic contexts where it is being
established. Opportunities must be created fo r community-based development that will better be
able to take advantage o f local traditions and leadership structures. For the sake of sustainabilit y,
infrastructure and equip ment should be technologically sim ple and sho uld use lo cal materials, so
that whatever is built or installed ca n be repaired, replicated and perhap s even i mproved upon by
community members. Finally, infor mation from the government should be frequent , clear, d irect,
and accessible to a range of people with different levels of education. Mechanisms also need to
be created that allow for communities to advance their interests with all key stakeholders.
40. Incorporating lessons f rom the pa st, while directing development support toward the
priorities set out in the Afghanistan National Development Strategy and the Water Sector Strategy,
it is possible to take ad vantage of t he opportun ities in Afgh anistan to a chieve the national goa ls
and objectives for the future. The following are suggested activities for implementing the strategies
set by the Govern ment; i) Implement national support for water sect or reform o n a river basin
basis, ii) Create an environment for the integrat ed management of water resource s, iii) Establi sh
relationships with othe r countries in the reg ion and with countrie s bordering A fghanistan, iv)
Emphasize the expansion of water s ervices, v) Strengthen the exchange of sector information and
experience within the country, vi) Support the c onservation of water, including in creased syst em
efficiencies, vii) Instill principle s of i mproved go vernance at all levels, and viii) Develop the water
Page 1
sector in a way that int entionally addresses th e needs of the poor. The WRDIP does this in a
comprehensive manner.
41. Many of the pieces that contribute to the development of the water sector either exist or are
in the process of being completed. The Water Law is enacted and reg ulations for implementati on
are under review. National goals h ave been e stablished with social, e conomic, and development
targets. National policies have been articulat ed through the Water Law and the Water Sector
Strategy. Other supporting legislation and initiatives are in place, such as la ws for land use,
environment, forestry, and prepar ations for t he wider p ractice o f integrated water resource
management. The next steps could include:
• Establish water sector development objectives for each of the five major river basins
• Develop a series of criteria for prioritizing projects
• Develop a list of priority projects in the short-, medium-, and long-term
• Solicit donor funding for projects
42. WRDIP will contribute to each of these steps.
Page 2
Appendix B – Capacity Development Plan
APPENDIX B – CAPACITY DEVELOPMENT PLAN
A. INTRODUCTION
1. Capacity development/building is an integral part of any MFF. The Program will provide
formal training that aims at enhancing the capacity of all stakeholders to effectively undertake the
WRDIP and to ensure the sustaina bility of the new infrastructure built as part of the program. The
capacity building propo sed here is based on training nee ds assessments (TNAs) undertaken
during the PPTA, specifically on the Large Scale Engine ering, Seco ndary and Tertiary Ca nal
assessments, Social Safeguard Studies and In stitutional Review. The arrangemen ts are a lso the
result of discussions with MEW and its provincial departments, MAIL and the NVDA and on the
basis of experience of other projects in Afghanistan.
2. Many of the training se ssions and programs proposed in t his ca pacity development plan
should be considered as general modules. It is intended that the PMO and PIO consulting services
team working in the WRDIP with MEW, MAIL, RBAs, and WUAs, will conti nually refin e an d
improve the training act ivities throu gh the implementation period of the Program. In this way the
training will remain well focu sed a nd the pr ogram’s continued relevance and eff ectiveness in
meeting the needs of the various stakeholders will be ensured.
3. The capacity building program will be based on the principles of Integrated River Basin
Management Planning ( IRBMP), wh ich forms t he basis of the new Water Law of Afghanist an
(approved 3 0 April 2009). It is also the foundation of the Water Sect or Strategy of the Afgh an
National Development Strategy (ANDS). This water sector strategy was elaborated by the various
Ministries active in the Water Sector and supported by various donors, the UN and TA consultants.
The principles of IRBMP are illustrated in Figure 1.
Definition of Integrated River Basin Management Planning (IRBMP)

IRBM Planning is a systematic and iterative process carried out in order to create an enabling environment
for su stainable develop ment of nat ural r esources i n a r iver basin, w hich meets p eople’s n eeds and
demands. It assesses the physical, socio-economic, institutional and legal potentials and constraints with
respect to an optimal and sustainable use of the resources, and empowers people to make decisions about
how to allocate those resources (FAO, 1999).
Figure 1: Definition of IRBM Planning
4. The concept of IRBM Pl anning is now widely accepted as th e leading planning principle for
river basins by Interna tional organizations su ch as the SIWI (Stockholm Interna tional Water
Institute), the International Water Council and major donors including the ADB, WB and the EU.
5. The capacit y development plan will be refined based on a more detailed Training Needs
Assessment (TNA) to be done in the beginning of tranche 1. This TNA should also take in
consideration training p lans by oth er projects and donors. The EU for example targets Public
Administration and Institutional Ref orms at cen tral and Pan j Amu River Basin levels. The WB will
put emphasis on River Basin Modeling and Decision Support Systems at central level.
6. The training/capacity building will be provided in two ways,

a. Through on-the-job training as a result of intensive cooperation between the
consultants and counterparts in the PDF/PMO and PIOs.
b. Through specific target ed training courses pro vided by national and international
institutes, specifically on management and specialist (technical) topics.
7. The on-the-job training is supplemented by training sessions given by the consultants. This
training forms an integral part of the consulta nts’ TORs. The presence of consultants in both the
central PMO and the three PIOs at Basin/Sub Basin level will further tailor the topics, methods and
Page 3
complexity of the capacity develo pment plan to the sp ecific need s of the program and the
qualifications and skills of the counterparts.
8. Training at all levels sh ould include various basic traini ng modules as well. These will at
least contain:
a. Systematic courses in English Language at different proficiency levels:
b. Computer t raining esp ecially focu sing on simple nume rical applications with
spreadsheets and data bases;
c. Fundamentals of data analysis.
9. All training will aim at high particip ation of the trainees and should be accompanied by
stimulating self work packages. The trainin g modules will have a high level of train ees’
contributions often in the form of self study projects and trainee presentations.
B. TRAINING ABROAD
10. An important part of the training will be to experience IRBMP during study tour abroad
accompanied by a significant IWRM training component. Other aspect s to be st udied during th e
tour are asset management and stakeholder participatio n. The training-study tour would be
organized for key personnel of the MEW personnel involved in River Basin Management, and for
MAIL staff r esponsible f or institution al reforms in NVDA. The tour will also target high level key
personnel in the Lower Panj Sub Basin and Northern Basins Agencies, the Lower Kabul Sub Basin
Agency and the Water Utility serving the Nangarhar Valley (NVDA).
11. In total bet ween 15 and 20 key a ctors of t he various co mponents will benefit from the
abroad stud y tour-training. This st udy tour-training will e nable the key actors t o get pract ical
experience in IWRM in River Basins, while the training se ssions will broaden the insight in t he
observed processes. Au stralia might offer opport unities for such a t our. Other opportunities are in
Turkey or possibly thro ugh a visit of Water Boards and River Basin Organizations in European
countries. Although the conditions in the mentioned countries are different than in Afg hanistan, the
exposure to well structured planning and manag ement systems will be a source of inspiration a nd
creativity and serve as a reference for future decision making.
12. Other international training is proposed in technical issue s related to IWRM in River Basins
(essentially IRBMP) an d to forecasting of and response to floods and droughts. These training
sessions will involve the developme nt of river bas in allo cation plans for various scenarios, flo od
and drought preparedness plans, and their mitigation. Tr aining in th e use of sp ecific modeling
packages w ill form the basis for t he development of such plans. T his training would incl ude
computer programs such as Mike Basin, and HECRAS as well as developing of and working with
Early Warni ng Syste ms. Significant attention will be paid to enable key staff to develop skil ls
needed for understanding and using routinely and efficient ly the a vailable techniq ues and tools
(such as GIS and Remote Sensing) in River Basin Planning.
C. TRAINING AT NATIONAL LEVEL FOR THE MEW/MAIL/PMO COUNTERPARTS AND

SELECTED RBA STAFF
13. Apart from technical aspects of IRBMP, the program will also provide training in
management and in financial and procurement rules. Training for procurement will be based on the
principles of the Law of Procurement (2005), elaborated by Procurement Rules in 2007. The
training will concentrate on general principles and specifics of ADB procurement procedures. T he
training will be coordinat ed with projects from other donors such as the EC and WB who will add
specifics of procurement procedur es in the se organizations. Additional trainin g in Public
Administration as well as technica l aspects should also be well coordinated with the other donors
active in MEW and MAIL.
Training module Indicative content Resource persons Participants
Page 4
Procurement ADB proc urement rules, PMO/PDF MEW and MAIL pro ject
methods and procedures and mechanism consultants offices staff, RBAs project
procedures for acco untability and and procur ement staff (if
transparency any)
Financial Rules and In coordination with other PMO/PDF MEW and MAIL finan cial
procedures donors, basics of fina nce, consultants, officers, RBA financial
budgeting and accounting specialist institute officers
(national?)
Integrated (Large Water Resources PMO/PDF MEW R iver Basin
scale) Proje ct Management, Project consultants Coordination office and
Planning an d River prioritization, Decision water ma nagement
Basin Management criteria departments
Modern O&M Asset Ma nagement, PMO/PDF MEW Wate r Management
management Outsourcing, Supervi sion consultants and O&M departments
and overseeing
Participatory Institutional context and PMO/PDF MEW and MAIL De puty
methods in River splitting of functions, consultants Ministers; general
Basin Management participation in w ater Directors and Heads of
management (examples Departments
and working sessions)
Table 1: Proposed training at the MEW level and selected RBA functionaries
D. TRAINING AT RIVER BASIN LEVEL FOR RBA/WU AND PIO COUNTERPART STAFF
14. In the new water law participatory water mana gement will become the mode of operations.
The RBAs will change a number of procedures and will transfer from implem enters/executers to
facilitators, coordinators and manag ers. The ch anges will h ave special impact on integrated water
management, planning, and allocation. Other new tasks include communication to all stakeholders,
rationalization of permits, effective O&M of la rger infrastr ucture and stakeholder support an d
conflict resolution.

River Basin Basics of Integrated Water PIO consultants RBA managers and
Management and Resources Manage ment and water planning and
Water Allocation water requirements and management section
Procedures allocation principles WU water
management section
Operation of Discharge relations with water PIO Consultants RBA O&M section
distribution works levels and gate openings; personnel, SBA
Operations of desilting/sco ur O&M section
sluices; Develo pment of personnel; Satellite
operational rules; Field Practice. Office Gate
Operators
Maintenance of Planning of maintenance, routine PIO Consultants RBA O&M section
medium an d large maintenance, small repairs, personnel, SBA
infrastructure outsourcing. O&M section
personnel; Satellite
Office Gate
Operators
Inventories and Field training in infrastructure PIO and inventory Lower RBA /SBA/SO
data management inventories, GPS, office training survey team personnel, some
in data storage and management specifics fo r higher
level
Page 5
Construction Reading of drawings, Principles PIO, Kabul Lower RBA /SBA/SO
Management of Constru ction Management, Polytechnic personnel, some
Supervision principles and specifics fo r higher
procedures level
Participatory Principles of WUAs (law, PIO Directors RBA, SBA,
Irrigation regulations, registration), Stakeholder support
Management participatory planning , crop unit person nel, SO
calendars and water personnel (parts)
requirements, small scale O&M,
support to official procedures.
Stakeholder support Principles o f Social Mobilizat ion, PIO Directors RBA, SBA,
and co nflict Participatory methods a nd tools, Stakeholder support
management. negotiations and conflict unit person nel, SO
resolution skills personnel (parts)
Monitoring Monitoring and data PIO Directors RBA, SBA,
management of discha rge and catchment and
flows, environmental issues (e.g. environment units
protection zones, minimal flows
etc.) and social safeguard
compliance
Table 2: Proposed training at the RBA/WU level and selected SBA functionaries
E. TRAINING FOR WUA/RBC
15. The principles of participatory management an d decision making at t he lowest practical

level require a large number of new practices to be carr ied out by the water user s. Although not
completely unknown due to years of de facto user management of the entire system and due to the
traditional w ater manag ement of main and secondary canals by Mira bs and Kok Bashi’s, re al
participatory management introduces many n ew element s and procedures and actions. T he
proposed training modules are meant to support t he WUAs and River Basin Councils for their new
tasks in water management. These tasks incl ude, water allocation p lanning and monitoring,
prioritization of infrastructure upgrades, contract supervision and institutional functioning.

Planning for water Crop water WUA development WUA c ommittees,
allocation requirements, cropping contractor/Universities Mirabs, Kok Bashi,
calendars, wat er under guid ance of P IO RBC and SBC
allocation planning, consultants members
monitoring
Discharge Gauges and water WUA development WUA c ommittees,
Measurements levels, float method, contractor/Universities Mirabs, Kok Bashi,
and Monitoring of Calibration of gauge s under guid ance of P IO RBC and SBC
water distribution and using the results, consultants members
documenting of data
OFWM, Analysis of problems, WUA development Local NGO technical
Participatory identification of contractor/Universities personnel, WUA
Technology solutions, e valuation of under guid ance of P IO committees, Mirabs,
development trials consultants Kok Bashi, RBC and
SBC members
Maintenance of Planning of WUA development WUA c ommittees,
small maintenance, routine contractor/Universities Mirabs, Kok Bashi,
infrastructure maintenance, small under guid ance of P IO RBC and SBC
repairs, developing and consultants members
using manuals
Construction Need identification, WUA development WUA committees,
Page 6
Planning project p lanning and contractor/Universities Mirabs, Kok Bashi,
contracting under guid ance of P IO RBC and SBC
consultants members
Construction Reading drawings, WUA development WUA c ommittees,
Supervision and technical d emands an d contractor/Universities Mirabs, Kok Bashi,
Management specifications, Quality under guid ance of P IO RBC and SBC
Control, Developme nt consultants members, s ome SO
and use of manual and MAIL
representatives
Construction Making and reading PIO, WUA development NGOs personnel,
drawings, technical contractor/Universities WUA c ommittees,
demands and Mirabs, Kok Bashi,
specifications, RBC and SBC
construction techniques members
Organization Meetings and the National Training Centers WUA c ommittees,
management and documentation, financial instructed by WUA Mirabs, Kok Bashi,
development management and development contractor. RBC and SBC
banking, contract ing, members,
negotiations, conflict Stakeholder support
resolution techniques. unit personnel.
Stakeholder Understanding of rights National Training Centers Directors RBA, SBA,
support and and obligations, and WUA development Stakeholder support
conflict negotiations and conflict contractor. unit personnel,
management. resolution skil ls, specific SO personnel
formulation of petition s
and follow up.
Table 3: Proposed Training for WUAs and RBC/SBC
F. PRIVATE CONTRACTORS
16. To support the private sector in Af ghanistan, t he program will preferably work with local
contractors. It is expected that especially the wo rks in secondary and tertiary canals will be carried
out by national contract ors. Although many con tractors do exist, few have experie nce in irriga tion
works, and especially dewatering, planning o f construct ion in appropriate perio ds and proper
setting out of levels and directions are a challenge. Targeted trainin g of these contractors is
proposed to achieve better work quality and sustainable results.
Training module Indicative content Resource Participants

persons
Construction Making work plans, timing phases PIO Contractors
Management and and controlling time limits, timely consultants
planning procurement requests, managing
personnel require ments, site
control
Designs and Understanding drawings, adaptin g PIO, Kab ul Contractors,
drawings drawings, introd uction to Polytechnic supervisors of
AUTOCAD, production of detailed RBA/SBA
work drawings and shop drawings
Field Site Mana gement, Health and PIO, Kab ul Contractors,
implementation safety, environment, QC, time Polytechnic Engineering section
compliance personnel and
supervisors of
RBA/SBA
Contract Rules and p rocedures, Planning of PIO Contractors,
administration phases and procureme nt, BOQs consultants Engineering section
Page 7
and invoicing and payment, personnel o f RBA/SBA,
variation orders, maintenance appropriate MEW staff.
periods.
Table 4: Proposed Training for Contractors and (partially) their supervisors and administrators
Page 8
Appendix C – Detailed Cost Estimates and Financing Plan
APPENDIX C – DETAILED COST ESTIMATES AND FINANCING PLAN
Water Resources Development Investment Project Up to

Inflation and Exchange Rates Up to Project
Negotiation Start 2010 2011 2012 2013 2014
Inflation (in %'s) /a
Zero
Annual rates
Local 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Foreign 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Compounded rates
Local 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Foreign 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Flat Rate
Annual rates
Local 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Foreign 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Compounded rates
Local 3.0 3.0 4.5 7.7 10.9 14.2 17.7
Foreign 3.0 3.0 4.5 7.7 10.9 14.2 17.7
General Prices
Annual rates
Local 0.0 0.0 6.5 6.5 6.5 6.5 6.5
Foreign 0.0 0.0 1.5 1.5 1.5 1.5 1.5
Compounded rates
Local 0.0 0.0 3.3 10.0 17.1 24.7 32.8
Foreign 0.0 0.0 0.8 2.3 3.8 5.4 6.9
Exchange rates (Local/Foreign) /b
Zero
Rates actually used 51.8 51.8 51.8 51.8 51.8 51.8 51.8
Constant purchasing parity rates 51.8 51.8 51.8 51.8 51.8 51.8 51.8
% deviation 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Flat Rate
% deviation 0.0 0.0 0.0 0.0 0.0 0.0 0.0
General Prices
% deviation 0.0 0.0 0.0 0.0 0.0 0.0 0.0
_________________________________
\a Yearly values are within Each Project Year
\b Yearly values are at Project Year Midpoints
Page 9
Water Resources Development Investment Project Parameters (in %)
Table 1. Subcomponent 1.1: Northern River Basins Irrigation R&U /a Phy.
Detailed Costs Quantities Unit Cost Base Cost (US$ '000) Cont. For. Gross Summary Divisions
Unit 2010 2011 2012 2013 2014 Total (US$) 2010 2011 2012 2013 2014 Total Rate Exch. Tax Rate Component Expenditure Account
I. Investment Costs
A. Construction of Bangala Weir /b
1. Civil Works of Bangala Weir
a. Closure and guide bunds lump sum 36.3 108.9 36.3 - - 181.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
b. Main body of the weir lump sum 244.2 732.7 244.2 - - 1,221.1 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
c. Abutements and Walls lump sum 318.6 955.7 318.6 - - 1,592.9 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
d. Left and right undersluices lump sum 198.0 593.9 198.0 - - 989.9 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
e. Approach channel lump sum 69.0 207.0 69.0 - - 345.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
f. Right canal regulator lump sum 70.7 212.1 70.7 - - 353.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
g. General items lump sum 3.5 10.4 3.5 - - 17.3 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
h. Bifurcation structures lump sum 71.5 214.6 71.5 - - 357.7 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
i. Faizabad link channel lump sum 65.6 196.7 65.6 - - 327.8 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
j. Drop structures lump sum 14.6 43.7 14.6 - - 72.8 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
k. Water measurement facility on feeder channels lump sum 6.8 20.3 6.8 - - 33.8 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
l. Riverbank protection structures lump sum 705.2 2,115.5 705.2 - - 3,525.9 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal 1,803.8 5,411.5 1,803.8 - - 9,019.2
2. Land Acquisition & Compensation
Compensation & assistance for APs /c lump sum 69.8 69.8 - - - 139.6 15.0 0.0 0.0 NRBINFRASTRUCTURE LANDACQUIRE_EA
NGO services for Community Mobilization /d lump sum 4.0 10.0 6.0 - - 20.0 10.0 25.0 3.0 NRBINFRASTRUCTURE FARMERTRAINING_EA
External monitoring /e lump sum 4.0 10.0 6.0 - - 20.0 0.0 25.0 3.0 NRBINFRASTRUCTURE M&E_EA
Subtotal 77.8 89.8 12.0 - - 179.6
Subtotal 1,881.6 5,501.3 1,815.8 - - 9,198.8
B. Relocation of Bangala Bridge /f
1. Survey & Investigation of Bangala Bridge lump sum - - 200.0 - - 200.0 10.0 0.0 3.0 NRBINFRASTRUCTURE SURVEYS_EA
2. Construction of Bridge lump sum - - - 900.0 900.0 1,800.0 10.0 30.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - - 200.0 900.0 900.0 2,000.0
C. Rehabilitation of Main Canal Structures /g
1. Rehabilitation of flow dividing structures /h
a. Flow dividing structures at Nehre Shahi canal lump sum - 772.9 772.9 - - 1,545.8 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
b. Flow dividing structures at Mushtaq canal lump sum - 136.9 136.9 - - 273.7 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
c. Flow dividing structures at Daulat Abad canal lump sum - 226.7 226.7 - - 453.3 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
d. Flow dividing structures at Chimtal canal lump sum - 208.0 208.0 - - 415.9 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
e. Flow dividing structures at Abdullah canal lump sum - 245.3 245.3 - - 490.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
f. Flow dividing structures at Charbolak canal lump sum - 52.4 52.4 - - 104.7 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
g. Flow dividing structures at Aqcha canal lump sum - 621.2 621.2 - - 1,242.3 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 2,263.1 2,263.1 - - 4,526.2
2. Additional Rehabilitation of Main and Branch canal structures
a. Pipe outlets /i lump sum - 31.5 31.5 - - 63.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
b. Culverts /j lump sum - 2.8 2.8 - - 5.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
c. Bridges /k lump sum - 47.3 47.3 - - 94.5 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
d. Retaining walls /l lump sum - 37.8 37.8 - - 75.6 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
e. Spillway /m lump sum - 2.0 2.0 - - 4.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
f. Aquaduct /n lump sum - 80.8 80.8 - - 161.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 202.1 202.1 - - 404.1
Subtotal - 2,465.2 2,465.2 - - 4,930.3
D. Samarkandian weir rehabilitation
1. Increasing flood capacity lump sum 12.0 36.0 12.0 - - 60.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
2. Repair of downstream protection structure
a. Filling of eroded areas cub m 5,738 17,214 5,738 - - 28,690 5 28.7 86.1 28.7 - - 143.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
b. Filter cloth cub m 446 1,338 446 - - 2,230 4 1.6 4.7 1.6 - - 7.8 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
c. Cut-off toe cub m 68.4 205.2 68.4 - - 342 270 18.5 55.4 18.5 - - 92.3 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
d. Stone launching apron cub m 684 2,052 684 - - 3,420 50 34.2 102.6 34.2 - - 171.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
e. RCC slabs cub m 100.6 301.8 100.6 - - 503 270 27.2 81.5 27.2 - - 135.8 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
f. Weep holes lump sum - 0.2 0.6 0.2 - 1 110,090 - 22.0 66.1 22.0 - 110.1 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal 110.1 352.3 176.1 22.0 - 660.5
Subtotal 122.1 388.3 188.1 22.0 - 720.5
E. Modification of Gates at Smarkhandian & Nehre Shahi
1. Gates at Samarkandian Weire
a. Motorizing 10 Gates
Weather proof motors motor - - 5 5 - 10 15,000 - - 75.0 75.0 - 150.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Modification of gears, shafts, and lifts, sets - - 5 5 - 10 7,500 - - 37.5 37.5 - 75.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - - 112.5 112.5 - 225.0
b. Electrical controls
Electrical controls, panels, and cables set - 0.5 0.5 - - 1 40,000 - 20.0 20.0 - - 40.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Machine rooms rooms - 1 1 - - 2 10,000 - 10.0 10.0 - - 20.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 30.0 30.0 - - 60.0
c. Equipment
Generator (100 kva) set - 0.5 0.5 - - 1 25,000 - 12.5 12.5 - - 25.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Cable wire cable - 0.5 0.5 - - 1 5,000 - 2.5 2.5 - - 5.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Fuel storage tank tank - 0.5 0.5 - - 1 10,000 - 5.0 5.0 - - 10.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 20.0 20.0 - - 40.0
d. Gantry for sluiceway hoists
Frames, tracks, anchor, steel shaped stop logs mt - 6 6.5 - - 12.5 2,400 - 14.4 15.6 - - 30.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Hoist, motors, controls, etc srts - 1 1 - - 2 17,500 - 17.5 17.5 - - 35.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Storage racks & work platforms lovation - 1 1 - - 2 10,000 - 10.0 10.0 - - 20.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 41.9 43.1 - - 85.0
e. Assembly, fabrication, and transport
Design, procurement, fabrication lumpsum - 0.5 0.5 - - 1 40,000 - 20.0 20.0 - - 40.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Transportation to site lumpsum - 0.5 0.5 - - 1 10,000 - 5.0 5.0 - - 10.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 25.0 25.0 - - 50.0
f. Materials (cement, steel, etc) LUMP SUM - 0.5 0.5 - - 1 15,000 - 7.5 7.5 - - 15.0 10.0 25.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
g. Crane rent with operator days - 12.5 12.5 - - 25 500 - 6.3 6.3 - - 12.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
h. Vehicle rent (with driver) month - 2.5 2.5 - - 5 1,500 - 3.8 3.8 - - 7.5 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
i. Manpower for installation
Senior engineers month - 1.5 1.5 - - 3 10,000 - 15.0 15.0 - - 30.0 10.0 0.0 0.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Foreman month - 1 1 - - 2 700 - 0.7 0.7 - - 1.4 10.0 0.0 0.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Labor month - 5 5 - - 10 260 - 1.3 1.3 - - 2.6 10.0 0.0 0.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 17.0 17.0 - - 34.0
j. Camp site security lump sum - 0.5 0.5 - - 1 25,000 - 12.5 12.5 - - 25.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 163.9 277.6 112.5 - 554.0
2. Gates at Nehre Shahi Weir
a. Materials, cement, steel, bags, gravel, rock lump sum - 0.5 0.5 - - 1 20,000 - 10.0 10.0 - - 20.0 10.0 10.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
b. Motors (weather proof) motor - 3 3 - - 6 15,000 - 45.0 45.0 - - 90.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
c. Gears, shafts, and lifts R&U motor - 3 3 - - 6 7,500 - 22.5 22.5 - - 45.0 10.0 50.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
d. Electrical controls. cables, panels, rooms set - 0.5 0.5 - - 1 30,000 - 15.0 15.0 - - 30.0 10.0 50.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
e. Transformer/Main cables set - 0.5 0.5 - - 1 30,000 - 15.0 15.0 - - 30.0 10.0 50.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
f. R&U of existing machinery /o months - 3 3 - - 6 5,000 - 15.0 15.0 - - 30.0 10.0 50.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
g. Manpower for installation
Installation professionals month - 1.5 1.5 - - 3 8,000 - 12.0 12.0 - - 24.0 10.0 50.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Foreman and dewatering labor months - 3 3 - - 6 2,500 - 7.5 7.5 - - 15.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Foreman, labor, etc. month - 3 3 - - 6 3,500 - 10.5 10.5 - - 21.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 30.0 30.0 - - 60.0
h. Excavator with operators days - 15 15 - - 30 500 - 7.5 7.5 - - 15.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
i. Crane with operators days - 20 20 - - 40 500 - 10.0 10.0 - - 20.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
j. Vehicle rent with drivers days - 4 4 - - 8 1,500 - 6.0 6.0 - - 12.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
k. Camp security and office space site - 0.5 0.5 - - 1 25,000 - 12.5 12.5 - - 25.0 10.0 0.0 3.0 NRBINFRASTRUCTURE CIVILWORKS_EA
Subtotal - 188.5 188.5 - - 377.0
Subtotal - 352.4 466.1 112.5 - 931.0
Total Investment Costs 2,003.7 8,707.1 5,135.2 1,034.5 900.0 17,780.6
II. Recurrent Costs
A. O&M of Bangala Weir /p
1. Personnel Costs
Weir Supervisor month - - - 2 2 4 500 - - - 1.0 1.0 2.0 10.0 0.0 0.0 NRBINFRASTRUCTURE RECURRINGSTAFF
Operators month - - - 120 120 240 300 - - - 36.0 36.0 72.0 10.0 0.0 0.0 NRBINFRASTRUCTURE RECURRINGSTAFF
Security guards month - - - 120 120 240 300 - - - 36.0 36.0 72.0 10.0 0.0 0.0 NRBINFRASTRUCTURE RECURRINGSTAFF
Subtotal - - - 73.0 73.0 146.0
2. O&M
Routine O&M year - - - - 180.0 180.0 10.0 0.0 3.0 NRBINFRASTRUCTURE RECURRINGO&M
Periodic repairs & rehabilitation /q year - - - - 90.0 90.0 10.0 0.0 3.0 NRBINFRASTRUCTURE RECURRINGO&M
Subtotal - - - - 270.0 270.0
Total Recurrent Costs - - - 73.0 343.0 416.0
Total 2,003.7 8,707.1 5,135.2 1,107.5 1,243.0 18,196.6
_________________________________
\a Includes: Construction, Rehabilitation, and Upgradation
\b Based on cost estimate for weir with 600 cumec capacity
scaled by 115% to estimate cost for weir for 1100 cumecs
\c See SLARP for details of compensation and assistance amounts
\d NGO
\e Conducted by NGO
\f Provision for realignment and replacement of bridge immediately upstream of weir site.
\g Remaining EIRRP structures
\h Remaining EIRRP structures
\i 14 in Mushtaq canal
\j 1 in Nehre Shahi
\k 5 on Abdullah canal and 4 in Aqcha canal
\l 2 on Mushraq canal, and 4 on Aqcha
\m 1 in Charbolak
\n 1 on Daulatabad canal, 6 on Abdullah canal, and 2 on Aqcha
\o R&U of gates, guides, rollers, hoists, and platforms. (replacing would cost about $230,000, hence not a preferred option
\p Funded by ADB for first two years after completion.
Government will assume increasing proportion of costs during Tranche 2.
\q Not required during 12 months warranty period after completion of construction
Page 10
Water Resources Development Invesment Project Parameters (in %)

Table 2. Subcomponent 1.2: Northern River Basins Management Phy. Summary Divisions
Detailed Costs Quantities Unit Cost Base Cost (US$ '000) Cont. For. Gross Expenditure
Unit 2010 2011 2012 2013 2014 Total (US$) 2010 2011 2012 2013 2014 Total Rate Exch. Tax Rate Component Account
I. Investment Costs
A. Strengthening River Basin Agency
1. Desks (executive) n
uit 10 - - - - 10 500 5.0 - - - - 5.0 10.0 0.0 8.0 NRBMANAGEMENT EAOFFICEEQUIP
2. Desks (standard) n
3. Office chairs n
4. Book shelves (modular) n
5. Filing cabinets n
6. Meeting chairs (strong & foldable) n
7. Meeting table n
uit 1 - - - - 1 2,500 2.5 - - - - 2.5 10.0 0.0 8.0 NRBMANAGEMENT EAOFFICEEQUIP
8. Computer sets /a n
9. Digitizing equipment /b n
10. Printer and plotter n
11. Photocopier (high duty) n
12. Scanner (A1 size) n
13. Software /c umpl sum 1 - - - - 1 5,000 5.0 - - - - 5.0 10.0 75.0 8.0 NRBMANAGEMENT EAOFFICEEQUIP
14. Heaters n
15. Air conditioners n
16. Generator (30 kva) n
17. Water quality monitoring sets n
18. Discharge measurement stations unit 15 - - - - 15 10,000 150.0 - - - - 150.0 10.0 75.0 8.0 NRBMANAGEMENT EAOFFICEEQUIP
19. Guages n
20. Current meter (large) n
21. Current meter (small) n
22. Cable bridge n
23. Soils augur n
24. Laboratory equipment umpsum
l 1 - - - - 1 25,000 25.0 - - - - 25.0 10.0 75.0 8.0 NRBMANAGEMENT EAOFFICEEQUIP
25. Chemicals umpsum
26. Laboratory setup umpsum
Subtotal 413.0 - - - - 413.0
B. Operation & Management Funds lump sum 400.0 400.0 400.0 400.0 400.0 2,000.0 10.0 0.0 3.0 NRBMANAGEMENT CIVILWORKS_EA
C. NRB Master Planning
1. Survey of Balkh river basin
a. Personnel
Project manager onth
m 7 - - - - 7 4,200 29.4 - - - - 29.4 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Senior engineer onth
Junior engineers onth
Socioeconomist onth
Environment & Water quality expert onth
Hydrogeologist onth
CAD/GIS/MIS specialist onth
Surveyors onth
Assistants onth
Labor onth
m 100 - - - - 100 500 50.0 - - - - 50.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal 505.4 - - - - 505.4
b. Equipment and other costs
Office equipment umpl sum 1 - - - - 1 10,500 10.5 - - - - 10.5 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Survey equipment, cameras, GPS Units ets
s 6 - - - - 6 5,000 30.0 - - - - 30.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal 40.5 - - - - 40.5
c. Office supplies and other costs
Office supplies and maps umpl sum 1 - - - - 1 7,000 7.0 - - - - 7.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Car rentals ehiclevmonths 36 - - - - 36 1,200 43.2 - - - - 43.2 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Communication onths
Office space and accomodation onths
Report preparation reports 3 - - - - 3 3,000 9.0 - - - - 9.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Unallocated umpl sum 1 - - - - 1 49,400 49.4 - - - - 49.4 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal 154.1 - - - - 154.1
Subtotal 700.0 - - - - 700.0
2. Initial Assessment of Shirin Tagab, Sari Pul, and Khulm river basin surveys
a. Project manager onth
b. Socioeconomist onth
c. Agronomist onth
d. Environment expert onth
e. GIS/mapping expert onth
f. Surveyors/enumerators onth
g. Transport cost ehiclevmonth 6 - - - - 6 1,200 7.2 - - - - 7.2 10.0 0.0 3.0 NRBMANAGEMENT SURVEYS_EA
h. Unallocated umpl sum 1 - - - - 1 3,400 3.4 - - - - 3.4 10.0 0.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal 50.0 - - - - 50.0
3. Detailed Survey of Shirin Tagab, Sari Pul, and Khulm river basin /d
a. Personnel
Project manager month - 10.5 - - - 10.5 4,200 - 44.1 - - - 44.1 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Senior engineer month - 21 - - - 21 3,200 - 67.2 - - - 67.2 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Junior engineers month - 42 - - - 42 2,400 - 100.8 - - - 100.8 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Socioeconomist month - 3 - - - 3 25,000 - 75.0 - - - 75.0 8.0 95.0 3.0 NRBMANAGEMENT SURVEYS_EA
Environment & Water quality expert month - 4.5 - - - 4.5 25,000 - 112.5 - - - 112.5 8.0 95.0 3.0 NRBMANAGEMENT SURVEYS_EA
Hydrogeologist month - 3 - - - 3 25,000 - 75.0 - - - 75.0 8.0 95.0 3.0 NRBMANAGEMENT SURVEYS_EA
CAD/GIS/MIS specialist month - 9 - - - 9 4,500 - 40.5 - - - 40.5 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Surveyors month - 30 - - - 30 2,200 - 66.0 - - - 66.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Assistants month - 60 - - - 60 1,700 - 102.0 - - - 102.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Labor month - 150 - - - 150 500 - 75.0 - - - 75.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal - 758.1 - - - 758.1
b. Equipment and other costs
Office equipment lump sum - 1 - - - 1 15,750 - 15.8 - - - 15.8 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Survey equipment, cameras, GPS Units sets - 9 - - - 9 5,000 - 45.0 - - - 45.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal - 60.8 - - - 60.8
c. Office supplies and other costs
Office supplies and maps lump sum - 1 - - - 1 10,500 - 10.5 - - - 10.5 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Car rentals v ehicle months - 54 - - - 54 1,200 - 64.8 - - - 64.8 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Communication months - 10.5 - - - 10.5 2,000 - 21.0 - - - 21.0 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Office space and accomodation months - 10.5 - - - 10.5 4,500 - 47.3 - - - 47.3 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Report preparation reports - 4.5 - - - 4.5 3,000 - 13.5 - - - 13.5 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Unallocated lump sum - 1 - - - 1 74,100 - 74.1 - - - 74.1 8.0 25.0 3.0 NRBMANAGEMENT SURVEYS_EA
Subtotal - 231.2 - - - 231.2
Subtotal - 1,050.0 - - - 1,050.0
4. Pilot Secondary & Tertiary Canal Development per ha - 3,000 4,800 4,200 - 12,000 100 - 300.0 480.0 420.0 - 1,200.0 10.0 0.0 3.0 NRBMANAGEMENT CIVILWORKS_EA
Subtotal 750.0 1,350.0 480.0 420.0 - 3,000.0
Total Investment Costs 1,563.0 1,750.0 880.0 820.0 400.0 5,413.0
II. Recurrent Costs
Total 1,563.0 1,750.0 880.0 820.0 400.0 5,413.0
_________________________________
\a include cpu, monitor, printer, scanners, ups
\b includes computer, printer, ups, and backup system
\c includes Autodesk, Mike Basin, GIS, Statistical Package etc.
\d Equally divided amongst the three rivers
Page 11

Table 3. Subcomponent 1.3: Northern River Basins WUA Development Unit Phy.
Detailed Costs Quantities Cost Base Cost (US$ '000) Cont. For. Gross Summary Divisions
I. Investment Costs
A. WUA Mobilization /a
1. WUA Formulation and Training /b
a. Personal cost lu mp sum 135.0 225.0 225.0 225.0 90.0 900.0 10.0 50.0 3.0 NRBWUA FARMERTRAINING_EA
b. Material cost lu mp sum - 2.8 2.8 2.8 2.8 11.0 10.0 75.0 3.0 NRBWUA FARMERTRAINING_EA
c. Transport cost lu mp sum 22.5 37.5 37.5 37.5 15.0 150.0 10.0 75.0 3.0 NRBWUA FARMERTRAINING_EA
d. Vehicle operating cost lump sum 16.9 28.1 28.1 28.1 11.3 112.5 10.0 50.0 3.0 NRBWUA FARMERTRAINING_EA
e. Community meetings lump sum 22.5 37.5 37.5 37.5 15.0 150.0 10.0 0.0 3.0 NRBWUA FARMERTRAINING_EA
f. Office and equipment lump sum 9.9 16.5 16.5 16.5 6.6 66.0 10.0 75.0 3.0 NRBWUA FARMERTRAINING_EA
g. OFWM/PTD lu mp sum 33.8 56.3 56.3 56.3 22.5 225.0 10.0 0.0 3.0 NRBWUA FARMERTRAINING_EA
h. Registeration & documentation lump sum 8.3 13.8 13.8 13.8 5.5 55.0 10.0 0.0 3.0 NRBWUA FARMERTRAINING_EA
i. Training & exposure lump sum 11.3 18.8 18.8 18.8 7.5 75.0 10.0 0.0 3.0 NRBWUA FARMERTRAINING_EA
j. Overhead cost /c lu mp sum 18.3 30.5 30.5 30.5 12.2 122.1 10.0 0.0 3.0 NRBWUA FARMERTRAINING_EA
Subtotal 278.3 466.7 466.7 466.7 188.3 1,866.6
2. OFWM Demonstration
a. Almond Orchard Demos /d
Almond orchard demo lump sum 27.4 2.2 2.2 2.2 10.2 44.2 10.0 50.0 3.0 NRBWUA DEMOS_EA
Intercropping in Almond orchard demo lump sum 2.4 2.4 2.4 2.4 2.4 12.0 10.0 50.0 3.0 NRBWUA DEMOS_EA
Subtotal 29.8 4.6 4.6 4.6 12.6 56.3
b. Apricot Orchard Demos /e
Appricot orchard demo lump sum 27.4 2.2 2.2 2.2 10.2 44.2 10.0 50.0 3.0 NRBWUA DEMOS_EA
Intercropping in Apricot orchard demo lump sum - 10.1 2.5 - - 12.6 10.0 50.0 3.0 NRBWUA DEMOS_EA
Subtotal 27.4 12.3 4.7 2.2 10.2 56.9
c. Early Grapes Orchard Crop Demo /f
Early Grapes orchard demo lump sum 30.5 1.8 1.8 1.8 8.4 44.2 10.0 50.0 3.0 NRBWUA DEMOS_EA
Intercropping in grapes orchard demo lump sum 0.5 0.5 0.5 0.5 0.5 2.6 10.0 50.0 3.0 NRBWUA DEMOS_EA
Subtotal 31.0 2.3 2.3 2.3 8.9 46.8
d. Intensive vegetable cultivation with drip & mulching /g
Equipment & materials lump sum 17.7 1.1 1.1 1.1 6.3 27.2 10.0 50.0 3.0 NRBWUA DEMOS_EA
Intercropping Demo lump sum 1.4 1.4 1.4 1.4 1.4 7.2 10.0 50.0 3.0 NRBWUA DEMOS_EA
Subtotal 19.1 2.5 2.5 2.5 7.7 34.4
Subtotal 107.4 21.8 14.2 11.6 39.4 194.3
Total Investment Costs 385.7 488.4 480.8 478.3 227.7 2,060.9
II. Recurrent Costs
Total 385.7 488.4 480.8 478.3 227.7 2,060.9
_________________________________
\a NGOs will be hired for WUA formation facilitation
\b NGO will be contracted
\c includes cost of audit
\d Existing orchards in full bearing, with gated pipe of flexiflume
\e Existing orchards in full bearing, with gated pipe of flexiflume
\f Existing orchards in full bearing, with gated pipe of flexiflume
\g Existing orchards in full bearing, with gated pipe of flexiflume
Page 12

Table 4. Subcomponent 1.4: Northern River Basins Program Implementation Office Phy.
I. Investment Costs
A. Vehicles
Heavy duty 4WD unit 1 - - - - 1 130,000 130.0 - - - - 130.0 0.0 75.0 8.0 NRBPIU VEHICLES_EA
Light duty 4WD unit 1 - - - - 1 30,000 30.0 - - - - 30.0 0.0 75.0 8.0 NRBPIU VEHICLES_EA
Motorcycles un it 6 - - - - 6 2,000 12.0 - - - - 12.0 0.0 75.0 8.0 NRBPIU VEHICLES_EA
Subtotal 172.0 - - - - 172.0
B. Office & Communications Equipment
Computer sets unit 12 - - - - 12 2,000 24.0 - - - - 24.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Software lum p sum 25.0 - - - - 25.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Printers, Copiers, Fax, Plotter set 2 - - - - 2 10,000 20.0 - - - - 20.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Furniture & Fixtures lump sum 15.0 - - - - 15.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Field communication equipment unit 12 - - - - 12 400 4.8 - - - - 4.8 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Mobile station unit 3 - - - - 3 2,000 6.0 - - - - 6.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Base station unit 1 - - - - 1 3,000 3.0 - - - - 3.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Generator un it 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Miscellaneous instruments unit 3 - - - - 3 3,000 9.0 - - - - 9.0 10.0 75.0 8.0 NRBPIU EAOFFICEEQUIP
Subtotal 116.8 - - - - 116.8
C. International Consultants
PIO Team Leader (Irrigation/Hydraulic Engineer) month 4 4 4 2 2 16 25,000 100.0 100.0 100.0 50.0 50.0 400.0 0.0 100.0 0.0 NRBPIU INTCONSULTANTS_EA
Irrigation Engineer month 6 6 2 2 - 16 25,000 150.0 150.0 50.0 50.0 - 400.0 0.0 100.0 0.0 NRBPIU INTCONSULTANTS_EA
Water Management Specialist (WUA/OFWM Development) month 2 2 2 2 - 8 25,000 50.0 50.0 50.0 50.0 - 200.0 0.0 100.0 0.0 NRBPIU INTCONSULTANTS_EA
Irrigation Agronomist month 2 2 - - - 4 25,000 50.0 50.0 - - - 100.0 0.0 100.0 0.0 NRBPIU INTCONSULTANTS_EA
River Basin Management Specialist month 4 5 4 2 2 17 25,000 100.0 125.0 100.0 50.0 50.0 425.0 0.0 100.0 0.0 NRBPIU INTCONSULTANTS_EA
O&M Specialist month - 2 2 - - 4 25,000 - 50.0 50.0 - - 100.0 0.0 100.0 0.0 NRBPIU INTCONSULTANTS_EA
Subtotal 450.0 525.0 350.0 200.0 100.0 1,625.0
D. National Consultants
Deputy Team Leader (Civil/Hydraulic Engineer) month 6 11 11 11 11 50 2,500 15.0 27.5 27.5 27.5 27.5 125.0 0.0 0.0 3.0 NRBPIU NATCONSULTANTS_EA
WUA (OFWM Specialist) month 6 11 11 11 6 45 2,500 15.0 27.5 27.5 27.5 15.0 112.5 0.0 0.0 3.0 NRBPIU NATCONSULTANTS_EA
Design Engineers (2) month 6 12 12 - - 30 2,500 15.0 30.0 30.0 - - 75.0 0.0 0.0 3.0 NRBPIU NATCONSULTANTS_EA
Field Supervisors (6) month 12 30 12 6 - 60 2,500 30.0 75.0 30.0 15.0 - 150.0 0.0 0.0 3.0 NRBPIU NATCONSULTANTS_EA
Subtotal 75.0 160.0 115.0 70.0 42.5 462.5
E. Consultant's Support Staff
Office Manager / Accountant month 6 12 12 12 6 48 1,500 9.0 18.0 18.0 18.0 9.0 72.0 0.0 0.0 3.0 NRBPIU SUPSTAFFCONSULT
Office Assistant month 6 12 12 12 6 48 1,000 6.0 12.0 12.0 12.0 6.0 48.0 0.0 0.0 3.0 NRBPIU SUPSTAFFCONSULT
General Assistant (3) month 18 36 36 36 18 144 500 9.0 18.0 18.0 18.0 9.0 72.0 0.0 0.0 3.0 NRBPIU SUPSTAFFCONSULT
Cleaner (2) month 12 24 24 24 12 96 250 3.0 6.0 6.0 6.0 3.0 24.0 0.0 0.0 3.0 NRBPIU SUPSTAFFCONSULT
Drivers (8) month 48 96 96 96 96 432 500 24.0 48.0 48.0 48.0 48.0 216.0 0.0 0.0 3.0 NRBPIU SUPSTAFFCONSULT
Guards (6) month 36 72 72 72 72 324 300 10.8 21.6 21.6 21.6 21.6 97.2 0.0 0.0 3.0 NRBPIU SUPSTAFFCONSULT
Subtotal 61.8 123.6 123.6 123.6 96.6 529.2
F. Consultants Operating Costs
Utilities yea r 20.0 20.0 20.0 20.0 20.0 100.0 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Office expendables year 1 1 1 1 1 5 12,000 12.0 12.0 12.0 12.0 12.0 60.0 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Vehicle operating costs month 12 24 24 24 12 96 300 3.6 7.2 7.2 7.2 3.6 28.8 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Motorcycle operating costs month 36 72 72 72 36 288 150 5.4 10.8 10.8 10.8 5.4 43.2 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Generator operating cost month 6 12 12 12 6 48 300 1.8 3.6 3.6 3.6 1.8 14.4 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Internet & communications year 1 1 1 1 1 5 6,000 6.0 6.0 6.0 6.0 6.0 30.0 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Security mon th 12 12 12 12 12 60 2,000 24.0 24.0 24.0 24.0 24.0 120.0 0.0 0.0 3.0 NRBPIU OPCOSTCONSULT
Subtotal 72.8 83.6 83.6 83.6 72.8 396.4
G. PIU Staff
1. Counterpart Allowances (Professional Staff)
Deputy Project Director month 6 12 12 12 6 48 1,000 6.0 12.0 12.0 12.0 6.0 48.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Finance Officer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Accountants (2) month 12 24 24 24 12 96 500 6.0 12.0 12.0 12.0 6.0 48.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Water Resources Engineer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Irrigation Engineer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Hydraulic Structures Engineer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
On Farm Water Management Officer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Procurement Officer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Construction Engineers (6) month 24 72 72 24 - 192 500 12.0 36.0 36.0 12.0 - 96.0 10.0 0.0 3.0 NRBPIU ALLOWANCE
Environmentalist mon th 6 12 9 - - 27 500 3.0 6.0 4.5 - - 13.5 10.0 0.0 3.0 NRBPIU ALLOWANCE
Social Safeguards Officer month 6 12 9 - - 27 500 3.0 6.0 4.5 - - 13.5 10.0 0.0 3.0 NRBPIU ALLOWANCE
Subtotal 48.0 108.0 105.0 72.0 30.0 363.0
2. Support Staff
Administrative Assistants (3) month 24 48 48 48 24 192 500 12.0 24.0 24.0 24.0 12.0 96.0 10.0 0.0 3.0 NRBPIU SALARIES_EA
Cleaner mon th 6 12 12 12 6 48 250 1.5 3.0 3.0 3.0 1.5 12.0 10.0 0.0 3.0 NRBPIU SALARIES_EA
Coffee/Tea Boy month 6 12 12 12 6 48 250 1.5 3.0 3.0 3.0 1.5 12.0 10.0 0.0 3.0 NRBPIU SALARIES_EA
Drivers (2) month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 NRBPIU SALARIES_EA
Subtotal 18.0 36.0 36.0 36.0 18.0 144.0
3. Equipment & Vehicles
Light duty 4WD unit 2 - - - - 2 30,000 60.0 - - - - 60.0 10.0 0.0 3.0 NRBPIU VEHICLES_EA
Computers set 11 - - - - 11 2,000 22.0 - - - - 22.0 10.0 0.0 3.0 NRBPIU EAOFFICEEQUIP
Printer / Scanner / Photocopier/Fax (set) set 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 0.0 3.0 NRBPIU EAOFFICEEQUIP
Subtotal 92.0 - - - - 92.0
Subtotal 158.0 144.0 141.0 108.0 48.0 599.0
Total Investment Costs 1,106.4 1,036.2 813.2 585.2 359.9 3,900.9
II. Recurrent Costs
Total 1,106.4 1,036.2 813.2 585.2 359.9 3,900.9
Page 13

Table 5. Subcomponent 2.1: NVDA Institutional Reform Plan /a Phy.
I. Investment Costs
A. Institutional Reform / Business Management Specialist months 3 3 - - - 6 25,000 75.0 75.0 - - - 150.0 0.0 100.0 0.0 NVDAREFORMS INTCONSULTANTS_EA
Total Investment Costs 75.0 75.0 - - - 150.0
II. Recurrent Costs
Total 75.0 75.0 - - - 150.0
_________________________________
\a This activity to be implemented through PMO MAIL
Page 14
Water Resources Development Project Parameters (in %)

Table 6. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgrading Unit Phy.
Detailed Costs Quantities Cost Base Cost (US$ '000) Cont. For. Gross Summary Divisions
I. Investment Costs
A. NVDA Irrigation System Rehabilitation & Upgrading
1. Western Main Canal R&U
a. Main Canal Improvements
Cleaning head reach (2 sections) lump sum - 53.5 106.9 53.5 - 213.8 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Cleaning protection wall & head reach (2 section) lump sum - 22.0 44.0 22.0 - 88.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Cleaning protection wall & further on (2 sections) lump sum - 14.2 28.4 14.2 - 56.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Stone masonary lining in 3 section /a lump sum - 228.0 456.0 228.0 - 912.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal access road (left side) /b lump sum - 139.8 279.6 139.8 - 559.2 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal access road (right side) /c lump sum - 182.5 365.0 182.5 - 730.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Pipe culverts (6) lump sum - 1.2 2.4 1.2 - 4.8 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Box culverts (3) lump sum - 3.0 6.0 3.0 - 12.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Bridge hand railing (6 locations) lump sum - 3.4 6.7 3.4 - 13.4 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Subtotal - 647.5 1,295.0 647.5 - 2,589.9
b. Secondary canal offtakes
Replacing gate frames and lifting mechanism /d lump sum - 1.5 3.0 1.5 - 5.9 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
c. Siphons and washes
Surkhab siphon lump sum - 21.9 43.7 21.9 - 87.4 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Surkhab wash (upstream Left &Right) lump sum - 36.0 71.9 36.0 - 143.8 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Gahauchak wash (downstream right) lump sum - 1.3 2.6 1.3 - 5.1 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Kambo wash lump sum - 28.4 56.9 28.4 - 113.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Kan-i-Qatragahi siphon /e lump sum - 3.5 7.0 3.5 - 14.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Surkh Deewar Siphon /f lump sum - 0.2 0.4 0.2 - 0.8 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Surkh Deewar wash /g lump sum - 14.7 29.3 14.7 - 58.6 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Subtotal - 105.9 211.7 105.9 - 423.4
Subtotal - 754.8 1,509.6 754.8 - 3,019.2
2. Eastern Main Canal R&U
a. Main Canal Improvements
Excavation/cleaning in 3 sections /h lump sum - 3.4 6.8 3.4 - 13.6 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Stone masonary lining in 3 sections /i lump sum - 39.6 79.2 39.6 - 158.4 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal access roads (both sides) /j lump sum - 254.9 509.9 254.9 - 1,019.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Subtotal - 297.9 595.9 297.9 - 1,191.7
b. Secondary canal offtakes
Replacing gate frames and lifting mechanism /k lump sum - 2.2 4.5 2.2 - 8.9 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Stone masonary works /l lump sum - 1.2 2.4 1.2 - 4.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Subtotal - 3.4 6.8 3.4 - 13.6
c. Siphons and washes
Barikab tunnel outlet /m lump sum - 17.2 34.5 17.2 - 68.9 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Barikab and Kot wash lump sum - 28.1 56.3 28.1 - 112.5 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Baro wash siphon, No 2E lump sum - 65.7 131.3 65.7 - 262.6 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Baro/Dehbala wash lump sum - 232.3 464.5 232.3 - 929.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Kot wash siphon No.3E /n lump sum - 62.9 125.9 62.9 - 251.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Kot wash lump sum - 483.2 966.4 483.2 - 1,932.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Batikot wash siphon No 4E lump sum - 100.6 201.3 100.6 - 402.5 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Tamir Modir siphon, No.5E lump sum - 123.6 247.3 123.6 - 494.5 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Tamir Modir siphon, (block 5-6 along Farm 3) lump sum - 153.0 306.0 153.0 - 612.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal 25 wash /o lump sum - 213.7 427.3 213.7 - 854.6 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Ghanikhel Siphon, No.8E lump sum - 48.7 97.3 48.7 - 194.6 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Ghanikhel wash lump sum - 60.8 121.6 60.8 - 243.2 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Tamir Kharkhash Siphon lump sum - 36.7 73.4 36.7 - 146.7 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal No.29 Siphon No.9E lump sum - 54.8 109.6 54.8 - 219.2 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal No.29 wash lump sum - 40.5 80.9 40.5 - 161.8 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal No.30 Siphon No.10E lump sum - 119.8 239.7 119.8 - 479.3 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Hazaranaw wash (chrwazi) lump sum - 190.8 381.6 190.8 - 763.2 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Canal No.31, Siphon No.11E lump sum - 107.5 215.0 107.5 - 429.9 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Upstream dikes for main canal protection lump sum - 148.1 296.1 148.1 - 592.2 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Subtotal - 2,287.8 4,575.6 2,287.8 - 9,151.1
Subtotal - 2,589.1 5,178.2 2,589.1 - 10,356.4
3. Rehabilitation of Darunta headworks gates
a. Darunta headworks gates lump sum - 50.0 100.0 50.0 - 200.0 10.0 75.0 20.0 NVDAIR&U MACHINE&FEQUIP_EA
4. Secondary & Tertiary Irrigation Rehabilitation & Upgradation
a. State farm areas per ha - 2,000 4,000 2,000 - 8,000 300 - 600.0 1,200.0 600.0 - 2,400.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
b. Private farms per ha - 3,500 7,000 3,500 - 14,000 300 - 1,050.0 2,100.0 1,050.0 - 4,200.0 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Subtotal - 1,650.0 3,300.0 1,650.0 - 6,600.0
5. Unallocated
a. Unallocated lump sum - 898.8 1,797.6 898.8 - 3,595.2 10.0 25.0 3.0 NVDAIR&U CIVILWORKS_EA
Total Investment Costs - 5,942.7 11,885.4 5,942.7 - 23,770.8
II. Recurrent Costs
A. O&M - Western canal sum - - 11.3 22.6 30.2 64.2 10.0 0.0 3.0 NVDAIR&U RECURRINGO&M
B. O&M - Eastern canal sum - - 38.8 77.7 103.6 220.1 10.0 0.0 3.0 NVDAIR&U RECURRINGO&M
C. O&M - Darunta headworks sum - - 0.8 1.5 2.0 4.3 10.0 0.0 3.0 NVDAIR&U RECURRINGO&M
Total - 5,942.7 11,936.3 6,044.5 135.8 24,059.3
_________________________________
\a Bed and sides, total 18,240 m
\b 23.3 km
\c 25.52 km
\d includes some X-regs on main canal
\e PRT repaired causeway
\f Siphon and wash between tunnel
\g Siphon and wash between tunnel
\h 950 m
\i Bed and sides (202 m)
\j 30.9 km
\k 18 numbers
\l 3 numbers
\m 37+800 from Darunta
\n PRT repaired causeway
\o Siphon 6E (20+500 or 7E (22+830)
Page 15

Table 7. Subcomponent 2.3: NVDA WUA Development Phy.
Detailed Costs Quantities Unit Cost Unit Cost Base Cost (AFs Million) Base Cost (US$ '000) Cont. For. Gross Summary Divisions
Unit 2010 2011 2012 2013 2014 Total (AFs) (US$) 2010 2011 2012 2013 2014 Total 2010 2011 2012 2013 2014 Total Rate Exch. Tax Rate Component Expenditure Account
I. Investment Costs
A. WUA Development and Mobilization /a
1. WUA formulation /b
a. Personal cost lump sum 0.86 1.43 1.43 1.43 0.57 5.71 16.5 27.6 27.6 27.6 11.0 110.3 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
b. Material cost lump sum - 0.14 0.14 0.14 0.14 0.57 - 2.8 2.8 2.8 2.8 11.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
c. Transport cost lump sum 0.28 0.47 0.47 0.47 0.19 1.86 5.4 9.0 9.0 9.0 3.6 36.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
d. Vehicle operating cost lump sum 0.12 0.19 0.19 0.19 0.08 0.78 2.3 3.8 3.8 3.8 1.5 15.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
e. Community meetings lump sum 0.09 0.14 0.14 0.14 0.06 0.57 1.7 2.8 2.8 2.8 1.1 11.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
f. Office and equipment lump sum 0.26 0.43 0.43 0.43 0.17 1.71 5.0 8.3 8.3 8.3 3.3 33.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
g. OFWM/PTD lump sum 0.26 0.43 0.43 0.43 0.17 1.71 5.0 8.3 8.3 8.3 3.3 33.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
h. Registeration & documentation lump sum 0.43 0.71 0.71 0.71 0.28 2.85 8.3 13.8 13.8 13.8 5.5 55.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
i. Training & exposure lump sum 0.09 0.14 0.14 0.14 0.06 0.57 1.7 2.8 2.8 2.8 1.1 11.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
j. Overhead cost /c lump sum 0.17 0.29 0.29 0.29 0.11 1.14 3.3 5.5 5.5 5.5 2.2 22.1 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
Subtotal 2.54 4.37 4.37 4.37 1.83 17.47 48.9 84.3 84.3 84.3 35.4 337.3
2. OFWM Demonstration
a. Block A1 & A2: Olive Orchards
Improved Orchard Management lump sum 3.22 0.25 0.25 0.25 0.25 4.23 62.1 4.9 4.9 4.9 4.9 81.7 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Intercropping in Olive orchard demo lump sum 0.40 0.40 0.40 0.40 0.40 2.00 7.7 7.7 7.7 7.7 7.7 38.5 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Subtotal 3.61 0.65 0.65 0.65 0.65 6.23 69.8 12.6 12.6 12.6 12.6 120.2
b. Block B1 & B2: Olive Orchards
Improved orchard management lump sum 2.15 0.25 0.25 0.25 1.31 4.22 41.5 4.9 4.9 4.9 25.3 81.5 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Intercropping in Olive orchard demo lump sum 0.09 0.09 0.09 0.09 0.09 0.47 1.8 1.8 1.8 1.8 1.8 9.0 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Subtotal 2.25 0.35 0.35 0.35 1.40 4.69 43.3 6.7 6.7 6.7 27.1 90.5
c. Block C1 & C2: Citrus Orchards
Improved Citrus Orchard Management lump sum 2.81 0.49 0.49 0.49 0.64 4.92 54.2 9.5 9.5 9.5 12.4 95.1 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Intercropping in Citrus orchard demo lump sum 0.50 0.50 0.50 0.50 0.50 2.49 9.6 9.6 9.6 9.6 9.6 48.2 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Subtotal 3.31 0.99 0.99 0.99 1.14 7.42 63.8 19.1 19.1 19.1 22.0 143.2
d. Block D1 & D2: Grapes Vineyard
Improved Grapes Vineyard Management lump sum 2.73 0.18 0.21 0.21 0.21 3.54 52.7 3.4 4.1 4.1 4.1 68.4 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Intercropping in Vineyards demo lump sum 0.06 0.06 0.06 0.06 0.06 0.31 1.2 1.2 1.2 1.2 1.2 6.0 10.0 50.0 3.0 NVDAWUA DEMOS_EA
Subtotal 2.79 0.24 0.27 0.27 0.27 3.85 53.9 4.6 5.3 5.3 5.3 74.4
Subtotal 11.96 2.23 2.27 2.27 3.47 22.19 230.8 43.1 43.7 43.7 67.0 428.3
3. Technical Support & Other Costs
a. Tools & equipment lump sum - 0.05 0.05 0.05 - 0.16 - 1.0 1.0 1.0 - 3.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
b. Office equipment lump sum - 0.10 0.10 0.10 - 0.31 - 2.0 2.0 2.0 - 6.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
c. Laboratory testing cost lump sum - 0.03 0.03 0.03 - 0.08 - 0.5 0.5 0.5 - 1.5 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
d. Publications lump sum - 0.03 0.03 0.03 - 0.08 - 0.5 0.5 0.5 - 1.5 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
e. Field days & workshops lump sum - - 0.26 0.26 0.26 0.78 - - 5.0 5.0 5.0 15.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
f. Communications lump sum 0.06 0.06 0.06 0.06 0.06 0.31 1.2 1.2 1.2 1.2 1.2 6.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
g. University research support lump sum 1.66 1.66 1.66 1.66 1.66 8.29 32.0 32.0 32.0 32.0 32.0 160.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
h. Professional support
Germplasm evaluation month 1 1 1 - 1 4 1,036,000 20,000 1.04 1.04 1.04 - 1.04 4.14 20.0 20.0 20.0 - 20.0 80.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
Pruning orchard management techniques sp[ecialist year 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0 0.0 0.0 0.0 0.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
Harvest and post harvest specialist months 0.5 0.5 0.5 0.5 0.5 2.5 1,036,000 20,000 0.52 0.52 0.52 0.52 0.52 2.59 10.0 10.0 10.0 10.0 10.0 50.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
Water management specialist months 1 1 1 1 1 5 1,036,000 20,000 1.04 1.04 1.04 1.04 1.04 5.18 20.0 20.0 20.0 20.0 20.0 100.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
International travel lump sum 0.62 0.62 0.52 0.62 0.41 2.80 12.0 12.0 10.0 12.0 8.0 54.0 10.0 50.0 3.0 NVDAWUA FARMERTRAINING_EA
Subtotal 3.21 3.21 3.11 2.18 3.00 14.71 62.0 62.0 60.0 42.0 58.0 284.0
Subtotal 4.93 5.14 5.29 4.36 4.98 24.71 95.2 99.2 102.2 84.2 96.2 477.0
Total 19.42 11.74 11.93 11.00 10.28 64.37 375.0 226.6 230.3 212.3 198.5 1,242.6
_________________________________
\a NGOs will be hired to WUA formation facilitation
\b NGO will be contracted
\c includes cost of audit
Page 16

Table 8. Subcomponent 2.4: Project Management Office (MAIL/NVDA) Phy.
I. Investment Costs
A. Resettlement & Land Acquistion
Resettlement & compensation /a lump sum 20.0 40.0 40.0 - - 100.0 10.0 0.0 0.0 NVDAPMO RESETTLEMENT_EA
B. Vehicles
Heavy duty 4WD unit 1 - - - - 1 130,000 130.0 - - - - 130.0 0.0 75.0 9.0 NVDAPMO VEHICLES_EA
Light duty 4WD unit 1 - - - - 1 30,000 30.0 - - - - 30.0 0.0 75.0 9.0 NVDAPMO VEHICLES_EA
Motorcycles unit 4 - - - - 4 2,000 8.0 - - - - 8.0 0.0 75.0 9.0 NVDAPMO VEHICLES_EA
Subtotal 168.0 - - - - 168.0
C. International Consultants
Team Leader / Irrigation / Hydraulic Engineer month 4 8 8 4 - 24 25,000 100.0 200.0 200.0 100.0 - 600.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Irrigation Engineer month 3 3 3 2 - 11 25,000 75.0 75.0 75.0 50.0 - 275.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Finance Specialist month 3 - - - - 3 25,000 75.0 - - - - 75.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Procurement Specialist month 2 5 - - - 7 25,000 50.0 125.0 - - - 175.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Water Management / WUAs & NVDA month 3 4 2 2 - 11 25,000 75.0 100.0 50.0 50.0 - 275.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Social Safeguards Specialist month - 2 - - - 2 25,000 - 50.0 - - - 50.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Unallocated mo nth - 3 3 - - 6 25,000 - 75.0 75.0 - - 150.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Subtotal 375.0 625.0 400.0 200.0 - 1,600.0
D. National Consultants
Deputy TL / Civil / Hydraulic Engineer month 6 11 11 11 - 39 2,500 15.0 27.5 27.5 27.5 - 97.5 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
Financial Specialist month 4 4 4 4 - 16 2,500 10.0 10.0 10.0 10.0 - 40.0 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
Procurement Specialist month 6 11 - - - 17 2,500 15.0 27.5 - - - 42.5 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
WUA / OFWM Specialist month 6 11 11 11 - 39 2,500 15.0 27.5 27.5 27.5 - 97.5 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
Social Safeguards Specialist month - 6 3 3 - 12 2,500 - 15.0 7.5 7.5 - 30.0 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
M&E Specialist month 3 6 6 6 - 21 2,500 7.5 15.0 15.0 15.0 - 52.5 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
Field Supervisors (4) month - 20 24 16 - 60 2,500 - 50.0 60.0 40.0 - 150.0 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
Design Engineer (2) month 6 22 4 4 - 36 2,500 15.0 55.0 10.0 10.0 - 90.0 0.0 0.0 3.0 NVDAPMO NATCONSULTANTS_EA
Subtotal 77.5 227.5 157.5 137.5 - 600.0
E. Travel Costs
International Travel (Consultants) trip 6 7 4 3 - 20 3,500 21.0 24.5 14.0 10.5 - 70.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Local travel trip 7 14 11 8 - 40 100 0.7 1.4 1.1 0.8 - 4.0 0.0 100.0 0.0 NVDAPMO INTCONSULTANTS_EA
Subtotal 21.7 25.9 15.1 11.3 - 74.0
F. Office & Communications Equipment
Computer sets unit 15 - - - - 15 2,000 30.0 - - - - 30.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Software l ump sum 20.0 - - - - 20.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Printers / Copiers / Fax (set) unit 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Furniture & Fixtures lump sum 15.0 - - - - 15.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Field communication equipment unit 6 - - - - 6 400 2.4 - - - - 2.4 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Mobile station unit 3 - - - - 3 2,000 6.0 - - - - 6.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Base station unit 1 - - - - 1 3,000 3.0 - - - - 3.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Generator unit 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Miscellaneous instruments unit 2 - - - - 2 3,000 6.0 - - - - 6.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Subtotal 102.4 - - - - 102.4
G. Consultant's Support Staff
Office Manager / Accountant month 6 12 12 12 - 42 1,500 9.0 18.0 18.0 18.0 - 63.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Office Assistant month 6 12 12 12 - 42 1,000 6.0 12.0 12.0 12.0 - 42.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Translator mo nth 6 12 12 12 - 42 1,000 6.0 12.0 12.0 12.0 - 42.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
General Assistant (2) month 12 24 24 24 - 84 500 6.0 12.0 12.0 12.0 - 42.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Cleaner mo nth 6 12 12 12 - 42 250 1.5 3.0 3.0 3.0 - 10.5 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Drivers (3) month 18 36 36 36 - 126 500 9.0 18.0 18.0 18.0 - 63.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Guards (4) month 24 48 48 48 - 168 300 7.2 14.4 14.4 14.4 - 50.4 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Subtotal 44.7 89.4 89.4 89.4 - 312.9
H. Consultant's Operating Costs
Vehicle hire month 2 4 4 4 - 14 1,500 3.0 6.0 6.0 6.0 - 21.0 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Communications mo nth 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Vehicle operating costs month 12 24 24 24 - 84 300 3.6 7.2 7.2 7.2 - 25.2 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Motorcycle operating costs month 24 48 48 48 - 168 150 3.6 7.2 7.2 7.2 - 25.2 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Rent mo nth 6 12 12 12 - 42 600 3.6 7.2 7.2 7.2 - 25.2 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Utilities m onth 6 12 12 12 - 42 1,000 6.0 12.0 12.0 12.0 - 42.0 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Office expendables month 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Generator operating cost month 6 12 12 12 - 42 300 1.8 3.6 3.6 3.6 - 12.6 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Internet & communications year 6.0 6.0 6.0 6.0 - 24.0 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Security y ear 24.0 24.0 24.0 24.0 - 96.0 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Miscellaneous office costs month 6 12 12 12 - 42 400 2.4 4.8 4.8 4.8 - 16.8 10.0 10.0 3.0 NVDAPMO OPERATINGCOST_EA
Subtotal 60.0 90.0 90.0 90.0 - 330.0
I. Monitoring
Surveys & monitoring lump sum 10.0 30.0 30.0 30.0 - 100.0 0.0 50.0 3.0 NVDAPMO M&E_EA
Environmental monitoring lump sum - 10.0 10.0 10.0 - 30.0 0.0 50.0 3.0 NVDAPMO M&E_EA
Subtotal 10.0 40.0 40.0 40.0 - 130.0
J. PMO Staff
1. Counterpart Allowances (Professional Staff)
Project Director month 6 12 12 12 - 42 1,500 9.0 18.0 18.0 18.0 - 63.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Project Finance Director month 6 12 12 12 - 42 1,000 6.0 12.0 12.0 12.0 - 42.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Accountants (2) month 12 24 24 24 - 84 500 6.0 12.0 12.0 12.0 - 42.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Water Resources / Irrigation Engineer month 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Hydraulic Structures Engineer month 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Procurement Officer month 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Construction Engineers (4) month 24 48 48 24 - 144 500 12.0 24.0 24.0 12.0 - 72.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Environmentalist m onth 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Social Safeguards Officer month 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 NVDAPMO ALLOWANCE
Subtotal 48.0 96.0 96.0 72.0 - 312.0
2. Support Staff
Administrative Assistants (4) month 24 48 48 48 - 168 500 12.0 24.0 24.0 24.0 - 84.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Cleaner mo nth 6 12 12 12 - 42 250 1.5 3.0 3.0 3.0 - 10.5 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Coffee/Tea Boy month 6 12 12 12 - 42 250 1.5 3.0 3.0 3.0 - 10.5 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Drivers (2) month 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 10.0 10.0 3.0 NVDAPMO SALARIES_EA
Subtotal 18.0 36.0 36.0 36.0 - 126.0
3. Equipment & Vehicles
Light duty 4WD unit 2 - - - - 2 30,000 60.0 - - - - 60.0 0.0 75.0 20.0 NVDAPMO VEHICLES_EA
Motorcycles unit 4 - - - - 4 2,000 8.0 - - - - 8.0 0.0 75.0 20.0 NVDAPMO VEHICLES_EA
Computers s et 14 - - - - 14 2,000 28.0 - - - - 28.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Printer / Scanner / Photocopier/Fax (set) set 2 - - - - 2 10,000 20.0 - - - - 20.0 10.0 60.0 8.0 NVDAPMO EAOFFICEEQUIP
Subtotal 116.0 - - - - 116.0
Subtotal 182.0 132.0 132.0 108.0 - 554.0
Total 1,061.3 1,269.8 964.0 676.2 - 3,971.3
_________________________________
\a Provision for compensation costs
Page 17

Table 9. Subcomponent 3.1: Amu Darya/Pyanj Bank Erosion & Flood Protection Phy.
I. Investment Costs
A. Subcomponent 3.1: Darqad/Yangi Qala Channel Stabilization
1. Construction of River diversion embankments
a. Clearing sites and stripping top soil cub m 120,000 - - - - 120,000 1 120.0 - - - - 120.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
b. Gravel embankment /a cub m - 162,000 162,000 - - 324,000 5 - 810.0 810.0 - - 1,620.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
c. Access ramps at every .5 km cub m - 1,500 1,500 - - 3,000 6 - 9.0 9.0 - - 18.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
d. Porcupines from concrete posts /b cub m - 2,000 2,000 - - 4,000 140 - 280.0 280.0 - - 560.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
e. Culverts through embankments number - 5 5 - - 10 22,000 - 110.0 110.0 - - 220.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
f. Gabion repelling spurs number - 20.5 20.5 - - 41 14,100 - 289.1 289.1 - - 578.1 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
g. Excavation/backfill /c cub m - 11,562.5 11,562.5 - - 23,125 7 - 81.0 81.0 - - 162.1 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
h. Filter under linked concrete block protection cub m - 5,900 5,900 - - 11,800 6 - 35.4 35.4 - - 70.8 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
i. Linked concrete block armouring to end 1000 m cub m - 5,900 5,900 - - 11,800 150 - 885.0 885.0 - - 1,770.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
j. Miscellaneous items lump sum - 255.9 255.9 - - 511.9 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
k. Other minor items lump sum - 255.9 255.9 - - 511.9 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
Subtotal 120.0 3,011.4 3,011.4 - - 6,142.8
2. Yatim Tapa Canal Protection Works
a. Canal earthworks cub m - 5,000 5,000 - - 10,000 5 - 25.0 25.0 - - 50.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
b. Excavation c ub m - 1,250 1,250 - - 2,500 4 - 5.0 5.0 - - 10.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
c. Backfill c ub m - 500 500 - - 1,000 6 - 3.0 3.0 - - 6.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
d. Mass concrete in base cub m - 300 300 - - 600 120 - 36.0 36.0 - - 72.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
e. Reinforced concrete skin in base slab cub m - 30 30 - - 60 400 - 12.0 12.0 - - 24.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
f. Mass concrete masonary in walls and piers cub m - 200 200 - - 400 120 - 24.0 24.0 - - 48.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
g. Reinforced concrete in basewall and platform cub m - 12.5 12.5 - - 25 400 - 5.0 5.0 - - 10.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
h. Radial gates cu bm - 2 2 - - 4 15,000 - 30.0 30.0 - - 60.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
i. Thick gabion mattress cub m - 150 150 - - 300 30 - 4.5 4.5 - - 9.0 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
j. Miscellaneous items lump sum - 14.5 14.5 - - 28.9 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
k. Other minor items lump sum - 14.5 14.5 - - 28.9 10.0 10.0 3.0 YANGIQALA CIVILWORKS_EA
Subtotal - 173.4 173.4 - - 346.8
3. Pilot Porcupine testing
a. Porcupines /d numbers - 2,000 2,000 - - 4,000 140 - 280.0 280.0 - - 560.0 10.0 25.0 3.0 YANGIQALA CIVILWORKS_EA
4. Pilot forestry intervention
a. Trees /e nu mbers - 5,000 5,000 - - 10,000 1 - 5.0 5.0 - - 10.0 10.0 10.0 3.0 YANGIQALA DEMOS_EA
b. Watering, weeding, and protection services lump sum - 2.5 2.5 - - 5.0 10.0 10.0 3.0 YANGIQALA DEMOS_EA
c. Social forestry consultant days - 10 10 - - 20 400 - 4.0 4.0 - - 8.0 10.0 10.0 3.0 YANGIQALA DEMOS_EA
d. International travel rt - 0.5 0.5 - - 1 1,800 - 0.9 0.9 - - 1.8 0.0 10.0 0.0 YANGIQALA INTCONSULTANTS_EA
e. Per diem (international consultant) days - 10 10 - - 20 90 - 0.9 0.9 - - 1.8 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
f. National social mobilizer months - 4 4 - - 8 1,500 - 6.0 6.0 - - 12.0 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
g. Per diem (national consultant) days - 120 120 - - 240 25 - 3.0 3.0 - - 6.0 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
h. Legal advisor da ys - 5 5 - - 10 200 - 1.0 1.0 - - 2.0 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
i. Vehicles rental lump sum - 0.5 0.5 - - 1 10,000 - 5.0 5.0 - - 10.0 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
j. Motorcycle rental lump sum - 0.5 0.5 - - 1 500 - 0.3 0.3 - - 0.5 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
k. vehicle/Motorcycle operating cost months - 12 12 - - 24 700 - 8.4 8.4 - - 16.8 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
l. Registration charges lump sum - 0.5 0.5 - - 1 250 - 0.1 0.1 - - 0.3 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
m. Per diem for Association chairperson days - 5 5 - - 10 25 - 0.1 0.1 - - 0.3 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
n. Meetings/workshop lump sum - 0.5 0.5 - - 1 7,000 - 3.5 3.5 - - 7.0 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
o. NGO overheads lump sum - 0.5 0.5 - - 1 5,698 - 2.8 2.8 - - 5.7 10.0 10.0 3.0 YANGIQALA FARMERTRAINING_EA
Subtotal - 43.5 43.5 - - 87.1
5. Land Acquisition & Compensation
Compensation & assistance for APs /f lump sum 48.6 48.6 - - - 97.2 15.0 0.0 0.0 YANGIQALA LANDACQUIRE_EA
NGO services for Community Mobilization /g lump sum 4.0 10.0 6.0 - - 20.0 10.0 25.0 0.0 YANGIQALA LANDACQUIRE_EA
External monitoring /h lump sum 4.0 10.0 6.0 - - 20.0 0.0 25.0 3.0 YANGIQALA M&E_EA
Subtotal 56.6 68.6 12.0 - - 137.2
Total 176.6 3,576.9 3,520.3 - - 7,273.9
_________________________________
\a Average 2.5 m high, 5.7 km long, top width 6 m
\b 2,000 per km
\c For linked concrete block protection
\d includes labor cost
\e 5000 per ha
\f See SLARP for details of compensation and assistance amounts
\g NGO
\h Conducted by NGO
Page 18

Table 10. Subcomponent 3.2: Emergency Flood Works Unit Phy. Summary Divisions
Detailed Costs Quantities Cost Base Cost (US$ '000) Cont. For. Gross Expenditure
I. Investment Costs
A. Emergency Flood Works
1. Emergency funds for flood works lump sum 300.0 300.0 300.0 300.0 300.0 1,500.0 10.0 19.0 3.0 EMERGENCY CIVILWORKS_EA
Total 300.0 300.0 300.0 300.0 300.0 1,500.0
Page 19
Water Resources Development Inv Parameters (in %)

Table 11. Subcomponent 3.3: Natio Unit Phy. Summary Divisions
Detailed Costs Quantities Cost Base Cost (US$ '000) Cont. For. Gross Expenditure
I. Investment Costs
A. Operational Cost lump sum 200.0 200.0 200.0 200.0 200.0 1,000.0 0.0 0.0 3.0 FLOODSECTOR OPCOSTCONSULT
Total 200.0 200.0 200.0 200.0 200.0 1,000.0
Page 20

Table 12. Subcomponent 3.4: Flood Management Program Implementation Office /a Phy.
I. Investment Costs
A. Lower Panj River Sub-basin Agency
1. ar (Executive)
C unit 1 - - - - 1 30,000 30.0 - - - - 30.0 0.0 75.0 20.0 FLOODPIO VEHICLES_EA
2. ootorcycle M unit 2 - - - - 2 2,000 4.0 - - - - 4.0 0.0 75.0 20.0 FLOODPIO VEHICLES_EA
3. esks (executive)
D unit 4 - - - - 4 500 2.0 - - - - 2.0 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
4. esks (standard)
D unit 6 - - - - 6 250 1.5 - - - - 1.5 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
5. ffice hairs O c unit 10 - - - - 10 200 2.0 - - - - 2.0 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
6. Book shelves (modular) unit 10 - - - - 10 500 5.0 - - - - 5.0 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
7. iling abinets
F c unit 5 - - - - 5 250 1.3 - - - - 1.3 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
8. Meeting chairs (strong & foldable) unit 20 - - - - 20 50 1.0 - - - - 1.0 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
9. eeting tableM unit 1 - - - - 1 2,500 2.5 - - - - 2.5 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
10. Computer ets b s / unit 4 - - - - 4 2,000 8.0 - - - - 8.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
11. hotocopier P unit 1 - - - - 1 1,500 1.5 - - - - 1.5 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
12. Scanner 3 ize A s unit 1 - - - - 1 2,000 2.0 - - - - 2.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
13. oftware S unit 1 - - - - 1 2,000 2.0 - - - - 2.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
14. eaters H unit 10 - - - - 10 300 3.0 - - - - 3.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
15. ir conditioners
A unit 10 - - - - 10 500 5.0 - - - - 5.0 10.0 50.0 8.0 FLOODPIO EAOFFICEEQUIP
16. enerator G30 kva) ( unit 1 - - - - 1 25,000 25.0 - - - - 25.0 10.0 80.0 8.0 FLOODPIO EAOFFICEEQUIP
17. Water uality onitoring
q mets s unit 6 - - - - 6 500 3.0 - - - - 3.0 10.0 80.0 8.0 FLOODPIO EAOFFICEEQUIP
18. Guages unit 20 - - - - 20 250 5.0 - - - - 5.0 10.0 80.0 8.0 FLOODPIO EAOFFICEEQUIP
19. Current eter large) m ( unit 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 80.0 8.0 FLOODPIO EAOFFICEEQUIP
20. Current eter small) m ( unit 1 - - - - 1 2,500 2.5 - - - - 2.5 10.0 80.0 8.0 FLOODPIO EAOFFICEEQUIP
21. Soils augur unit 1 - - - - 1 1,000 1.0 - - - - 1.0 10.0 80.0 8.0 FLOODPIO EAOFFICEEQUIP
Subtotal 117.3 - - - - 117.3
B. Flood Management Program Implementation Office
1. Vehicles
Heavy duty 4WD unit 1 - - - - 1 130,000 130.0 - - - - 130.0 0.0 75.0 8.0 FLOODPIO VEHICLES_EA
Light uty WD d 4 unit 1 - - - - 1 30,000 30.0 - - - - 30.0 0.0 75.0 8.0 FLOODPIO VEHICLES_EA
Motorcycles nit u 2 - - - - 2 2,000 4.0 - - - - 4.0 0.0 75.0 8.0 FLOODPIO VEHICLES_EA
Subtotal 164.0 - - - - 164.0
2. Office & Communications Equipment
Computer ets s unit 6 - - - - 6 2,000 12.0 - - - - 12.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Printers opiers / Cax lotter /F /P set 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Furniture & Fixtures lump sum 15.0 - - - - 15.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Field ommunicationc quipment e unit 6 - - - - 6 400 2.4 - - - - 2.4 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Mobile tation s unit 3 - - - - 3 2,000 6.0 - - - - 6.0 10.0 75.0 20.0 FLOODPIO MACHINE&FEQUIP_EA
Base tation s unit 1 - - - - 1 3,000 3.0 - - - - 3.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Generator nit u 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Miscellaneous instruments unit 1 - - - - 1 3,000 3.0 - - - - 3.0 10.0 75.0 8.0 FLOODPIO EAOFFICEEQUIP
Subtotal 61.4 - - - - 61.4
3. International Consultants
PIO TL / Embankment Construction Engineer month 3 4 3 - - 10 25,000 75.0 100.0 75.0 - - 250.0 0.0 100.0 0.0 FLOODPIO INTCONSULTANTS_EA
Geotechnical Specialist month 2 2 - - - 4 25,000 50.0 50.0 - - - 100.0 0.0 100.0 0.0 FLOODPIO INTCONSULTANTS_EA
Subtotal 125.0 150.0 75.0 - - 350.0
4. National Consultants
Deputy PIO TL / River Training Engineer month 6 11 11 11 - 39 2,500 15.0 27.5 27.5 27.5 - 97.5 0.0 0.0 3.0 FLOODPIO NATCONSULTANTS_EA
Design Engineer month 6 4 2 - - 12 2,500 15.0 10.0 5.0 - - 30.0 0.0 0.0 3.0 FLOODPIO NATCONSULTANTS_EA
Field Supervisors (2) month - 6 22 18 - 46 2,500 - 15.0 55.0 45.0 - 115.0 0.0 0.0 3.0 FLOODPIO NATCONSULTANTS_EA
Subtotal 30.0 52.5 87.5 72.5 - 242.5
5. Consultant's Support Staff
Office Manager / Accountant month 6 12 12 12 - 42 1,500 9.0 18.0 18.0 18.0 - 63.0 0.0 0.0 3.0 FLOODPIO SUPSTAFFCONSULT
Translator mo nth 6 12 12 12 - 42 1,000 6.0 12.0 12.0 12.0 - 42.0 0.0 0.0 3.0 FLOODPIO SUPSTAFFCONSULT
General Assistant month 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 0.0 0.0 3.0 FLOODPIO SUPSTAFFCONSULT
Cleaner mo nth 6 12 12 12 - 42 250 1.5 3.0 3.0 3.0 - 10.5 0.0 0.0 3.0 FLOODPIO SUPSTAFFCONSULT
Drivers (2) month 12 24 24 24 - 84 500 6.0 12.0 12.0 12.0 - 42.0 0.0 0.0 3.0 FLOODPIO SUPSTAFFCONSULT
Guards (4) month 24 48 48 48 - 168 300 7.2 14.4 14.4 14.4 - 50.4 0.0 0.0 3.0 FLOODPIO SUPSTAFFCONSULT
Subtotal 32.7 65.4 65.4 65.4 - 228.9
6. Consultant's Operating Costs
Rent y ear 3.0 3.0 3.0 3.0 3.0 15.0 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Utilities y ear 12.0 12.0 12.0 12.0 12.0 60.0 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Office expendables year 6.0 6.0 6.0 6.0 6.0 30.0 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Vehicle operating costs month 12 24 24 24 - 84 300 3.6 7.2 7.2 7.2 - 25.2 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Motorcycle operating costs month 12 24 24 24 - 84 150 1.8 3.6 3.6 3.6 - 12.6 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Generator operation year 6 12 12 12 - 42 300 1.8 3.6 3.6 3.6 - 12.6 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Internet & communications year 6.0 6.0 6.0 6.0 6.0 30.0 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Security y ear 12.0 12.0 12.0 12.0 12.0 60.0 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Public consultation year 3.0 3.0 3.0 3.0 3.0 15.0 0.0 0.0 3.0 FLOODPIO OPCOSTCONSULT
Subtotal 49.2 56.4 56.4 56.4 42.0 260.4
7. Counterpart Staff
a. Counterpart Allowances (Professional Staff)
Deputy Project Director month 6 12 12 6 - 36 1,000 6.0 12.0 12.0 6.0 - 36.0 10.0 10.0 3.0 FLOODPIO ALLOWANCE
Finance Officer / Accountant month 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 FLOODPIO ALLOWANCE
River Training Engineer month 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 FLOODPIO ALLOWANCE
Construction Engineers (2) month 6 24 24 6 - 60 500 3.0 12.0 12.0 3.0 - 30.0 10.0 10.0 3.0 FLOODPIO ALLOWANCE
Subtotal 15.0 36.0 36.0 15.0 - 102.0
b. Support Staff
Administrative Assistants month 6 12 12 6 - 36 1,500 9.0 18.0 18.0 9.0 - 54.0 10.0 10.0 3.0 FLOODPIO SALARIES_EA
Sweeper / Coffee Boy month 6 12 12 6 - 36 250 1.5 3.0 3.0 1.5 - 9.0 10.0 10.0 3.0 FLOODPIO SALARIES_EA
Drivers (2) month 6 12 12 6 - 36 500 3.0 6.0 6.0 3.0 - 18.0 10.0 10.0 3.0 FLOODPIO SALARIES_EA
Subtotal 13.5 27.0 27.0 13.5 - 81.0
c. Equipment & Vehicles
Light uty WD d 4 unit 2 - - - - 2 30,000 60.0 - - - - 60.0 0.0 75.0 20.0 FLOODPIO VEHICLES_EA
Motorcycles nit u 2 - - - - 2 2,000 4.0 - - - - 4.0 0.0 75.0 20.0 FLOODPIO VEHICLES_EA
Computers et s 4 - - - - 4 2,000 8.0 - - - - 8.0 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
Printer / Scanner / Photocopier/Fax (set) set 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 60.0 8.0 FLOODPIO EAOFFICEEQUIP
Subtotal 82.0 - - - - 82.0
Subtotal 110.5 63.0 63.0 28.5 - 265.0
Subtotal 572.8 387.3 347.3 222.8 42.0 1,572.2
Total 690.1 387.3 347.3 222.8 42.0 1,689.5
_________________________________
\a Includes Panj Sub Basin Agency Support
\b include cpu, monitor, printer, scanners, ups
Page 21
Table 13. Project Management Office (MEW) & PDF Phy.
I. Investment Costs
A. Subcomponent 4.1: Project Management Office (MEW)
1. Vehicles
Heavy duty 4WD unit 1 - - - - 1 130,000 130.0 - - - - 130.0 0.0 75.0 8.0 PMO VEHICLES_EA
Light duty 4WD unit 1 - - - - 1 30,000 30.0 - - - - 30.0 0.0 75.0 8.0 PMO VEHICLES_EA
Subtotal 160.0 - - - - 160.0
2. Office Equipment & Fixtures
Computer sets unit 10 - - - - 10 2,000 20.0 - - - - 20.0 10.0 75.0 8.0 PMO EAOFFICEEQUIP
Software l ump sum 10.0 - - - - 10.0 10.0 75.0 8.0 PMO EAOFFICEEQUIP
Printers / Copiers / Fax / Plotter set 2 - - - - 2 10,000 20.0 - - - - 20.0 10.0 75.0 8.0 PMO EAOFFICEEQUIP
Furniture and fixtures lump sum 12.0 - - - - 12.0 10.0 75.0 8.0 PMO EAOFFICEEQUIP
Subtotal 62.0 - - - - 62.0
Team Leader/Water Resources Planner month 5 11 7 5 4 32 25,000 125.0 275.0 175.0 125.0 100.0 800.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Irrigation/Hydraulics Engineer month 4 4 2 - - 10 25,000 100.0 100.0 50.0 - - 250.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Finance Specialist month 2 2 - - - 4 25,000 50.0 50.0 - - - 100.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Procurement Specialist month 2 4 2 - - 8 25,000 50.0 100.0 50.0 - - 200.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Economist / M&E month 2 - - - 2 4 25,000 50.0 - - - 50.0 100.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Flood Management Specialist month - 6 6 - - 12 25,000 - 150.0 150.0 - - 300.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Environmental Specialist month - 2 - - - 2 25,000 - 50.0 - - - 50.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Unallocated m onth 3 4 4 2 2 15 25,000 75.0 100.0 100.0 50.0 50.0 375.0 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Subtotal 450.0 825.0 525.0 175.0 200.0 2,175.0
Deputy Team Leader/Hydraulics Engineer month 6 11 11 8 6 42 2,500 15.0 27.5 27.5 20.0 15.0 105.0 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Economist / M&E month 6 11 6 6 6 35 2,500 15.0 27.5 15.0 15.0 15.0 87.5 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Financial Specialist month 4 11 11 11 6 43 2,500 10.0 27.5 27.5 27.5 15.0 107.5 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Procurement Specialist month 6 11 6 3 3 29 2,500 15.0 27.5 15.0 7.5 7.5 72.5 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Flood Management Specialist month - 11 11 - - 22 2,500 - 27.5 27.5 - - 55.0 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Social Analyst / Resettlement Specialist month - 6 3 3 3 15 2,500 - 15.0 7.5 7.5 7.5 37.5 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Unallocated mo nth 2 7 7 7 1 24 2,500 5.0 17.5 17.5 17.5 2.5 60.0 0.0 0.0 3.0 PMO NATCONSULTANTS_EA
Subtotal 60.0 170.0 137.5 95.0 62.5 525.0
5. Travel Costs
International Travel (Consultants) trips 16 18 13 7 5 59 3,500 56.0 63.0 45.5 24.5 17.5 206.5 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Local travel (consultants) trip 27 54 45 30 9 165 100 2.7 5.4 4.5 3.0 0.9 16.5 0.0 100.0 0.0 PMO INTCONSULTANTS_EA
Subtotal 58.7 68.4 50.0 27.5 18.4 223.0
6. Monitoring Studies
Monitoring Surveys lump sum 26.0 78.0 78.0 78.0 - 260.0 0.0 50.0 3.0 PMO M&E_EA
Environmental monitoring lump sum - 17.5 17.5 17.5 17.5 70.0 0.0 50.0 3.0 PMO M&E_EA
Subtotal 26.0 95.5 95.5 95.5 17.5 330.0
7. Training & Workshops lump sun - 36.0 48.0 36.0 - 120.0 10.0 10.0 3.0 PMO STAFFTRAINING_EA
8. Consultant's Support Staff
Office Manager / Accountant month 6 12 12 6 - 36 1,500 9.0 18.0 18.0 9.0 - 54.0 0.0 0.0 3.0 PMO SUPSTAFFCONSULT
Office Assistant month 6 12 12 6 - 36 1,000 6.0 12.0 12.0 6.0 - 36.0 0.0 0.0 3.0 PMO SUPSTAFFCONSULT
Translator mo nth 6 12 12 6 - 36 1,000 6.0 12.0 12.0 6.0 - 36.0 0.0 0.0 3.0 PMO SUPSTAFFCONSULT
General Assistant (2) month 12 24 24 12 - 72 500 6.0 12.0 12.0 6.0 - 36.0 0.0 0.0 3.0 PMO SUPSTAFFCONSULT
Cleaner mo nth 6 12 12 6 - 36 250 1.5 3.0 3.0 1.5 - 9.0 0.0 0.0 3.0 PMO SUPSTAFFCONSULT
Drivers (4) month 24 48 48 24 - 144 500 12.0 24.0 24.0 12.0 - 72.0 0.0 0.0 3.0 PMO SUPSTAFFCONSULT
Subtotal 40.5 81.0 81.0 40.5 - 243.0
9. Consultant's Operating Costs
Vehicle hire month 6 9 6 4 2 27 1,500 9.0 13.5 9.0 6.0 3.0 40.5 0.0 0.0 3.0 PMO OPCOSTCONSULT
Communications mo nth 24 48 48 48 48 216 500 12.0 24.0 24.0 24.0 24.0 108.0 0.0 0.0 3.0 PMO OPCOSTCONSULT
Vehicle operating costs month 36 72 72 72 72 324 300 10.8 21.6 21.6 21.6 21.6 97.2 0.0 0.0 3.0 PMO OPCOSTCONSULT
Miscellaneous office costs month 24 48 48 48 48 216 400 9.6 19.2 19.2 19.2 19.2 86.4 0.0 0.0 3.0 PMO OPCOSTCONSULT
Subtotal 41.4 78.3 73.8 70.8 67.8 332.1
Program Director month 6 12 12 12 6 48 1,500 9.0 18.0 18.0 18.0 9.0 72.0 10.0 0.0 3.0 PMO ALLOWANCE
Senior Water Resources Engineer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PMO ALLOWANCE
Project Finance Director month 6 12 12 12 6 48 1,000 6.0 12.0 12.0 12.0 6.0 48.0 10.0 0.0 3.0 PMO ALLOWANCE
Flood Management Co-ordinator month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PMO ALLOWANCE
Procurement Officer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PMO ALLOWANCE
Monitoring & Evaluation Officer month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PMO ALLOWANCE
Environmentalist m onth 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 10.0 0.0 3.0 PMO ALLOWANCE
Social safeguard Specialist month 6 12 12 12 - 42 500 3.0 6.0 6.0 6.0 - 21.0 10.0 0.0 3.0 PMO ALLOWANCE
Subtotal 33.0 66.0 66.0 66.0 27.0 258.0
b. Support Staff
Accountants (2) month 12 24 24 24 12 96 500 6.0 12.0 12.0 12.0 6.0 48.0 10.0 0.0 3.0 PMO SALARIES_EA
Administrative Assistants (3) month 18 36 36 36 18 144 500 9.0 18.0 18.0 18.0 9.0 72.0 10.0 0.0 3.0 PMO SALARIES_EA
Cleaner m onth 6 12 12 12 6 48 250 1.5 3.0 3.0 3.0 1.5 12.0 10.0 0.0 3.0 PMO SALARIES_EA
Coffee/Tea Boy month 6 12 12 12 6 48 250 1.5 3.0 3.0 3.0 1.5 12.0 10.0 0.0 3.0 PMO SALARIES_EA
Drivers (2) month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PMO SALARIES_EA
Subtotal 21.0 42.0 42.0 42.0 21.0 168.0
Light duty 4WD unit 2 - - - - 2 30,000 60.0 - - - - 60.0 10.0 0.0 3.0 PMO VEHICLES_EA
Computers se t 11 - - - - 11 2,000 22.0 - - - - 22.0 10.0 0.0 3.0 PMO EAOFFICEEQUIP
Printer / Scanner / Photocopier/Fax (set) set 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 0.0 3.0 PMO EAOFFICEEQUIP
Subtotal 92.0 - - - - 92.0
Subtotal 146.0 108.0 108.0 108.0 48.0 518.0
Subtotal 1,044.6 1,462.2 1,118.8 648.3 414.2 4,688.1
B. Subcomponent 4.2: Project Development Facility
Team Leader / Water Resources Planner month 2 8 8 4 - 22 25,000 50.0 200.0 200.0 100.0 - 550.0 0.0 50.0 3.0 PDF STUDIES_EA
Irrigation Economist month 2 4 - - - 6 25,000 50.0 100.0 - - - 150.0 0.0 50.0 3.0 PDF STUDIES_EA
Unallocated mo nth 2 7 5 - - 14 25,000 50.0 175.0 125.0 - - 350.0 0.0 50.0 3.0 PDF STUDIES_EA
Subtotal 150.0 475.0 325.0 100.0 - 1,050.0
Deputy TL / Civil / Hydraulics Engineer month 4 8 8 4 - 24 2,500 10.0 20.0 20.0 10.0 - 60.0 0.0 50.0 3.0 PDF STUDIES_EA
Economist / M&E / MIS Specialist month 3 6 6 6 - 21 2,500 7.5 15.0 15.0 15.0 - 52.5 0.0 50.0 3.0 PDF STUDIES_EA
Irrigation Engineer month 4 11 11 10 - 36 2,500 10.0 27.5 27.5 25.0 - 90.0 0.0 50.0 3.0 PDF STUDIES_EA
Unallocated mo nth 3 8 8 8 - 27 2,500 7.5 20.0 20.0 20.0 - 67.5 0.0 50.0 3.0 PDF STUDIES_EA
Subtotal 35.0 82.5 82.5 70.0 - 270.0
3. Operation Cost lump sum - 1,181.5 1,575.3 1,181.5 - 3,938.2 0.0 100.0 0.0 PDF STUDIES_EA
Project Director month 6 12 12 12 6 48 1,500 9.0 18.0 18.0 18.0 9.0 72.0 10.0 0.0 3.0 PDF ALLOWANCE
Director Economic Analysis month 6 12 12 12 6 48 1,000 6.0 12.0 12.0 12.0 6.0 48.0 10.0 0.0 3.0 PDF ALLOWANCE
Director Engineering month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PDF ALLOWANCE
Subtotal 18.0 36.0 36.0 36.0 18.0 144.0
b. Support Staff
Accountants (2) month 12 24 24 24 12 96 500 6.0 12.0 12.0 12.0 6.0 48.0 10.0 0.0 3.0 PDF SALARIES_EA
Administrative Assistants (3) month 18 36 36 36 18 144 500 9.0 18.0 18.0 18.0 9.0 72.0 10.0 0.0 3.0 PDF SALARIES_EA
Cleaner m onth 6 12 12 12 6 48 250 1.5 3.0 3.0 3.0 1.5 12.0 10.0 0.0 3.0 PDF SALARIES_EA
Coffee/Tea Boy month 6 12 12 12 6 48 250 1.5 3.0 3.0 3.0 1.5 12.0 10.0 0.0 3.0 PDF SALARIES_EA
Drivers (2) month 6 12 12 12 6 48 500 3.0 6.0 6.0 6.0 3.0 24.0 10.0 0.0 3.0 PDF SALARIES_EA
Subtotal 21.0 42.0 42.0 42.0 21.0 168.0
Light duty 4WD unit 2 - - - - 2 30,000 60.0 - - - - 60.0 10.0 0.0 3.0 PDF VEHICLES_EA
Computers se t 11 - - - - 11 2,000 22.0 - - - - 22.0 10.0 0.0 3.0 PDF EAOFFICEEQUIP
Printer / Scanner / Photocopier/Fax (set) set 1 - - - - 1 10,000 10.0 - - - - 10.0 10.0 0.0 3.0 PDF EAOFFICEEQUIP
Subtotal 92.0 - - - - 92.0
Subtotal 131.0 78.0 78.0 78.0 39.0 404.0
Subtotal 316.0 1,817.0 2,060.8 1,429.5 39.0 5,662.2
C. Subcomponent 4.3: Helmand Basin Master Plan lump sum 990.0 1,020.0 990.0 - - 3,000.0 0.0 100.0 0.0 HELMANDSTUDY STUDIES_EA
Total 2,350.6 4,299.2 4,169.6 2,077.8 453.2 13,350.3
Page 22
Water Resources Development Investment Project Procurement Method

Procurement Arrangements Community
(US$ '000) International National Consulting Participation
Competitive Competitive Services: Consulting International Local Direct Force in
Bidding Bidding QCBS Services: QBS Shopping Shopping Contracting Account Procurement N.B.F. Total
A. Surveys & Investigations - 2,662.8 - - - 228.3 - - 686.1 - 3,577.3
(2,583.0) (221.5) (665.5) (3,470.0)
B. Land Acquisition & Resettlement - - - - - - - 276.4 - - 276.4
(276.4) (276.4)
C. Civil Works 52,276.8 6,326.3 - - - - - - - - 58,603.0
(50,708.5) (6,137.6) (56,846.1)
D. Machinery, Equipment & Vehicles
Field Machinery - 236.4 - - 77.6 218.0 - 191.2 - - 723.2
(190.0) (75.3) (200.4) (172.6) (638.3)
Vehicles - - - - 318.4 346.6 - - - - 665.0
(285.3) (317.9) (603.2)
Office Equipment - - - - - 871.6 - - - - 871.6
(802.8) (802.8)
E. Consulting Services - 20.6 152.3 10,903.8 - 113.5 - 112.8 - - 11,302.9
(20.0) (152.3) (10,763.3) (104.4) (112.8) (11,152.8)
F. Special & Monitoring Studies - 476.9 41.0 8,446.5 - - - - - - 8,964.4
(462.6) (39.7) (5,405.8) (5,908.1)
G. Training and Demonstration 2,347.6 1,490.9 - - - 45.1 137.0 - - - 4,020.5
(2,218.3) (1,363.9) (44.4) (132.9) (3,759.5)
H. Project Management Cost - - - - - - - 3,163.4 - - 3,163.4
(3,068.5) (3,068.5)
I. Recurrent Costs - - - - - - - 823.9 - - 823.9
(496.2) (496.2)
Total 54 ,624.3 11,213.9 193.2 19,350.3 395.9 1,823.1 137.0 4,567.7 686.1 - 92,991.6
(52 ,926.7) (10,757.2) (192.0) (16,169.0) (360.6) (1,691.5) (132.9) (4,126.5) (665.5) - (87,021.9)
_________________________________
Note: Figures in parenthesis are the respective amounts financed by Asian Development Bank
Page 23
Water Resources Development Investment Project Procurement Method

Procurement Arrangements - Non ICB/LCB Aggrega International National
(US$ '000) Competitive Competitive Consulting
Bidding Bidding Services Other N.B.F. Total
A. Surveys & Investigations - 2,662.8 - 914.5 - 3,577.3
(2,583.0) (887.0) (3,470.0)
B. Land Acquisition & Resettlement - - - 276.4 - 276.4
(276.4) (276.4)
C. Civil Works 52,276.8 6,326.3 - - - 58,603.0
(5 0,708.5) (6,137.6) (56,846.1)
Field Machinery - 236.4 - 486.8 - 723.2
(190.0) (448.2) (638.3)
Vehicles - - - 665.0 - 665.0
(603.2) (603.2)
Office Equipment - - - 871.6 - 871.6
(802.8) (802.8)
E. Consulting Services - 20.6 11,056.0 226.3 - 11,302.9
(20.0) (10,915.5) (217.2) (11,152.8)
F. Special & Monitoring Studies - 476.9 8,487.5 - - 8,964.4
(462.6) (5,445.5) (5,908.1)
G. Training and Demonstration 2,347.6 1,490.9 - 182.1 - 4,020.5
( 2,218.3) (1,363.9) (177.3) (3,759.5)
H. Project Management Cost - - - 3,163.4 - 3,163.4
(3,068.5) (3,068.5)
I. Recurrent Costs - - - 823.9 - 823.9
(496.2) (496.2)
Total 54,624.3 11,213.9 19,543.5 7,609.9 - 92,991.6
(52,926.7) (10,757.2) (16,361.0) (6,977.0) - (87,021.9)
_________________________________
Note: Figures in parenthesis are the respective amounts financed by Asian Development Bank
Page 24
Water Resources Development Investment Project

Procurement Accounts by Years
(US$ '000) Totals Including Contingencies
2010 2011 2012 2013 2014 Total
A. Surveys & Investigations 817.1 1,497.1 776.4 486.7 - 3,577.3
B. Land Acquisition & Resettlement 137.2 139.2 - - - 276.4
C. Civil Works 3,043.2 21,006.8 23,832.1 8,839.0 1,882.0 58,603.0
Field Machinery 494.9 56.2 114.2 57.9 - 723.2
Vehicles 665.0 - - - - 665.0
Office Equipment 871.6 - - - - 871.6
Subtotal 2,031.4 56.2 114.2 57.9 - 2,259.8
E. Consulting Services 2,363.7 3,726.3 2,748.2 1,713.5 751.3 11,302.9
F. Special & Monitoring Studies 1,220.7 2,957.3 3,201.1 1,566.6 18.7 8,964.4
G. Training and Demonstration 851.9 905.9 919.6 841.9 501.3 4,020.5
H. Project Management Cost 482.4 795.1 803.6 709.6 372.7 3,163.4
I. Recurrent Costs - - 58.1 202.6 563.1 823.9
Total 10,947.6 31,084.0 32,453.3 14,417.7 4,089.1 92,991.6
Page 25
Water Resources Development Investment Project Department for

Disbursement Accounts by Financiers Asian Development International Local
(US$ '000) The Government Bank Development Beneficiaries Total (Excl. Duties &
Amount % Amount % Amount % Amount % Amount % For. Exch. Taxes) Taxes
Surveys & Investigations 66.2 3.0 2,138.9 97.0 - - - - 2,205.1 2.4 838.7 1,300.3 66.2
Land Acquisition & Resettlement - - 276.4 100.0 - - - - 276.4 0.3 - 276.4 -
Civil Works 1,798.1 3.0 58,177.2 97.0 - - - - 59,975.3 64.5 10,477.2 47,699.9 1,798.1
Machinery, Equipment & Vehicles 215.5 9.5 2,044.3 90.5 - - - - 2,259.8 2.4 1,431.2 613.1 215.5
Consulting Services 150.1 1.3 11,152.8 98.7 - - - - 11,302.9 12.2 6,512.4 4,640.4 150.1
Special & Monitoring Studies 56.3 0.6 5,908.1 65.9 3,000.0 33.5 - - 8,964.4 9.6 8,015.9 892.2 56.3
Training & Demonstrations 98.5 2.4 3,759.5 93.5 - - 162.6 4.0 4,020.5 4.3 1,620.4 2,280.6 119.6
Project Management Cost 94.9 3.0 3,068.5 97.0 - - - - 3,163.4 3.4 70.5 2,998.0 94.9
Recurrent Costs 10.1 1.2 496.2 60.2 - - 317.6 38.5 823.9 0.9 - 804.3 19.6
Total PROJECT COSTS 2,48 9.6 2.7 87,021.9 93.6 3,000.0 3.2 480.2 0.5 92,991.6 100.0 28,966.3 61,505.1 2,520.2
Page 26

Components by Financiers Asian Development International Local
A. Component 1: Northern Basin Water Resources Development
1. Subcomponent 1.1: NRB Irrigation R&U 598.2 2.9 19,713.0 95.6 - - 317.6 1.5 20,628.8 22.2 2,540.4 17,480.7 607.7
2. Subcomponent 1.2: NRB Management 205.6 3.4 5,885.1 96.6 - - - - 6,090.7 6.5 1,160.1 4,725.0 205.6
3. Subcomponent 1.3: NRB WUA Development 63.5 2.7 2,218.3 94.5 - - 65.8 2.8 2,347.6 2.5 881.2 1,396.3 70.1
4. Subcomponent 1.4: NRB Program Implementation Office 87.8 2.1 4,005.5 97.9 - - - - 4,093.3 4.4 1,898.2 2,107.3 87.8
Subtotal 955.0 2.9 31,821.8 96.0 - - 383.4 1.2 33,160.3 35.7 6,479.8 25,709.3 971.1
B. Component 2: Nangarhar Valley Development Authority Improvements
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan - - 152.3 100.0 - - - - 152.3 0.2 152.3 - -
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation 863.1 3.1 26,614.4 96.9 - - - - 27,477.5 29.5 6,899.6 19,714.8 863.1
3. Subcomponent 2.3: NVDA WUA Development 27.9 2.0 1,288.3 91.2 - - 96.7 6.8 1,412.9 1.5 706.4 664.1 42.4
4. Subcomponent 2.4: NVDA Program Management Office (MAIL) 101.7 2.4 4,116.1 97.6 - - - - 4,217.8 4.5 2,187.2 1,928.9 101.7
Subtotal 992.7 3.0 32,171.0 96.7 - - 96.7 0.3 33,260.5 35.8 9,945.5 22,307.7 1,007.3
C. Component 3: River Bank Erosion and Flood Management
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization 243.1 2.9 7,998.2 97.1 - - - - 8,241.3 8.9 914.4 7,083.8 243.1
2. Subcomponent 3.2: Emergency Works 51.4 3.0 1,661.6 97.0 - - - - 1,713.0 1.8 325.5 1,336.1 51.4
3. Subcomponent 3.3: National Flood Management Program 31.1 3.0 1,007.0 97.0 - - - - 1,038.2 1.1 - 1,007.0 31.1
4. Subcomponent 3.4: Program Implementation Office /a 77.1 4.4 1,689.5 95.6 - - - - 1,766.6 1.9 706.7 982.8 77.1
Subtotal 402.8 3.2 12,356.4 96.8 - - - - 12,759.1 13.7 1,946.7 10,409.7 402.8
D. Component 4: Project Management and PDF
Subcomponent 4.1 Project Management Office (MEW) 84.6 1.7 4,822.4 98.3 - - - - 4,907.0 5.3 2,827.1 1,995.3 84.6
Subcomponent 4.2 Project Development Facility 54.5 0.9 5,850.3 99.1 - - - - 5,904.8 6.3 4,767.2 1,083.0 54.5
Subcomponent 4.3: Helmand Basin Master Plan - - - - 3,000.0 100.0 - - 3,000.0 3.2 3,000.0 - -
Subtotal 139.1 1.0 10,672.7 77.3 3,000.0 21.7 - - 13,811.8 14.9 10,594.3 3,078.3 139.1
Total PROJECT COSTS 2,489.6 2.7 87,021.9 93.6 3,000.0 3.2 480.2 0.5 92,991.6 100.0 28,966.3 61,505.1 2,520.2
_________________________________
\a Includes Lower Panj Sub Basin Agency
Page 27

Expenditure Accounts by Financiers Asian Development International Local
I. Investment Costs
A. Surveys & Investigations 66.2 3.0 2,138.9 97.0 - - - - 2,205.1 2.4 838.7 1,300.3 66.2
B. Land Acquisition & Resettlement
Land Acquisition - - 299.0 100.0 - - - - 299.0 0.3 5.6 293.3 -
Resettlement - - 112.8 100.0 - - - - 112.8 0.1 - 112.8 -
Subtotal - - 411.8 100.0 - - - - 411.8 0.4 5.6 406.2 -
C. Civil Works 1,798.1 3.0 58,177.2 97.0 - - - - 59,975.3 64.5 10,477.2 47,699.9 1,798.1
Vehicles 94.6 9.1 941.1 90.9 - - - - 1,035.7 1.1 627.2 313.9 94.6
Machinery & Field Equipment 47.0 20.0 188.0 80.0 - - - - 235.0 0.3 176.3 11.8 47.0
Office Equipment & Fixtures 82.9 7.5 1,019.7 92.5 - - - - 1,102.5 1.2 695.9 323.8 82.9
Subtotal 224.5 9.5 2,148.7 90.5 - - - - 2,373.3 2.6 1,499.3 649.4 224.5
E. Consulting Services
International Consultants - - 6,371.0 100.0 - - - - 6,371.0 6.9 6,369.4 1.7 -
National Consultants 56.8 3.0 1,835.1 97.0 - - - - 1,891.8 2.0 - 1,835.1 56.8
Consultants Support Staff 31.1 3.0 1,006.3 97.0 - - - - 1,037.4 1.1 - 1,006.3 31.1
Consultant's Operational Cost 61.8 3.0 2,003.3 97.0 - - - - 2,065.2 2.2 - 2,003.3 61.8
Subtotal 149.7 1.3 11,215.8 98.7 - - - - 11,365.5 12.2 6,369.4 4,846.4 149.7
F. Special & Monitoring Studies
Special Studies 40.8 0.5 5,405.8 64.0 3,000.0 35.5 - - 8,446.5 9.1 7,767.2 638.5 40.8
Monitoring & Evaluation Studies 15.5 3.0 502.4 97.0 - - - - 517.9 0.6 248.7 253.7 15.5
Subtotal 56.3 0.6 5,908.1 65.9 3,000.0 33.5 - - 8,964.4 9.6 8,015.9 892.2 56.3
G. Training, Demonstrations & Mobilization
Staff Training & Workshops 4.1 3.0 132.9 97.0 - - - - 137.0 0.1 13.7 119.2 4.1
Farmer Training & Mobilization 94.1 3.0 3,056.4 97.0 - - - - 3,150.5 3.4 1,248.8 1,807.6 94.1
Field Demonstrations 0.8 0.1 565.8 77.6 - - 162.6 22.3 729.2 0.8 354.2 353.1 21.9
Subtotal 99.0 2.5 3,755.1 93.5 - - 162.6 4.0 4,016.7 4.3 1,616.6 2,279.9 120.1
H. Project Management Cost
Project Allowance 40.3 3.0 1,301.7 97.0 - - - - 1,342.0 1.4 47.0 1,254.7 40.3
Salaries 34.2 3.0 1,104.8 97.0 - - - - 1,139.0 1.2 59.1 1,045.7 34.2
Project Operating Costs 11.2 3.0 363.5 97.0 - - - - 374.8 0.4 37.5 326.1 11.2
Subtotal 85.7 3.0 2,770.1 97.0 - - - - 2,855.7 3.1 143.5 2,626.5 85.7
Total Investment Costs 2,479.5 2.7 86,525.7 93.9 3,000.0 3.3 162.6 0.2 92,167.8 99.1 28,966.3 60,700.8 2,500.6
II. Recurrent Costs
Recurring Staff Costs - - 170.5 100.0 - - - - 170.5 0.2 - 170.5 -
Recurring O&M Costs 10.1 1.5 325.7 49.9 - - 317.6 48.6 653.4 0.7 - 633.8 19.6
Total Recurrent Costs 10.1 1.2 496.2 60.2 - - 317.6 38.5 823.9 0.9 - 804.3 19.6
Total PROJECT COSTS 2,489.6 2.7 87,021.9 93.6 3,000.0 3.2 480.2 0.5 92,991.6 100.0 28,966.3 61,505.1 2,520.2
Page 28
Water Resources Development Investme Department for

Local/Foreign/Taxes by Financiers Asian Development International
(US$ '000) The Government Bank Development Beneficiaries Total
Amount % Amount % Amount % Amount % Amount %
I. Foreign 0.0 - 25,966.3 89.6 3,000.0 10.4 0.0 - 28,966.3 31.1
II. Local (Excl. Taxes) 0.0 - 61,055.5 99.3 - - 449.5 0.7 61,505.1 66.1
III. Taxes 2,489.6 98.8 - - - - 30.6 1.2 2,520.2 2.7
Total Project 2,4 89.6 2.7 87,021.9 93.6 3,000.0 3.2 480.2 0.5 92,991.6 100.0
Page 29

Procurement Accounts by Financiers Asian Development International Local
A. Surveys & Investigations 107.3 3.0 3,470.0 97.0 - - - - 3,577.3 3.8 838.7 2,631.3 107.3
B. Land Acquisition & Resettlement - - 276.4 100.0 - - - - 276.4 0.3 - 276.4 -
C. Civil Works 1,756.9 3.0 56,846.1 97.0 - - - - 58,603.0 63.0 10,477.2 46,368.9 1,756.9
Field Machinery 85.0 11.7 638.3 88.3 - - - - 723.2 0.8 381.5 256.7 85.0
Vehicles 61 .7 9.3 603.2 90.7 - - - - 665.0 0.7 448.8 154.4 61.7
Office Equipment 68.8 7.9 802.8 92.1 - - - - 871.6 0.9 600.9 202.0 68.8
Subtotal 2 15.5 9.5 2,044.3 90.5 - - - - 2,259.8 2.4 1,431.2 613.1 215.5
E. Consulting Services 150.1 1.3 11,152.8 98.7 - - - - 11,302.9 12.2 6,512.4 4,640.4 150.1
F. Special & Monitoring Studies 56.3 0.6 5,908.1 65.9 3,000.0 33.5 - - 8,964.4 9.6 8,015.9 892.2 56.3
G. Training and Demonstration 98.5 2.4 3,759.5 93.5 - - 162.6 4.0 4,020.5 4.3 1,620.4 2,280.6 119.6
H. Project Management Cost 94.9 3.0 3,068.5 97.0 - - - - 3,163.4 3.4 70.5 2,998.0 94.9
I. Recurrent Costs 10.1 1.2 496.2 60.2 - - 317.6 38.5 823.9 0.9 - 804.3 19.6
Total PROJECT COSTS 2, 489.6 2.7 87,021.9 93.6 3,000.0 3.2 480.2 0.5 92,991.6 100.0 28,966.3 61,505.1 2,520.2
Page 30
Water Resou Financing Available
Disburseme Asian Department for Costs to be
(US$ '000) Development International Financed The Government
Bank Development Beneficiaries Project Cumulative
Amount Amount Amount Total Costs Cash Flow Cash Flow
1 4,760.3 495.0 43.4 5,298.8 5,473.8 -175.0 -175.0
2 4,760.3 495.0 43.4 5,298.8 5,473.8 -175.0 -350.1
3 1 4,625.4 510.0 8.5 15,143.9 15,542.0 -398.1 -748.1
4 1 4,625.4 510.0 8.5 15,143.9 15,542.0 -398.1 -1,146.2
5 1 5,291.3 495.0 7.4 15,793.7 16,226.6 -432.9 -1,579.1
6 1 5,291.3 495.0 7.4 15,793.7 16,226.6 -432.9 -2,012.1
7 7,011.3 - 7.1 7,018.3 7,208.8 -190.5 -2,202.6
8 7,011.3 - 7.1 7,018.3 7,208.8 -190.5 -2,393.1
9 1,822.7 - 173.6 1,996.3 2,044.5 -48.2 -2,441.3
10 1,822.7 - 173.6 1,996.3 2,044.5 -48.2 -2,489.6
11 - - - - - - -2,489.6
12 - - - - - - -2,489.6
13 - - - - - - -2,489.6
14 - - - - - - -2,489.6
15 - - - - - - -2,489.6
16 - - - - - - -2,489.6
17 - - - - - - -2,489.6
18 - - - - - - -2,489.6
19 - - - - - - -2,489.6
20 - - - - - - -2,489.6
21 - - - - - - -2,489.6
22 - - - - - - -2,489.6
23 - - - - - - -2,489.6
24 - - - - - - -2,489.6
25 - - - - - - -2,489.6
26 - - - - - - -2,489.6
27 - - - - - - -2,489.6
28 - - - - - - -2,489.6
29 - - - - - - -2,489.6
30 - - - - - - -2,489.6
31 - - - - - - -2,489.6
32 - - - - - - -2,489.6
33 - - - - - - -2,489.6
34 - - - - - - -2,489.6
35 - - - - - - -2,489.6
36 - - - - - - -2,489.6
37 - - - - - - -2,489.6
38 - - - - - - -2,489.6
39 - - - - - - -2,489.6
40 - - - - - - -2,489.6
41 - - - - - - -2,489.6
42 - - - - - - -2,489.6
43 - - - - - - -2,489.6
44 - - - - - - -2,489.6
45 - - - - - - -2,489.6
46 - - - - - - -2,489.6
47 - - - - - - -2,489.6
48 - - - - - - -2,489.6
49 - - - - - - -2,489.6
50 - - - - - - -2,489.6
51 - - - - - - -2,489.6
52 - - - - - - -2,489.6
53 - - - - - - -2,489.6
54 - - - - - - -2,489.6
55 - - - - - - -2,489.6
56 - - - - - - -2,489.6
57 - - - - - - -2,489.6
58 - - - - - - -2,489.6
59 - - - - - - -2,489.6
60 - - - - - - -2,489.6
61 - - - - - - -2,489.6
62 - - - - - - -2,489.6
63 - - - - - - -2,489.6
64 - - - - - - -2,489.6
65 - - - - - - -2,489.6
66 - - - - - - -2,489.6
67 - - - - - - -2,489.6
68 - - - - - - -2,489.6
69 - - - - - - -2,489.6
70 - - - - - - -2,489.6
71 - - - - - - -2,489.6
72 - - - - - - -2,489.6
73 - - - - - - -2,489.6
74 - - - - - - -2,489.6
75 - - - - - - -2,489.6
76 - - - - - - -2,489.6
77 - - - - - - -2,489.6
78 - - - - - - -2,489.6
79 - - - - - - -2,489.6
80 - - - - - - -2,489.6
81 - - - - - - -2,489.6
82 - - - - - - -2,489.6
83 - - - - - - -2,489.6
84 - - - - - - -2,489.6
85 - - - - - - -2,489.6
86 - - - - - - -2,489.6
87 - - - - - - -2,489.6
88 - - - - - - -2,489.6
89 - - - - - - -2,489.6
90 - - - - - - -2,489.6
91 - - - - - - -2,489.6
92 - - - - - - -2,489.6
93 - - - - - - -2,489.6
94 - - - - - - -2,489.6
95 - - - - - - -2,489.6
96 - - - - - - -2,489.6
97 - - - - - - -2,489.6
98 - - - - - - -2,489.6
99 - - - - - - -2,489.6
100 - - - - - - -2,489.6
101 - - - - - - -2,489.6
102 - - - - - - -2,489.6
103 - - - - - - -2,489.6
104 - - - - - - -2,489.6
105 - - - - - - -2,489.6
106 - - - - - - -2,489.6
107 - - - - - - -2,489.6
108 - - - - - - -2,489.6
109 - - - - - - -2,489.6
110 - - - - - - -2,489.6
Total 8 7,021.9 3,000.0 480.2 90,502.0 92,991.6 -2,489.6 -2,489.6
Page 31

Allocation of Loan Proceeds Suggested Allocation of
Asian Development Bank Loan Proceeds Loan Amounts
(US$ '000) Disbursement Total Project Cost Average Disbursement % Unallocated Allocated
Loan Amount % Total Local Foreign Total Local Foreign Total Total Local Foreign Total Local Foreign
1. Surveys & Investigations 1,975.9 97.0 2,205.1 1,366.4 838.7 97.0 95.2 100.0 2,138.9 163.0 100.5 62.5 1,975.9 1,199.7 776.2
2. Land Acquisition & Resettlement 240.4 100.0 276.4 276.4 - 100.0 100.0 - 276.4 36.1 36.1 - 240.4 240.4 -
3. Civil Works 52,888.3 97.0 59,975.3 49,498.0 10,477.2 97.0 96.4 100.0 58,177.2 5,288.8 4,336.4 952.5 52,888.3 43,363.6 9,524.8
4. Machinery, Equipment, and Vehicles 1,929.6 90.5 2,259.8 828.6 1,431.2 90.5 74.0 100.0 2,044.3 114.8 41.7 73.1 1,929.6 571.4 1,358.1
5. Consulting Services 11,066.4 98.7 11,302.9 4,790.5 6,512.4 98.7 96.9 100.0 11,152.8 86.3 73.3 13.0 11,066.4 4,567.1 6,499.4
6. Special & Monitoring Studies 5,908.1 65.9 8,964.4 948.5 8,015.9 65.9 94.1 62.6 5,908.1 - - - 5,908.1 892.2 5,015.9
7. Training, Demonstrations & Mobilization 3,417.7 93.5 4,020.5 2,400.1 1,620.4 93.5 89.1 100.0 3,759.5 341.8 194.5 147.3 3,417.7 1,944.6 1,473.1
8. Project Management Cost 2,881.0 97.0 3,163.4 3,092.9 70.5 97.0 96.9 100.0 3,068.5 187.5 181.1 6.4 2,881.0 2,816.9 64.1
9. Reccurent Costs 451.1 60.2 823.9 823.9 - 60.2 60.2 - 496.2 45.1 45.1 - 451.1 451.1 -
Unallocated ,263.3
6 - - - - - - - - - - - - - -
Total 87 ,021.9 93.6 92,991.6 64,025.3 28,966.3 - - - 87,021.9 6,263.3 5,008.5 1,254.8 80,758.6 56,047.0 24,711.6
_________________________________
Loan amounts financed by Asian Development Bank
Page 32

Financing Plan
(US$ '000)
Foreign Local Total Percent
The Government 0.0 2,489.6 2,489.6 2.7
Asian Development Bank 25,966.3 61,055.5 87,021.9 93.6
Department for International Development 3,000.0 - 3,000.0 3.2
Beneficiaries 0.0 480.2 480.2 0.5
Total 28,966.3 64,025.3 92,991.6 100.0
Page 33
Water Resources Development Investment Project % % Total

Components Project Cost Summary (AFs Million) (US$ '000) Foreign Base
Local Foreign Total Local Foreign Total Exchange Costs
1. Subcomponent 1.1: NRB Irrigation R&U 826.97 115.61 942.58 15,964.7 2,231.9 18,196.6 12 22
2. Subcomponent 1.2: NRB Management 225.81 54.58 280.39 4,359.3 1,053.7 5,413.0 19 6
3. Subcomponent 1.3: NRB WUA Development 66.68 40.08 106.76 1,287.3 773.7 2,060.9 38 2
4. Subcomponent 1.4: NRB Program Implementation Office 106.67 95.39 202.07 2,059.3 1,841.6 3,900.9 47 5
Subtotal 1,226.13 305.67 1,531.80 23,670.5 5,900.9 29,571.4 20 35
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan - 7.77 7.77 - 150.0 150.0 100 -
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation 933.26 313.01 1,246.27 18,016.6 6,042.7 24,059.3 25 29
3. Subcomponent 2.3: NVDA WUA Development 32.18 32.18 64.37 621.3 621.3 1,242.6 50 1
4. Subcomponent 2.4: NVDA Program Management Office (MAIL) 96.19 109.52 205.71 1,857.0 2,114.3 3,971.3 53 5
Subtotal 1,061.63 462.49 1,524.12 20,494.9 8,928.3 29,423.2 30 35
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization 334.95 41.84 376.79 6,466.2 807.7 7,273.9 11 9
2. Subcomponent 3.2: Emergency Works 62.94 14.76 77.70 1,215.0 285.0 1,500.0 19 2
3. Subcomponent 3.3: National Flood Management Program 51.80 - 51.80 1,000.0 - 1,000.0 - 1
4. Subcomponent 3.4: Program Implementation Office /a 52.14 35.37 87.51 1,006.6 682.9 1,689.5 40 2
Subtotal 501.83 91.97 593.80 9,687.8 1,775.5 11,463.3 15 14
Subcomponent 4.1 Project Management Office (MEW) 100.83 142.01 242.84 1,946.6 2,741.5 4,688.1 58 6
Subcomponent 4.2 Project Development Facility 55.12 238.19 293.30 1,064.0 4,598.2 5,662.2 81 7
Subcomponent 4.3: Helmand Basin Master Plan - 155.40 155.40 - 3,000.0 3,000.0 100 4
Subtotal 155.95 535.60 691.55 3,010.6 10,339.7 13,350.3 77 16
Total BASELINE COSTS 2,945.54 1,395.72 4,341.27 56,863.8 26,944.5 83,808.3 32 100
Physical Contingencies 263.31 62.87 326.18 5,083.2 1,213.8 6,297.0 19 8
Price Contingencies 487.59 189.55 677.13 2,078.3 808.1 2,886.4 28 3
Total PROJECT COSTS 3,696.44 1,648.15 5,344.58 64,025.3 28,966.3 92,991.6 31 111
_________________________________
Page 34
Expenditure Accounts Project Cost Summary (AFs Million) (US$ '000) Foreign Base
Local Foreign Total Local Foreign Total Exchange Costs
I. Investment Costs
A. Surveys & Investigations 64.04 39.56 103.60 1,236.3 763.7 2,000.0 38 2
Land Acquisition 13.04 0.26 13.30 251.8 5.0 256.8 2 -
Resettlement 5.18 - 5.18 100.0 - 100.0 - -
Subtotal 18.22 0.26 18.48 351.8 5.0 356.8 1 -
C. Civil Works 2,255.00 475.97 2,730.96 43,532.7 9,188.6 52,721.3 17 63
Vehicles 20.07 32.25 52.32 387.5 622.5 1,010.0 62 1
Machinery & Field Equipment 2.67 8.00 10.67 51.5 154.5 206.0 75 -
Office Equipment & Fixtures 19.01 32.53 51.53 366.9 627.9 994.9 63 1
Subtotal 41.75 72.77 114.52 805.9 1,404.9 2,210.9 64 3
International Consultants 0.08 321.01 321.10 1.6 6,197.2 6,198.8 100 7
National Consultants 94.79 - 94.79 1,830.0 - 1,830.0 - 2
Consultants Support Staff 51.86 - 51.86 1,001.1 - 1,001.1 - 1
Consultant's Operational Cost 103.03 - 103.03 1,988.9 - 1,988.9 - 2
Subtotal 249.76 321.01 570.77 4,821.6 6,197.2 11,018.8 56 13
Special Studies 34.19 393.59 427.78 660.0 7,598.2 8,258.2 92 10
Monitoring & Evaluation Studies 13.47 12.43 25.90 260.0 240.0 500.0 48 1
Subtotal 47.66 406.02 453.68 920.0 7,838.2 8,758.2 89 10
Staff Training & Workshops 5.59 0.62 6.22 108.0 12.0 120.0 10 -
Farmer Training & Mobilization 86.42 56.72 143.14 1,668.3 1,094.9 2,763.2 40 3
Field Demonstrations 17.20 16.25 33.44 332.0 313.6 645.7 49 1
Subtotal 109.21 73.58 182.80 2,108.4 1,420.5 3,528.9 40 4
Project Allowance 58.93 2.14 61.07 1,137.6 41.4 1,179.0 4 1
Salaries 49.10 2.69 51.79 947.9 52.0 999.9 5 1
Project Operating Costs 15.38 1.71 17.09 297.0 33.0 330.0 10 -
Subtotal 123.41 6.55 129.96 2,382.5 126.4 2,508.9 5 3
Total Investment Costs 2,909.05 1,395.72 4,304.78 56,159.3 26,944.5 83,103.8 32 99
II. Recurrent Costs
Recurring Staff Costs 7.56 - 7.56 146.0 - 146.0 - -
Recurring O&M Costs 28.93 - 28.93 558.5 - 558.5 - 1
Total Recurrent Costs 36.49 - 36.49 704.5 - 704.5 - 1
Price Contingencies 487.59 189.55 677.13 2,078.3 808.1 2,886.4 28 3
Page 35
Summary of Project Cost Estimates
(US$ '000) (US$ '000)
Foreign Local Total
1. Subcomponent 1.1: NRB Irrigation R&U 2,231.9 15,964.7 18,196.6
2. Subcomponent 1.2: NRB Management 1,053.7 4,359.3 5,413.0
3. Subcomponent 1.3: NRB WUA Development 773.7 1,287.3 2,060.9
4. Subcomponent 1.4: NRB Program Implementation Office 1,841.6 2,059.3 3,900.9
Subtotal 5,900.9 23,670.5 29,571.4
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan 150.0 - 150.0
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation 6,042.7 18,016.6 24,059.3
3. Subcomponent 2.3: NVDA WUA Development 621.3 621.3 1,242.6
4. Subcomponent 2.4: NVDA Program Management Office (MAIL) 2,114.3 1,857.0 3,971.3
Subtotal 8,928.3 20,494.9 29,423.2
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization 807.7 6,466.2 7,273.9
2. Subcomponent 3.2: Emergency Works 285.0 1,215.0 1,500.0
3. Subcomponent 3.3: National Flood Management Program - 1,000.0 1,000.0
4. Subcomponent 3.4: Program Implementation Office /a 682.9 1,006.6 1,689.5
Subtotal 1,775.5 9,687.8 11,463.3
Subcomponent 4.1 Project Management Office (MEW) 2,741.5 1,946.6 4,688.1
Subcomponent 4.2 Project Development Facility 4,598.2 1,064.0 5,662.2
Subcomponent 4.3: Helmand Basin Master Plan 3,000.0 - 3,000.0
Subtotal 10,339.7 3,010.6 13,350.3
Total BASELINE COSTS 26,944.5 56,863.8 83,808.3
Physical Contingencies 1,213.8 5,083.2 6,297.0
Price Contingencies 808.1 2,078.3 2,886.4
Total PROJECT COSTS 28,966.3 64,025.3 92,991.6
_________________________________
Page 36
Water Resources Development Investment Project Asian

Project Cost Summary Cost Development
(US$ '000) Including % of Bank %
Contingencies Total Financing Financing
1. Subcomponent 1.1: NRB Irrigation R&U 20,628.8 22.2 19,713.0 95.6
2. Subcomponent 1.2: NRB Management 6,090.7 6.5 5,885.1 96.6
3. Subcomponent 1.3: NRB WUA Development 2,347.6 2.5 2,218.3 94.5
4. Subcomponent 1.4: NRB Program Implementation Office 4,093.3 4.4 4,005.5 97.9
Subtotal 33, 160.3 35.7 31,821.8 96.0
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan 152.3 0.2 152.3 100.0
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation 27,477.5 29.5 26,614.4 96.9
3. Subcomponent 2.3: NVDA WUA Development 1,412.9 1.5 1,288.3 91.2
4. Subcomponent 2.4: NVDA Program Management Office (MAIL) 4,217.8 4.5 4,116.1 97.6
Subtotal 33, 260.5 35.8 32,171.0 96.7
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization 8,241.3 8.9 7,998.2 97.1
2. Subcomponent 3.2: Emergency Works 1,713.0 1.8 1,661.6 97.0
3. Subcomponent 3.3: National Flood Management Program 1,038.2 1.1 1,007.0 97.0
4. Subcomponent 3.4: Program Implementation Office /a 1,766.6 1.9 1,689.5 95.6
Subtotal 12, 759.1 13.7 12,356.4 96.8
Subcomponent 4.1 Project Management Office (MEW) 4,907.0 5.3 4,822.4 98.3
Subcomponent 4.2 Project Development Facility 5,904.8 6.3 5,850.3 99.1
Subcomponent 4.3: Helmand Basin Master Plan 3,000.0 3.2 - -
Subtotal 13, 811.8 14.9 10,672.7 77.3
Total PROJECT COSTS 92, 991.6 100.0 87,021.9 93.6
_________________________________
Page 37
Detailed Cost Estimate by Expenditure Category (AFs Million) (US$ '000) Foreign Base
Foreign Local Total Foreign Local Total Exchange Costs
A. Investment Costs
1. Surveys & Investigations 39.56 60.93 100.49 763.7 1,176.3 1,940.0 39 2
2. Land Acquisition & Resettlement
Land Acquisition 0.26 13.04 13.30 5.0 251.8 256.8 2 -
Resettlement - 5.18 5.18 - 100.0 100.0 - -
Subtotal 0.26 18.22 18.48 5.0 351.8 356.8 1 -
3. Civil Works 475.97 2,173.12 2,649.09 9,188.6 41,952.1 51,140.7 18 61
4. Machinery, Equipment & Vehicles
Vehicles 32.25 15.23 47.48 622.5 294.1 916.6 68 1
Machinery & Field Equipment 8.00 0.53 8.54 154.5 10.3 164.8 94 -
Office Equipment & Fixtures 32.53 15.13 47.66 627.9 292.1 920.1 68 1
Subtotal 72.77 30.90 103.68 1,404.9 596.5 2,001.5 70 2
5. Consulting Services
International Consultants 321.01 0.08 321.10 6,197.2 1.6 6,198.8 100 7
National Consultants - 91.95 91.95 - 1,775.1 1,775.1 - 2
Consultants Support Staff - 50.30 50.30 - 971.1 971.1 - 1
Consultant's Operational Cost - 99.93 99.93 - 1,929.2 1,929.2 - 2
Subtotal 321.01 242.27 563.28 6,197.2 4,677.0 10,874.2 57 13
6. Special & Monitoring Studies
Special Studies 393.59 32.14 425.72 7,598.2 620.4 8,218.6 92 10
Monitoring & Evaluation Studies 12.43 12.69 25.12 240.0 245.0 485.0 49 1
Subtotal 406.02 44.83 450.85 7,838.2 865.4 8,703.6 90 10
7. Training, Demonstrations & Mobilization
Staff Training & Workshops 0.62 5.41 6.03 12.0 104.4 116.4 10 -
Farmer Training & Mobilization 56.72 82.13 138.84 1,094.9 1,585.4 2,680.3 41 3
Field Demonstrations 16.25 16.20 32.44 313.6 312.7 626.3 50 1
Subtotal 73.58 103.73 177.31 1,420.5 2,002.5 3,423.0 41 4
8. Project Management Cost
Project Allowance 2.14 57.10 59.24 41.4 1,102.2 1,143.6 4 1
Salaries 2.69 47.55 50.24 52.0 917.9 969.9 5 1
Project Operating Costs 1.71 14.87 16.58 33.0 287.1 320.1 10 -
Subtotal 6.55 119.52 126.06 126.4 2,307.2 2,433.6 5 3
9. Duties & Taxes - 115.53 115.53 - 2,230.3 2,230.3 - 3
Total Investment Costs 1,395.72 2,909.05 4,304.78 26,944.5 56,159.3 83,103.8 32 99
B. Recurrent Costs
Recurring Staff Costs - 7.56 7.56 - 146.0 146.0 - -
Recurring O&M Costs - 28.06 28.06 - 541.7 541.7 - 1
Duties & Taxes - 0.87 0.87 - 16.8 16.8 - -
Total Recurrent Costs - 36.49 36.49 - 704.5 704.5 - 1
Price Contingencies 189.55 487.59 677.13 808.1 2,078.3 2,886.4 28 3
Page 38
Water Resources Development Investment Project Component 2: Nangarhar Valley Development Authority
Expenditure Accounts by Components - Base Costs Improvements Component 3: River Bank Erosion and Flood Management
(US$ '000) Component 1: Northern Basin Water Resources Development Subcomponent Subcomponent
Subcomponent Subcomponent Subcomponent 2.4: NVDA Subcomponent 3.3: Component 4: Project Management and PDF
Subcomponent 1.4: NRB 2.1: NVDA 2.2: NVDA Subcomponent Program 3.1: Subcomponent National Subcomponent Subcomponent Subcomponent Subcomponent
1.1: NRB Subcomponent Subcomponent Program Institutional Irrigation 2.3: NVDA Management Darqad/Yang 3.2: Flood 3.4: Program 4.1 Project 4.2 Project 4.3: Helmand Physical
Irrigation 1.2: NRB 1.3: NRB WUA Implementation Management Rehabilitation WUA Office Qala Channel Emergency Management Implementation Management Development Basin Master Contingencies
R&U Management Development Office Reform Plan & Upgradation Development (MAIL) Stabilization Works Program Office Office (MEW) Facility Plan Total % Amount
I. Investment Costs
A. urveys nvestigations
S &I 200.0 1,800.0 - - - - - - - - - - - - - 2,000.0 8.3 165.0
Land cquisition A 139.6 - - - - - - - 117.2 - - - - - - 256.8 14.6 37.5
Resettlement - - - - - - - 100.0 - - - - - - - 100.0 10.0 10.0
Subtotal 39.61 - - - - - - 100.0 117.2 - - - - - - 356.8 13.3 47.5
C. ivil orks C W 17,401.0 3,200.0 - - - 23,570.8 - - 7,049.6 1,500.0 - - - - - 52,721.3 10.0 5,272.1
Vehicles - - - 232.0 - - - 236.0 - - - 262.0 220.0 60.0 - 1,010.0 1.8 18.0
Machinery & Field Equipment - - - - - 200.0 - - - - - 6.0 - - - 206.0 10.0 20.6
Office Equipment & Fixtures - 413.0 - 148.8 - - - 150.4 - - - 156.7 94.0 32.0 - 994.9 10.0 99.5
Subtotal - 413.0 - 380.8 - 200.0 - 386.4 - - - 424.7 314.0 92.0 - 2,210.9 6.2 138.1
International Consultants - - - 1,625.0 150.0 - - 1,674.0 1.8 - - 350.0 2,398.0 - - 6,198.8 - -
National Consultants - - - 462.5 - - - 600.0 - - - 242.5 525.0 - - 1,830.0 - -
Consultants Support Staff - - - 529.2 - - - - - - - 228.9 243.0 - - 1,001.1 - -
Consultant's Operational Cost - - - 396.4 - - - - - - 1,000.0 260.4 332.1 - - 1,988.9 - -
Subtotal - - - 3,013.1 150.0 - - 2,274.0 1.8 - 1,000.0 1,081.8 3,498.1 - - 11,018.8 - -
Special Studies - - - - - - - - - - - - - 5,258.2 3,000.0 8,258.2 - -
Monitoring & Evaluation Studies 20.0 - - - - - - 130.0 20.0 - - - 330.0 - - 500.0 - -
Subtotal 2 0.0 - - - - - - 130.0 20.0 - - - 330.0 5,258.2 3,000.0 8,758.2 - -
Staff Training & Workshops - - - - - - - - - - - - 120.0 - - 120.0 10.0 12.0
Farmer Training & Mobilization 20.0 - 1,866.6 - - - 814.3 - 62.3 - - - - - - 2,763.2 10.0 276.3
Field emonstrations D - - 194.3 - - - 428.3 - 23.0 - - - - - - 645.7 10.0 64.6
Subtotal 20 .0 - 2,060.9 - - - 1,242.6 - 85.3 - - - 120.0 - - 3,528.9 10.0 352.9
Project Allowance - - - 363.0 - - - 312.0 - - - 102.0 258.0 144.0 - 1,179.0 10.0 117.9
Salaries - - - 144.0 - - - 438.9 - - - 81.0 168.0 168.0 - 999.9 10.0 100.0
Project perating Costs O - - - - - - - 330.0 - - - - - - - 330.0 10.0 33.0
Subtotal - - - 507.0 - - - 1,080.9 - - - 183.0 426.0 312.0 - 2,508.9 10.0 250.9
Total Investment Costs 1 7,780.6 5,413.0 2,060.9 3,900.9 150.0 23,770.8 1,242.6 3,971.3 7,273.9 1,500.0 1,000.0 1,689.5 4,688.1 5,662.2 3,000.0 83,103.8 7.5 6,226.5
II. Recurrent Costs
Recurring taff osts S C 146.0 - - - - - - - - - - - - - - 146.0 10.0 14.6
Recurring &M Costs O 270.0 - - - - 288.5 - - - - - - - - - 558.5 10.0 55.8
Total Recurrent Costs 16.04 - - - - 288.5 - - - - - - - - - 704.5 10.0 70.4
Total BASELINE COSTS 1 8,196.6 5,413.0 2,060.9 3,900.9 150.0 24,059.3 1,242.6 3,971.3 7,273.9 1,500.0 1,000.0 1,689.5 4,688.1 5,662.2 3,000.0 83,808.3 7.5 6,297.0
Physical Contingencies 1,824.6 506.3 206.1 71.6 - 2,405.9 124.3 133.1 730.1 150.0 - 34.6 70.0 40.4 - 6,297.0 - -
Price Contingencies
Inflation
Local 2 ,337.2 706.4 225.7 332.9 - 3,404.8 102.1 271.0 937.4 233.0 175.7 145.8 314.3 147.8 - 9,334.1 - -
Foreign 8 5.7 15.9 30.2 47.9 2.3 252.6 23.0 53.1 26.5 12.0 - 10.2 79.8 169.0 - 808.1 - -
Subtotal Inflation 2, 422.9 722.3 255.9 380.8 2.3 3,657.5 125.1 324.0 963.9 244.9 175.7 156.0 394.0 316.8 - 10,142.1 - -
Devaluation -1 ,815.4 -550.9 -175.3 -260.0 - -2,645.1 -79.1 -210.6 -726.5 -181.9 -137.6 -113.4 -245.1 -114.6 - -7,255.7 - -
Subtotal Price Contingencies 607.5 171.4 80.5 120.8 2.3 1,012.3 46.0 113.4 237.4 63.0 38.2 42.6 148.9 202.1 - 2,886.4 7.3 211.2
Total PROJECT COSTS 2 0,628.8 6,090.7 2,347.6 4,093.3 152.3 27,477.5 1,412.9 4,217.8 8,241.3 1,713.0 1,038.2 1,766.6 4,907.0 5,904.8 3,000.0 92,991.6 7.0 6,508.2
Taxes 60 7.7 205.6 70.1 87.8 - 863.1 42.4 101.7 243.1 51.4 31.1 77.1 84.6 54.5 - 2,520.2 8.0 201.3
Foreign Exchange 2,540.4 1,160.1 881.2 1,898.2 152.3 6,899.6 706.4 2,187.2 914.4 325.5 - 706.7 2,827.1 4,767.2 3,000.0 28,966.3 4.3 1,254.8
Page 39
Water Resources Development Investment Project Component 2: Nangarhar Valley Development Authority
Expenditure Accounts by Components - Totals Including Conting Improvements Component 3: River Bank Erosion and Flood Management
(US$ '000) Component 1: Northern Basin Water Resources Development Subcomponent Subcomponent
Subcomponent Subcomponent Subcomponent Subcomponent 2.4: NVDA Subcomponent 3.3: Component 4: Project Management and PDF
1.1: NRB 1.4: NRB 2.1: NVDA 2.2: NVDA Subcomponent Program 3.1: Subcomponent National Subcomponent Subcomponent Subcomponent Subcomponent
Irrigation Subcomponent Subcomponent Program Institutional Irrigation 2.3: NVDA Management Darqad/Yang 3.2: Flood 3.4: Program 4.1 Project 4.2 Project 4.3: Helmand
Rehabilitation 1.2: NRB 1.3: NRB WUA Implementation Management Rehabilitation WUA Office Qala Channel Emergency Management Implementation Management Development Basin Master
& Upgradation Management Development Office Reform Plan & Upgradation Development (MAIL) Stabilization Works Program Office Office (MEW) Facility Plan Total
I. Investment Costs
A. Surveys & Investigations 228.3 1,976.7 - - - - - - - - - - - - - 2,205.1
Land Acquisition 163.0 - - - - - - - 136.0 - - - - - - 299.0
Resettlement - - - - - - - 112.8 - - - - - - - 112.8
Subtotal 16 3.0 - - - - - - 112.8 136.0 - - - - - - 411.8
C. Civil Works 19,706.4 3,656.2 - - - 26,913.3 - - 7,986.3 1,713.0 - - - - - 59,975.3
Vehicles - - - 239.8 - - - 237.8 - - - 264.0 227.7 66.5 - 1,035.7
Machinery & Field Equipment - - - - - 228.4 - - - - - 6.6 - - - 235.0
Office Equipment & Fixtures - 457.7 - 164.9 - - - 166.7 - - - 173.6 104.2 35.5 - 1,102.5
Subtotal - 457.7 - 404.7 - 228.4 - 404.5 - - - 444.2 331.9 102.0 - 2,373.3
International Consultants - - - 1,671.2 152.3 - - 1,718.8 1.9 - - 357.2 2,469.8 - - 6,371.0
National Consultants - - - 477.7 - - - 619.1 - - - 251.1 543.9 - - 1,891.8
Consultants Support Staff - - - 550.5 - - - - - - - 236.6 250.4 - - 1,037.4
Consultant's Operational Cost - - - 411.5 - - - - - - 1,038.2 270.1 345.4 - - 2,065.2
Subtotal - - - 3,110.8 152.3 - - 2,337.8 1.9 - 1,038.2 1,115.0 3,609.6 - - 11,365.5
Special Studies - - - - - - - - - - - - - 5,446.5 3,000.0 8,446.5
Monitoring & Evaluation Studies 20.5 - - - - - - 134.6 20.5 - - - 342.3 - - 517.9
Subtotal 2 0.5 - - - - - - 134.6 20.5 - - - 342.3 5,446.5 3,000.0 8,964.4
Staff Training orkshops &W - - - - - - - - - - - - 137.0 - - 137.0
Farmer Training & Mobilization 22.5 - 2,128.1 - - - 929.2 - 70.6 - - - - - - 3,150.5
Field Demonstrations - - 219.5 - - - 483.6 - 26.1 - - - - - - 729.2
Subtotal 22 .5 - 2,347.6 - - - 1,412.9 - 96.7 - - - 137.0 - - 4,016.7
Project Allowance - - - 413.3 - - - 354.2 - - - 115.6 294.4 164.4 - 1,342.0
Salaries - - - 164.4 - - - 499.0 - - - 91.8 191.8 191.8 - 1,139.0
Project Operating Costs - - - - - - - 374.8 - - - - - - - 374.8
Subtotal - - - 577.7 - - - 1,228.1 - - - 207.4 486.3 356.3 - 2,855.7
Total Investment Costs 2 0,140.7 6,090.7 2,347.6 4,093.3 152.3 27,141.7 1,412.9 4,217.8 8,241.3 1,713.0 1,038.2 1,766.6 4,907.0 5,904.8 3,000.0 92,167.8
II. Recurrent Costs
Recurring Staff Costs 170.5 - - - - - - - - - - - - - - 170.5
Recurring O&M Costs 317.6 - - - - 335.8 - - - - - - - - - 653.4
Total Recurrent Costs 48 8.1 - - - - 335.8 - - - - - - - - - 823.9
Total PROJECT COSTS 2 0,628.8 6,090.7 2,347.6 4,093.3 152.3 27,477.5 1,412.9 4,217.8 8,241.3 1,713.0 1,038.2 1,766.6 4,907.0 5,904.8 3,000.0 92,991.6
Taxes 60 7.7 205.6 70.1 87.8 - 863.1 42.4 101.7 243.1 51.4 31.1 77.1 84.6 54.5 - 2,520.2
Foreign Exchange 2,540.4 1,160.1 881.2 1,898.2 152.3 6,899.6 706.4 2,187.2 914.4 325.5 - 706.7 2,827.1 4,767.2 3,000.0 28,966.3
Page 40
Project Components by Year -- Base Costs
(US$ '000) Base Cost
2010 2011 2012 2013 2014 Total
1. Subcomponent 1.1: NRB Irrigation R&U 2,003.7 8,707.1 5,135.2 1,107.5 1,243.0 18,196.6
2. Subcomponent 1.2: NRB Management 1,563.0 1,750.0 880.0 820.0 400.0 5,413.0
3. Subcomponent 1.3: NRB WUA Development 385.7 488.4 480.8 478.3 227.7 2,060.9
4. Subcomponent 1.4: NRB Program Implementation Office 1,106.4 1,036.2 813.2 585.2 359.9 3,900.9
Subtotal 5,058.9 11,981.7 7,309.2 2,991.0 2,230.6 29,571.4
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan 75.0 75.0 - - - 150.0
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation - 5,942.7 11,936.3 6,044.5 135.8 24,059.3
3. Subcomponent 2.3: NVDA WUA Development 375.0 226.6 230.3 212.3 198.5 1,242.6
4. Subcomponent 2.4: NVDA Program Management Office (MAIL) 1,061.3 1,269.8 964.0 676.2 - 3,971.3
Subtotal 1,511.3 7,514.1 13,130.6 6,933.0 334.3 29,423.2
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization 176.6 3,576.9 3,520.3 - - 7,273.9
2. Subcomponent 3.2: Emergency Works 300.0 300.0 300.0 300.0 300.0 1,500.0
3. Subcomponent 3.3: National Flood Management Program 200.0 200.0 200.0 200.0 200.0 1,000.0
4. Subcomponent 3.4: Program Implementation Office /a 690.1 387.3 347.3 222.8 42.0 1,689.5
Subtotal 1,366.7 4,464.2 4,367.6 722.8 542.0 11,463.3
Subcomponent 4.1 Project Management Office (MEW) 1,044.6 1,462.2 1,118.8 648.3 414.2 4,688.1
Subcomponent 4.2 Project Development Facility 316.0 1,817.0 2,060.8 1,429.5 39.0 5,662.2
Subcomponent 4.3: Helmand Basin Master Plan 990.0 1,020.0 990.0 - - 3,000.0
Subtotal 2,350.6 4,299.2 4,169.6 2,077.8 453.2 13,350.3
Total BASELINE COSTS 10,287.4 28,259.2 28,977.0 12,724.6 3,560.1 83,808.3
Physical Contingencies 586.1 2,160.0 2,325.9 960.8 264.0 6,297.0
Price Contingencies
Inflation
Local 185.6 2,132.4 3,775.1 2,285.5 955.5 9,334.1
Foreign 30.1 177.2 306.0 232.9 61.9 808.1
Subtotal Inflation 215.7 2,309.5 4,081.1 2,518.4 1,017.4 10,142.1
Devaluation -141.6 -1,644.8 -2,930.8 -1,786.1 -752.4 -7,255.7
Subtotal Price Contingencies 74.1 664.7 1,150.3 732.3 265.0 2,886.4
Total PROJECT COSTS 10,947.6 31,084.0 32,453.3 14,417.7 4,089.1 92,991.6
Taxes 361.3 798.3 867.9 382.9 109.8 2,520.2

Foreign Exchange 5,036.8 9,032.5 9,358.1 4,583.6 955.4 28,966.3
_________________________________
Page 41

Project Components by Year -- Totals Including Contingencies
2010 2011 2012 2013 2014 Total
1. Subcomponent 1.1: NRB Irrigation R&U 2,223.7 9,797.0 5,862.5 1,283.5 1,462.1 20,628.8
2. Subcomponent 1.2: NRB Management 1,718.1 1,947.1 1,004.7 950.3 470.5 6,090.7
3. Subcomponent 1.3: NRB WUA Development 427.5 549.3 548.9 554.1 267.7 2,347.6
4. Subcomponent 1.4: NRB Program Implementation Office 1,142.4 1,074.4 858.7 627.9 390.0 4,093.3
Subtotal 5,511.7 13,367.7 8,274.8 3,415.8 2,590.3 33,160.3
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan 75.6 76.7 - - - 152.3
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation - 6,684.8 13,628.2 7,004.8 159.7 27,477.5
3. Subcomponent 2.3: NVDA WUA Development 415.6 254.9 262.9 246.0 233.5 1,412.9
4. Subcomponent 2.4: NVDA Program Management Office (MAIL) 1,103.6 1,334.4 1,037.1 742.7 - 4,217.8
Subtotal 1,594.7 8,350.8 14,928.2 7,993.5 393.2 33,260.5
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization 197.8 4,025.0 4,018.6 - - 8,241.3
2. Subcomponent 3.2: Emergency Works 332.5 337.5 342.5 347.7 352.9 1,713.0
3. Subcomponent 3.3: National Flood Management Program 201.5 204.5 207.6 210.7 213.9 1,038.2
4. Subcomponent 3.4: Program Implementation Office /a 714.5 402.5 367.0 237.7 44.9 1,766.6
Subtotal 1,446.2 4,969.4 4,935.7 796.1 611.6 12,759.1
Subcomponent 4.1 Project Management Office (MEW) 1,073.4 1,510.0 1,177.4 698.2 448.0 4,907.0
Subcomponent 4.2 Project Development Facility 331.6 1,866.0 2,147.1 1,514.2 45.9 5,904.8
Subcomponent 4.3: Helmand Basin Master Plan 990.0 1,020.0 990.0 - - 3,000.0
Subtotal 2,395.0 4,396.0 4,314.5 2,212.3 493.9 13,811.8
_________________________________
Page 42
Project Components by Year -- Investment/Recurrent Costs
2010 2011 2012 2013 2014 Total
1. Subcomponent 1.1: NRB Irrigation R&U
Investment Costs 2,223.7 9,797.0 5,862.5 1,198.9 1,058.6 20,140.7
Recurrent Costs - - - 84.6 403.5 488.1
Subtotal 2,223.7 9,797.0 5,862.5 1,283.5 1,462.1 20,628.8
2. Subcomponent 1.2: NRB Management
Investment Costs 1,718.1 1,947.1 1,004.7 950.3 470.5 6,090.7
Recurrent Costs - - - - - -
Subtotal 1,718.1 1,947.1 1,004.7 950.3 470.5 6,090.7
3. Subcomponent 1.3: NRB WUA Development
Investment Costs 427.5 549.3 548.9 554.1 267.7 2,347.6
Subtotal 427.5 549.3 548.9 554.1 267.7 2,347.6
4. Subcomponent 1.4: NRB Program Implementation Office
Investment Costs 1,142.4 1,074.4 858.7 627.9 390.0 4,093.3
Subtotal 1,142.4 1,074.4 858.7 627.9 390.0 4,093.3
Subtotal 5,511.7 13,367.7 8,274.8 3,415.8 2,590.3 33,160.3
1. Subcomponent 2.1: NVDA Institutional Management Reform Plan
Investment Costs 75.6 76.7 - - - 152.3
Subtotal 75.6 76.7 - - - 152.3
2. Subcomponent 2.2: NVDA Irrigation Rehabilitation & Upgradation
Investment Costs - 6,684.8 13,570.1 6,886.8 - 27,141.7
Recurrent Costs - - 58.1 118.0 159.7 335.8
Subtotal - 6,684.8 13,628.2 7,004.8 159.7 27,477.5
3. Subcomponent 2.3: NVDA WUA Development
Subtotal 415.6 254.9 262.9 246.0 233.5 1,412.9
4. Subcomponent 2.4: NVDA Program Management Office (MAIL)
Investment Costs 1,103.6 1,334.4 1,037.1 742.7 - 4,217.8
Subtotal 1,103.6 1,334.4 1,037.1 742.7 - 4,217.8
Subtotal 1,594.7 8,350.8 14,928.2 7,993.5 393.2 33,260.5
1. Subcomponent 3.1: Darqad/Yang Qala Channel Stabilization
Investment Costs 197.8 4,025.0 4,018.6 - - 8,241.3
Subtotal 197.8 4,025.0 4,018.6 - - 8,241.3
2. Subcomponent 3.2: Emergency Works
Subtotal 332.5 337.5 342.5 347.7 352.9 1,713.0
3. Subcomponent 3.3: National Flood Management Program
Subtotal 201.5 204.5 207.6 210.7 213.9 1,038.2
4. Subcomponent 3.4: Program Implementation Office /a
Subtotal 714.5 402.5 367.0 237.7 44.9 1,766.6
Subtotal 1,446.2 4,969.4 4,935.7 796.1 611.6 12,759.1
Subcomponent 4.1 Project Management Office (MEW)
Investment Costs 1,073.4 1,510.0 1,177.4 698.2 448.0 4,907.0
Subtotal 1,073.4 1,510.0 1,177.4 698.2 448.0 4,907.0
Subcomponent 4.2 Project Development Facility
Investment Costs 331.6 1,866.0 2,147.1 1,514.2 45.9 5,904.8
Subtotal 331.6 1,866.0 2,147.1 1,514.2 45.9 5,904.8
Subcomponent 4.3: Helmand Basin Master Plan
Investment Costs 990.0 1,020.0 990.0 - - 3,000.0
Subtotal 990.0 1,020.0 990.0 - - 3,000.0
Subtotal 2,395.0 4,396.0 4,314.5 2,212.3 493.9 13,811.8
Total Investment Costs 10,947.6 31,084.0 32,395.1 14,215.1 3,525.9 92,167.8
Total Recurrent Costs - - 58.1 202.6 563.1 823.9
_________________________________
Page 43
Expenditure Accounts by Years -- Base Costs
(US$ '000) Base Cost Foreign Exchange
2010 2011 2012 2013 2014 Total % Amount
I. Investment Costs
A. Surveys & Investigations 750.0 1,050.0 200.0 - - 2,000.0 38.2 763.7
Land Acquisition 122.4 128.4 6.0 - - 256.8 1.9 5.0
Resettlement 20.0 40.0 40.0 - - 100.0 - -
Subtotal 142.4 168.4 46.0 - - 356.8 1.4 5.0
C. Civil Works 2,745.9 18,974.8 21,353.4 8,047.2 1,600.0 52,721.3 17.4 9,188.6
Vehicles 1,010.0 - - - - 1,010.0 61.6 622.5
Machinery & Field Equipment 6.0 50.0 100.0 50.0 - 206.0 75.0 154.5
Office Equipment & Fixtures 994.9 - - - - 994.9 63.1 627.9
Subtotal 2,010.9 50.0 100.0 50.0 - 2,210.9 63.5 1,404.9
International Consultants 1,555.4 2,295.2 1,416.0 613.8 318.4 6,198.8 100.0 6,197.2
National Consultants 242.5 610.0 497.5 375.0 105.0 1,830.0 - -
Consultants Support Staff 135.0 270.0 270.0 229.5 96.6 1,001.1 - -
Consultant's Operational Cost 363.4 418.3 413.8 410.8 382.6 1,988.9 - -
Subtotal 2,296.3 3,593.5 2,597.3 1,629.1 902.6 11,018.8 56.2 6,197.2
Special Studies 1,175.0 2,759.0 2,972.8 1,351.5 - 8,258.2 92.0 7,598.2
Monitoring & Evaluation Studies 44.0 155.5 147.5 135.5 17.5 500.0 48.0 240.0
Subtotal 1,219.0 2,914.5 3,120.3 1,487.0 17.5 8,758.2 89.5 7,838.2
Staff Training & Workshops - 36.0 48.0 36.0 - 120.0 10.0 12.0
Farmer Training & Mobilization 426.5 691.3 690.3 635.2 319.9 2,763.2 39.6 1,094.9
Field Demonstrations 338.2 76.3 69.4 55.4 106.3 645.7 48.6 313.6
Subtotal 764.7 803.6 807.7 726.6 426.2 3,528.9 40.3 1,420.5
Project Allowance 162.0 342.0 339.0 261.0 75.0 1,179.0 3.5 41.4
Salaries 136.2 272.4 272.4 258.9 60.0 999.9 5.2 52.0
Project Operating Costs 60.0 90.0 90.0 90.0 - 330.0 10.0 33.0
Subtotal 358.2 704.4 701.4 609.9 135.0 2,508.9 5.0 126.4
Total Investment Costs 10,287.4 28,259.2 28,926.1 12,549.7 3,081.3 83,103.8 32.4 26,944.5
II. Recurrent Costs
Recurring Staff Costs - - - 73.0 73.0 146.0 - -
Recurring O&M Costs - - 50.9 101.8 405.8 558.5 - -
Total Recurrent Costs - - 50.9 174.8 478.8 704.5 - -
Total BASELINE COSTS 10,287.4 28,259.2 28,977.0 12,724.6 3,560.1 83,808.3 32.2 26,944.5
Physical Contingencies 586.1 2,160.0 2,325.9 960.8 264.0 6,297.0 19.3 1,213.8
Price Contingencies
Inflation
Local 185.6 2,132.4 3,775.1 2,285.5 955.5 9,334.1 - -
Foreign 30.1 177.2 306.0 232.9 61.9 808.1 100.0 808.1
Subtotal Inflation 215.7 2,309.5 4,081.1 2,518.4 1,017.4 10,142.1 8.0 808.1
Devaluation -141.6 -1,644.8 -2,930.8 -1,786.1 -752.4 -7,255.7 - -
Subtotal Price Contingencies 74.1 664.7 1,150.3 732.3 265.0 2,886.4 28.0 808.1
Total PROJECT COSTS 10,947.6 31,084.0 32,453.3 14,417.7 4,089.1 92,991.6 31.1 28,966.3
Taxes 361.3 798.3 867.9 382.9 109.8 2,520.2 - -

Foreign Exchange 5,036.8 9,032.5 9,358.1 4,583.6 955.4 28,966.3 - -
Page 44
Expenditure Accounts by Years -- Totals Including Contingencies
2010 2011 2012 2013 2014 Total
I. Investment Costs
A. Surveys & Investigations 817.1 1,159.6 228.3 - - 2,205.1
Land Acquisition 141.6 150.5 6.9 - - 299.0
Resettlement 22.2 45.0 45.7 - - 112.8
Subtotal 163.8 195.5 52.5 - - 411.8
C. Civil Works 3,043.2 21,344.2 24,380.2 9,325.7 1,882.0 59,975.3
Vehicles 1,035.7 - - - - 1,035.7
Machinery & Field Equipment 6.6 56.2 114.2 57.9 - 235.0
Office Equipment & Fixtures 1,102.5 - - - - 1,102.5
Subtotal 2,144.9 56.2 114.2 57.9 - 2,373.3
International Consultants 1,567.1 2,347.1 1,469.7 646.7 340.5 6,371.0
National Consultants 244.3 623.8 516.4 395.1 112.3 1,891.8
Consultants Support Staff 136.0 276.1 280.2 241.8 103.3 1,037.4
Consultant's Operational Cost 366.1 427.7 429.5 432.8 409.1 2,065.2
Subtotal 2,313.5 3,674.7 2,695.8 1,716.3 965.1 11,365.5
Special Studies 1,176.4 2,798.3 3,048.0 1,423.8 - 8,446.5
Monitoring & Evaluation Studies 44.3 159.0 153.1 142.8 18.7 517.9
Subtotal 1,220.7 2,957.3 3,201.1 1,566.6 18.7 8,964.4
Staff Training & Workshops - 40.5 54.8 41.7 - 137.0
Farmer Training & Mobilization 472.6 777.6 788.1 736.0 376.2 3,150.5
Field Demonstrations 374.8 85.8 79.3 64.2 125.1 729.2
Subtotal 847.5 903.9 922.1 841.9 501.3 4,016.7
Project Allowance 179.5 384.7 387.1 302.5 88.2 1,342.0
Salaries 150.9 306.4 311.0 300.0 70.6 1,139.0
Project Operating Costs 66.5 101.2 102.8 104.3 - 374.8
Subtotal 397.0 792.4 800.8 706.8 158.8 2,855.7
II. Recurrent Costs
Recurring Staff Costs - - - 84.6 85.9 170.5
Recurring O&M Costs - - 58.1 118.0 477.3 653.4
Page 45
Water Resources Development Investment Project Physical

Expenditure Accounts Breakdown Cont. Plus
(US$ '000) Base Cost Physical Contingencies Price Contingencies Total Incl. Cont. Base Costs Price
Local Local Local Local + Price Cont. on
(Excl. Duties & (Excl. Duties & For. (Excl. Duties & (Excl. Duties & Cont. on Physical
For. Exch. Taxes) Taxes Total For. Exch. Taxes) Taxes Total Exch. Taxes) Taxes Total For. Exch. Taxes) Taxes Total Base Costs Cont.
I. Investment Costs
A. Surveys & Investigations 763.7 1,176.3 60.0 2,000.0 61.5 98.6 5.0 165.0 13.5 25.4 1.2 40.1 838.7 1,300.3 66.2 2,205.1 2,037.0 168.1
Land Acquisition 5.0 251.8 - 256.8 0.5 37.0 - 37.5 0.1 4.5 - 4.6 5.6 293.3 - 299.0 260.9 38.1
Resettlement - 100.0 - 100.0 - 10.0 - 10.0 - 2.8 - 2.8 - 112.8 - 112.8 102.6 10.3
Subtotal 5. 0 351.8 - 356.8 0.5 47.0 - 47.5 0.1 7.3 - 7.5 5.6 406.2 - 411.8 363.4 48.4
C. Civil Works 9,188.6 41,952.1 1,580.6 52,721.3 918.9 4,195.2 158.1 5,272.1 369.8 1,552.6 59.4 1,981.8 10,477.2 47,699.9 1,798.1 59,975.3 54,523.0 5,452.3
Vehicles 62 2.5 294.1 93.4 1,010.0 - 17.5 0.5 18.0 4.7 2.3 0.7 7.7 627.2 313.9 94.6 1,035.7 1,017.6 18.1
Machinery & Field Equipment 154.5 10.3 41.2 206.0 15.5 1.0 4.1 20.6 6.3 0.4 1.7 8.4 176.3 11.8 47.0 235.0 213.6 21.4
Office Equipment & Fixtures 627.9 292.1 74.8 994.9 62.8 29.2 7.5 99.5 5.2 2.4 0.6 8.2 695.9 323.8 82.9 1,102.5 1,002.3 100.2
Subtotal 1 ,404.9 596.5 209.4 2,210.9 78.2 47.7 12.1 138.1 16.2 5.2 3.0 24.3 1,499.3 649.4 224.5 2,373.3 2,233.5 139.7
International Consultants 6,197.2 1.6 - 6,198.8 - - - - 172.2 0.0 - 172.2 6,369.4 1.7 - 6,371.0 6,371.0 -
National Consultants - 1,775.1 54.9 1,830.0 - - - - - 60.0 1.9 61.8 - 1,835.1 56.8 1,891.8 1,891.8 -
Consultants Support Staff - 971.1 30.0 1,001.1 - - - - - 35.3 1.1 36.3 - 1,006.3 31.1 1,037.4 1,037.4 -
Consultant's Operational Cost - 1,929.2 59.7 1,988.9 - - - - - 74.1 2.2 76.3 - 2,003.3 61.8 2,065.2 2,065.2 -
Subtotal 6 ,197.2 4,677.0 144.6 11,018.8 - - - - 172.2 169.4 5.1 346.7 6,369.4 4,846.4 149.7 11,365.5 11,365.5 -
Special Studies 7,598.2 620.4 39.6 8,258.2 - - - - 169.0 18.1 1.2 188.3 7,767.2 638.5 40.8 8,446.5 8,446.5 -
Monitoring & Evaluation Studies 240.0 245.0 15.0 500.0 - - - - 8.7 8.7 0.5 17.9 248.7 253.7 15.5 517.9 517.9 -
Subtotal 7 ,838.2 865.4 54.6 8,758.2 - - - - 177.7 26.8 1.7 206.2 8,015.9 892.2 56.3 8,964.4 8,964.4 -
Staff Training & Workshops 12.0 104.4 3.6 120.0 1.2 10.4 0.4 12.0 0.5 4.4 0.2 5.0 13.7 119.2 4.1 137.0 124.6 12.5
Farmer Training & Mobilization 1,094.9 1,585.4 82.9 2,763.2 109.5 158.5 8.3 276.3 44.4 63.6 3.0 110.9 1,248.8 1,807.6 94.1 3,150.5 2,864.1 286.4
Field Demonstrations 313.6 312.7 19.4 645.7 31.4 31.3 1.9 64.6 9.2 9.2 0.6 19.0 354.2 353.1 21.9 729.2 662.9 66.3
Subtotal 1 ,420.5 2,002.5 105.9 3,528.9 142.1 200.3 10.6 352.9 54.1 77.2 3.7 134.9 1,616.6 2,279.9 120.1 4,016.7 3,651.5 365.2
Project Allowance 41.4 1,102.2 35.4 1,179.0 4.1 110.2 3.5 117.9 1.4 42.3 1.4 45.1 47.0 1,254.7 40.3 1,342.0 1,220.0 122.0
Salaries 52 .0 917.9 30.0 999.9 5.2 91.8 3.0 100.0 1.9 36.0 1.2 39.1 59.1 1,045.7 34.2 1,139.0 1,035.4 103.5
Project Operating Costs 33.0 287.1 9.9 330.0 3.3 28.7 1.0 33.0 1.2 10.3 0.4 11.8 37.5 326.1 11.2 374.8 340.7 34.1
Subtotal 12 6.4 2,307.2 75.3 2,508.9 12.6 230.7 7.5 250.9 4.5 88.6 2.9 96.0 143.5 2,626.5 85.7 2,855.7 2,596.1 259.6
Total Investment Costs 26 ,944.5 53,928.9 2,230.3 83,103.8 1,213.8 4,819.5 193.3 6,226.5 808.1 1,952.4 77.0 2,837.5 28,966.3 60,700.8 2,500.6 92,167.8 85,734.5 6,433.3
II. Recurrent Costs
Recurring Staff Costs - 146.0 - 146.0 - 14.6 - 14.6 - 9.9 - 9.9 - 170.5 - 170.5 155.0 15.5
Recurring O&M Costs - 541.7 16.8 558.5 - 54.2 1.7 55.8 - 37.9 1.2 39.1 - 633.8 19.6 653.4 594.0 59.4
Total Recurrent Costs - 687.7 16.8 704.5 - 68.8 1.7 70.4 - 47.8 1.2 48.9 - 804.3 19.6 823.9 749.0 74.9
Total 26 ,944.5 54,616.7 2,247.1 83,808.3 1,213.8 4,888.2 194.9 6,297.0 808.1 2,000.2 78.2 2,886.4 28,966.3 61,505.1 2,520.2 92,991.6 86,483.5 6,508.2
Page 46

Financing of Investment/Recurrent Costs and Financial Charges by Year
(US$ '000)
2010 2011 2012 2013 2014 Total
I. Investment Costs
The Government 350.1 796.1 864.2 377.5 91.7 2,479.5
Asian Development Bank 9,520.7 29,250.8 30,526.2 13,823.5 3,404.6 86,525.7
Department for International Development 990.0 1,020.0 990.0 - - 3,000.0
Beneficiaries 86.9 17.0 14.8 14.2 29.6 162.6
II. Recurrent Costs
The Government - - 1.7 3.5 4.8 10.1
Asian Development Bank - - 56.4 199.1 240.8 496.2
Department for International Development - - - - - -
Beneficiaries - - - - 317.6 317.6
III. Financial Charges
he overnment
T G - - - - - -
sian evelopment
A D ank B - - - - - -
Department for International Development - - - - - -
Beneficiaries - - - - - -
Total Financial Charges - - - - - -
Total Financing of Costs 10,947.6 31,084.0 32,453.3 14,417.7 4,089.1 92,991.6
Page 47
Expenditure Accounts by Financiers
(US$ '000) The Government Asian Development DfID Beneficiaries Total
Amount % Amount % Amount % Amount % Amount %
I. Investment Costs
A. urveys Investigations
S & 66.2 3.0 2,138.9 97.0 - - - - 2,205.1 2.4
Land Acquisition - - 299.0 100.0 - - - - 299.0 0.3
Resettlement - - 112.8 100.0 - - - - 112.8 0.1
Subtotal - - 411.8 100.0 - - - - 411.8 0.4
C. Civil Works 1,798.1 3.0 58,177.2 97.0 - - - - 59,975.3 64.5
Vehicles 94.6 9.1 941.1 90.9 - - - - 1,035.7 1.1
Machinery Field quipment
& E 47.0 20.0 188.0 80.0 - - - - 235.0 0.3
Office quipment E Fixtures & 82.9 7.5 1,019.7 92.5 - - - - 1,102.5 1.2
Subtotal 224.5 9.5 2,148.7 90.5 - - - - 2,373.3 2.6
International Consultants - - 6,371.0 100.0 - - - - 6,371.0 6.9
National Consultants 56.8 3.0 1,835.1 97.0 - - - - 1,891.8 2.0
Consultants Support Staff 31.1 3.0 1,006.3 97.0 - - - - 1,037.4 1.1
Consultant's Operational Cost 61.8 3.0 2,003.3 97.0 - - - - 2,065.2 2.2
Subtotal 149.7 1.3 11,215.8 98.7 - - - - 11,365.5 12.2
Special Studies 40.8 0.5 5,405.8 64.0 3,000.0 35.5 - - 8,446.5 9.1
Monitoring Evaluation& tudies S 15.5 3.0 502.4 97.0 - - - - 517.9 0.6
Subtotal 56.3 0.6 5,908.1 65.9 3,000.0 33.5 - - 8,964.4 9.6
Staff raining Workshops
T & 4.1 3.0 132.9 97.0 - - - - 137.0 0.1
Farmer Training & Mobilization 94.1 3.0 3,056.4 97.0 - - - - 3,150.5 3.4
Field Demonstrations 0.8 0.1 565.8 77.6 - - 162.6 22.3 729.2 0.8
Subtotal 99.0 2.5 3,755.1 93.5 - - 162.6 4.0 4,016.7 4.3
Project llowance A 40.3 3.0 1,301.7 97.0 - - - - 1,342.0 1.4
Salaries 34.2 3.0 1,104.8 97.0 - - - - 1,139.0 1.2
Project perating O osts C 11.2 3.0 363.5 97.0 - - - - 374.8 0.4
Subtotal 85.7 3.0 2,770.1 97.0 - - - - 2,855.7 3.1
Total Investment Costs 2,479.5 2.7 86,525.7 93.9 3,000.0 3.3 162.6 0.2 92,167.8 99.1
II. Recurrent Costs
Recurring Staff Costs - - 170.5 100.0 - - - - 170.5 0.2
Recurring O&M Costs 10.1 1.5 325.7 49.9 - - 317.6 48.6 653.4 0.7
Total Recurrent Costs 10.1 1.2 496.2 60.2 - - 317.6 38.5 823.9 0.9
Total PROJECT COSTS 2,489.6 2.7 87,021.9 93.6 3,000.0 3.2 480.2 0.5 92,991.6 100.0
Page 48
Appendix D – Terms of Reference of Consulting Services
APPENDIX D – TERMS OF REFERENCE OF CONSULTING SERVICES
1. The PMOs to be established under the Pro gram b y both MEW an d MAIL will engage
consulting services to assist with a range of tasks relative to implementation of tranche 1 investment
under th e proposed MFF. The co nsulting services t o a ssist th e PMO e stablished b y MEW, i ts
associated two PI Os an d a Proj ect De velopment Facility (PDF ) wil l be res ponsible for delivering
services to support the implementation of two Components: Northern Basins Development and Flood
Management, and prepare investments to be financed under subsequent tranches of the proposed
MFF. A s econd package of c onsulting services will be c ontracted to assist the PMO established by
MAIL/Nangahar Valley Development Authority (NVDA) and will be responsible for delivering services
to support the implementation of NVDA Improvement Component.
2. Relevant terms of references (TORs) have been drafted for the services to be provided under
both consulting packages and these are summarized in this appendix.
A. Consulting services to Assist the PMO, PIOs and PDF Established by MEW
1. PMO Consultants
3. The consultants working with the PMO for the MEW components will b e based in Kabul and
responsible for overseeing the implementation activity for all MEW components.
4. The PMO consultants will assist the PMO and the PIOs in the areas of financial management,
procurement, environmental and social safeguards in accordance with ADB's relevant policies, and
provide technical support for components: Northern Basins Development and Flood Management, as
required. The PMO consu ltants will a lso dev elop a re sults b ased monitoring sy stem for pr oject
management, monitoring, and evaluation and provide capacity building opportunities for Government,
the PMO and the PIOs staff.
5. To h elp establish a National Fl ood Management Pro gram a nd u nit within MEW u nder t he
Flood Management Component, activities of the PMO consultants will include (i) developi ng a fl ood
management policy, (ii ) est ablishing a database on flo od threatened and flood affected areas , (iii )
putting in pl ace a fl ood management and b ank erosion monitoring system, (iv) pl anning to e nhance
flood warning an d e mergency resp onse, (v) de veloping a p ortfolio of p riority f lood management
projects for preparation and financing, and (vi) training to new MEW flood management unit.
2. Consultants for Northern Basins Development Component
6. The consultants working with the PIO for Northern Basins based at the RBA in Mazar-I-Sharif
will be re sponsible for impl ementation of No rthern Bas ins De velopment Co mponent including
Strengthening Northern River Basin Manage ment, rehabilitation an d upgradin g of se lected
irrigation inf rastructure including co nstruction of Bangala Weir, and establishment of WUAs a nd
strengthening of on-farm water management.
7. To support development and strengthening of both the RBC and RBA already established for
the Northern Basin s, t he con sultants wil l assi st the PIO to (i) i dentify equipment and materials
required to ensure th e RBA’s mandates ca n b e met , (ii ) c onduct a ra nge o f reso urce an d as set
surveys nec essary to support meaningful future planni ng, (iii) develop a comp rehensive water
resources management and o peration pl an for t he l ower Balk hab Ri ver, a nd (i v) pro vide
administrative su pport to RBA to ensure it s s erving as an ef fective s ecretariat for RBC. T o e nsure
sustainability of the effectiveness of new, upgr aded and rehabili tated infrastruc ture the cons ultants
will assist the PIO to (i) review O&M fund generation and flow and develop a rational O&M financing
plan. T he c onsultants wil l als o as sist t he PI O in the development of a Master Pla n fo r the
Development and Management o f t he Wa ter Reso urces of the North ern Basi ns a nd co nduct
necessary s urveys a nd investigation of t he resource b ase as well a s al l wa ter reso urces rela ted
infrastructure assets in t he northern river basins with a view to identifying potentials which could be
Page 49
effectively tapped through provision of new water related infrastructure and to prioritize the need for
rehabilitation and upgrading of existing facilities.
8. For works to be constructed and rehabilitated under the initial tranche of the MFF including
Bangala Weir, main canal structures and other works, the consultants will (i) prepare detailed designs
and bill of q uantities for all of co ntracts, (ii) assist the PMO and the PIO for the procurement of the
civil work contracts following th e ADB's Procu rement Gu idelines (2007, as amended from ti me to
time), and (iii) supervise the construction of the works 9 .
9. The consultants wil l assist th e PI O to develop W UAs. Wit h regard to th e OFW M

demonstrations, the consultants will assist the PIO to (i) select demonstration farm areas and orchard
owners, a nd (ii) id entify and c ontract wit h NGOs or oth er o rganizations for t he PTD to wo rk wit h
WUAs and supervise their agreed program of work.
10. The consultants fielded in the Northern Basins PIO will also assist PDF to confirm on a prima
facie basi s the techni cal feasibility, of i nterventions wi thin the Northern Basi ns region for
consideration of possible financing under ensuing tranches of the MFF. As PDF might request further
support in preparation of and appraisal of such interventions could be required.
3. Consultants for Flood Management Component
11. The PIO consultants will be based in Taloqan and responsible for supporting (i) construction
of flood protection embankment in Yanqi Qala, (ii) construction of headworks with gated intake at the
head o f t he Ye tim Tapa irrig ation canal in take on t he Amu Darya, and (ii i) emergency protection
works against bank erosion along the Amu Darya.
12. The con sultants will (i) pre pare de tailed designs, bil ls o f q uantities for the Yanqi Qala flood
protection e mbankment and he adworks at the h ead of th e Ya tim Ta pa irrigation canal intake, (ii )
assist in procurement of the civil work contract, and (iii) supervise the construction works. These field
based consultants will also assist the PDF in i dentifying and confirming technical feasibility of flood
management a nd riverbank erosion con trol projects an d associated i ntake structures f or p ossible
financing under ensuing tranches of the proposed MFF.
4. Consultants for Project Development Facility
13. The consultants working with the PMO in MEW will be based in Kabul and respons ible for
program p reparation fo r subsequent tranches. Th e con sultants wil l (i ) id entify po tential hi gh p riority
water sector investments for possible financing under subsequent tranches of the MFF, (ii) assist the
PMO to p erform d ue diligence o n a pri ma f acie b ut st ructured ba sis and reco mmend th ose
interventions dese rving of fu rther co nsideration f or fu ll f easibility an alysis, and (iii) b ased u pon th is
screening exercise, put forth recommendations for further consideration for the concurrence of both
MEW and ADB.
14. For those additional works located in the immediate vicinity of ongoing works financed from
the proceeds of tranche 1, the PDF consultants will direct the efforts of the concerned PIO (Northern
Basins Development o r Fl ood Management) i n es tablishing t he fi nal f easibility of the works. For
projects outside t hese geographic areas o r l arge and c omplex p otential investments, t he PDF
consultants will co ntract the se rvices of a q ualified t hird p arty firm o r i nstitution t o con duct t he
feasibility study.
15. For t hose p riority works for which t he tec hnical f easibility, ec onomic viability a nd soc ial an d
environmental a cceptability is sat isfactorily est ablished a nd wit h th e fu ll co ncurrence of MEW and
9
The Engi neer ha s final approval aut hority for te chnical matters, develo pment of tende r documents a nd
other bi dding material s, a nd si gn off a uthority for contract supe rvision a s d efined in th e standard FIDI C
general conditions of contract.
Page 50
ADB, the PDF consultant will recommend the project for inclusion in the PFR for tranche two or three
of the MFF to the Proj ect Steering Co mmittee and con tract services fo r final des ign and tender
document preparation for those projects.
16. The PDF c onsultants will closely oversee all contracted feasibility and detailed design works
to ensure the quality of the work and assist MEW/MOF/PSC in preparing the PFRs for s ubsequent
MFF tranches.
Required Person-Months (International and National MEW)

Person Month Input per Year
Year 1 Year 2 Year 3 Year 4 Year 5 Total
1. Project Implementation in PMO MEW
International
PMO TL / Water Resources Planner 5 11 7 5 4 32
Irrigation/ Hydraulics Engineer 4 4 2 10
Finance Specialist 2 2 4
Procurement Specialist 2 4 2 8
Economist / M&E 2 2 4
Flood Management Specialist 6 6 12
Environmental Specialist 2 2
Resettlement/Social Safegaurds Specialist 2 2
Unallocated 3 4 4 2 2 15
Subtotal 18 35 21 7 8 89
National
Deputy PMO TL / Hydraulics Engineer 6 11 11 8 6 42
Economist / M&E 6 11 6 6 6 35
Financial Specialist 4 11 11 11 6 43
Accountant 6 11 11 11 6 45
Procurement Specialist 6 11 6 3 3 29
Flood Management Specialist 6 11 11 28
Social Analyst/Resettlement Specialist 6 3 3 3 15
Environment Specialist 4 3 3 10
Gender Specialist 3 5 3 11
Unallocated 2 7 7 7 1 24
Subtotal 39 88 72 52 31 282
2. Project Development Facility in PMO MEW
International
PDF TL / Water Resources Planner 2 8 8 4 22
Economist 2 4 6
Unallocated 2 5 3 10
Subtotal 6 17 11 4 38
National
Deputy PDF TL / Civil / Hydraulics Engineer 4 8 8 4 24
Economist / M&E / MIS Specialist 3 6 6 6 21
Irrigation Engineer 4 11 11 10 36
Unallocated 3 8 8 8 27
Subtotal 14 33 33 28 108
3. PIO for Northern Basins Development

International
PIO TL - Irrigation/ Hydraulic Engineer 4 4 4 2 2 16
Water Management /WUAs/OFWM Specialist 2 2 2 2 8
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Irrigation Agronomist 2 2 4
River Basin Management Specialist 4 5 4 2 2 17
O & M Engineer 2 2 4
Subtotal 18 21 14 8 4 65
National
Deputy PIO TL - Civil/Hydraulic Engineer 6 11 11 11 11 50
Design Engineer (2) 6 12 12 30
Accountant 6 11 11 11 6 45
Field Supervisors (6) 12 30 12 6 60
OFWM Specialist 6 11 11 11 6 45
Subtotal 36 75 57 39 23 230
4. PIO for Flood Management

International
PIO TL / Embankment Construction Engineer 3 4 3 10
Geotechnical Specialist 2 2 4
Subtotal 5 6 3 14
National
Deputy PIO TL / River Training Engineer 6 11 11 11 39
Design Engineer 6 4 2 12
Accountant 6 11 11 11 39
Field Supervisors (2) 6 22 18 46
Subtotal 18 32 46 40 136
Total International Input 47 79 49 19 12 206

Total National Input 107 228 208 159 54 756
Source: Asian Development Bank.
B. Consulting Services to Assist the PMO Established by MAIL/ NVDA
17. The c onsultants work ing wit h th e NVDA PMO under NVDA will be b ased in Ja lalabad a nd
responsible for implementation of NVDA Improvement Component. The consultants will undertake: (i)
preparation of a bus iness plan for NVDA, (ii ) bo th final des ign and construction supervision of th e
rehabilitation and up grading of the NVDA Irri gation Syst em, and (ii i) establishment of WUAs and
strengthening of on-farm water management.
18. The consultants will conduct a range of applicable studies relative to the business activities of
NVDA inc luding a t horough review of t he e xisting i nstitutional structure o f NVDA a nd
production/marketing s tudies ta rgeted at ide ntifying those potential agricultural a ctivities in t he
Nangahar Valley pa rticularly well suited fo r c ommercial agriculture. Based o n t hese stu dies the
consultant will develop a plan for restructuring of NVDA and preparation of business plan ensuring its
longer term sustainability and profitability. Special attention will be given to the options related to the
canal and irrigation system and its possible spin-off to a water utility or canal operating authority.
19. With regard to the rehabilitation and upgrading of the irrigation system, the consultants will (i)
prepare detailed designs for a si ngle ICB contract covering upgrading and rehabilitation of the main,
secondary and t ertiary c anals, (ii) as sist t he PMO f or the p rocurement o f th e ci vil works c ontract
following the ADB's Procurement Guidelines (2007, as amended from ti me to ti me), (iii) supervis e
the en suing co nstruction works, (iv) assist th e PMO in assu ring th at e nvironmental an d social
safeguards in line with ADB's relevant policies are in place, and (v) establish and operate a results
based monitoring system for project management, monitoring, and evaluation.
20. For the OFWM sub-component, the consultants will assist the PMO to establi sh, strengthen
and register the WUAs throughout the NVDA command. OFWM demonstrations will be established
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and th e c onsultants will assi st the PMO to (i ) se lect f arm areas a nd o rchard o wners f or the
establishment of the demonstrations, and (ii) identify and contract with NGOs or other organizations
for the PTD to work with WUAs and supervise their agreed program of work.
Required Person-Months (International and National MAIL)

Person Month Input per Year
Project Implementation in PMO MAIL/NVDA
International
PMO TL - Irrigation /Hydraulic Engineer 4 8 8 4 24
Institutional Reform/Business Mgmt 3 3 6
Finance Specialist 3 3
Procurement Specialist 2 5 7
Resettlement/Social Safegaurds Specialist 2 2
Water Management / WUAs and NVDA 3 4 2 2 11
Environment Specialist 2 2
Unallocated 3 3 6
Subtotal 18 30 16 8 72
National
Deputy TL Civil/Hydraulic Engineer 6 11 11 11 39
Financial Specialist 4 4 4 4 16
Accountant 6 11 11 11 39
Procurement Specialist 6 11 17
Social Safeguards Specialist 6 3 3 12
Environment Specialist 4 3 3 10
Gender Specialist 4 3 3 10
M&E Specialist 3 6 6 6 21
Field Supervisors (4) 20 24 16 60
Design Engineer (2) 6 22 4 4 36
OFWM Specialist 6 11 11 11 39
Subtotal 41 109 80 69 299
Total International Input 18 30 16 8 72

Total National Input 41 109 80 69 299
Source: Asian Development Bank.
C. Specific Terms of Reference for Specialists
21. All the above inputs shown in the summary table of consulting services should be included
in the tend erers’ finan cial offer. However, there is no need for CVs to be submitted in
tenderers’ technical offer for any of the domestic consultant positions except the deputy
team leader and three deputy component manager positions 10 . There is also no need for
CVs to be submitted in the technical offer for any of the unallocated positions 11 .
1. Consulting services to Assist the PMO, PIOs and PDF Established by MEW
(i) PMO Consultants
22. PMO Team Leader (TL) / Water Resources Planner (international, 32 person months).
10
For other domestic consultant positions, CVs will be submitted to the client for approval within at most six
months of program start-up.
11
For unallocated po sitions (international or domestic) the con sultant will submit term s of reference an d a
CV according to requirements for expertise determined during implementation.
Page 53
The Team Leader / Water Resources Planning Specialist will oversee management of tranche 1
components 1 and 3. His/her tasks are as follows:
(i) Oversee the WRDIP including establishment and management of a PMO in MEW;
(ii) Undertake necessary studies to update and confirm MEW’s assessme nts, where existing
MEW feasib ility studies are available and consistent with selection crit eria and the Road
Map;
(iii) in consulta tion with other experts, ensure con duct of eco nomic analyses followin g ADB’s
Guidelines for Economic Analysis of Projects and compliance with ADB Social and
Environmental Guidelines;
(iv) in consultation with other experts, develop a financing plan and assess the financial viability
and sustainability of selected projects;
(v) in consultation with other experts, a ssess the willingne ss and capability of beneficiar ies to
participate in the project, and then develop program for implementation of the project;
(vi) prepare TORs for unallocated specialists;
(vii) in consultat ion with other experts, cont ract necessary technical w orks and surveys,
socioeconomic surveys , and resettlement enumeration based on the r ecommendations of
the relevant team specialists and using the provisional sums provided;
(viii) manage relationships with provincial and nat ional agenci es and oth er stakehol ders to
ensure coordination and synergies among all concerned parties;
(ix) jointly identify, with technical spe cialists and cou nterpart staff, arrangements to implement
the new wo rks projects and their o peration and maintena nce (O&M); oversee th e review,
formulation and finalization of the MEW feasibility reports;
(x) continue to develop and refine the medium- an d long- term sector strat egy for MEW, the
road map, and investment plan; dev elop the capacity of MEW counterpart staff assigned to
WRDIP co mponents to ensure sustainability after completion of W RDIP; in particular,
coordinate with sector stakeholde rs to assess overall n eeds for ca pacity development
related to water resources and irrigated agriculture;
(xi) Prepare an inception report, progress reports and a final report.
23. Deputy PMO Team Leader (DTL) / Hydraulics Engineer (national, 4 2 person months).
The Deputy Team Leader / Civil Engineer/Hydraulics Engineer will:
(i) support the Team Leader as required in carrying out his TOR;
(ii) assist in recruitment and management of local consultants and service providers;
(iii) facilitate the consultan t team’s int eraction wit h local officials, landowners, and f armers’
groups.
(iv) conduct or commission surveys such as a topographic su rvey, land u se survey, and soil
surveys.
(v) develop irrigation plans based on water requirement and availability, and supervise detailed
engineering designs for necessary infrastructure, bill of quantities, and costs estimates;
(vi) assess any impact on other water users, an d assess p otential co mpetition for water
resources within the river basin in the form of a ba sic integrat ed water resources
management plan;
(vii) develop a drainage plan, if required; and participate if required in the development of flood
mitigation plans;
(viii) supervise and conduct necessary surveys fo r the plans including hydrological surv ey and
basic geological surveys;
(ix) In consu ltation with oth ers, arrange and condu ct workshop s to explain the proje ct plan s
including safeguard policy to beneficiarie s and other people con cerned, and seek
endorsement for implementation.
24. Irrigation/Hydraulics Engineer (international, 10 person months). The Civil

Engineer/Hydraulics Engineer will:
(i) ensure that constructio n works under components 1 and 3 are proceeding accor ding to
plan;
Page 54
(ii) review existing practice s of tradit ional water o r irrigation management and reco mmend
improvements for scheme rationaliza tion, scheduling, water control devices and stru ctures,
and training for MEW, MAIL, NVDA, mirabs, and farmers;
(iii) adopt and recommend innovations as a par t of the system design that will improve
irrigation e fficiencies a nd ensure e quitable d istribution of irrigation wa ter through out the
commands;
(iv) ensure that adequate f low measurement sites are available or provided through out the
command a rea to facilit ate system management and monitoring; assist the team l eader
regarding special con siderations o f irrigation within the river basin concept; pr epare
comprehensive plans and designs where appropriate for technical feasi bility and improve
designs and execution of works.
25. Finance Specialist (international, 4 person months). The Finance Specialist will:
(i) Assist the P roject Direct or in collab oration with the nationa l specia lists in all finan ce and
administrative services required for the implementation of the Program;
(ii) Liaise with the Ministry of Finance t o make payments for expenditure to be incurre d during
the retroactive financing period – if needed;
(iii) Offer on-the-job and formal training to prepare MEW s taff to take over the financial
management of the project;
(iv) Develop and implement an accounting system;
(v) Provide trai ning to the staff on th e use of th e accountin g system a nd establish and
document the routine accounting procedures to be followed by the staff;
(vi) Ensure that the accounting records are properly maintained in accordance with the defined
accounting procedures and kept current through adequate control and supervision;
(vii) Identify and document properly the roles and responsibilities of the Accounting staff and the
delegation of duties.;
(viii) Develop, document, and implement internal control policies and procedures;
(ix) Train the staff on the internal control policies and procedures;
(x) Carry out periodic reviews of system controls to ensure that they are effective and reliable;
(xi) Develop and produce standard fin ancial repor t formats/templates tha t are con sistent in
form and content with those required by the relevant authorities;
(xii) Assist and/ or prepare periodic financial statements and project progress rep orts for
submission to the authorities;
(xiii) Develop and implement a cash flow management system and procedures;
(xiv) Prepare annual work plans with detailed estimates of work to be completed during the year
for each Sub-Program/Component;
(xv) Monitor the budget per iodically to ensure that actual expenditures ar e in line wit h those
budgeted, prepare and report revisions to the budget when necessary;
(xvi) Ensure that withdrawals are made only to meet expenses eligible for WRDIP;
(xvii) Liaise, assist and provide support to external audits through timely preparation of re quired
documentation and availability of staff.
26. Procurement Specialist (international, 8 person months). The Proc urement Sp ecialist
will:
(i) Provide constant technical support and advice to colleague s in the PI Os in the fields of
procurement, contract management and administration;
(ii) Offer on-the-job and formal training to prepare MEW staff to take over all procu rement
activities after a period of 12 months;
(iii) Assist with the prepara tion of a ll t ypes of ten der documents as stipu lated in the ADB
guidelines and handbooks for the procurement of goods, services and civil works;
(iv) Review To R and Technical Specification s fo r their formal and tech nical correctness,
comprehensibility and completeness;
(v) Participate as an observer or in a n oversight role in the evaluation of contracto rs’ pre-
qualification submissio ns, con sultants’ expressions of inter est for short-listing, pro posal /
tender / bid evaluation and preparation of corresponding reports;
Page 55
(vi) Assist or prepare a detailed annual procurement plan for activities to be implemented in the
year and make adjustments to the plan if needed;
(vii) Review and update – if needed - the procurement plan and arrangements.
(viii) Monitor all procurement activities a nd prepare monthly and quarterly progress repo rts for
the project focusing on actual pro gress again st schedu le, problems and their causes,
solutions, compliance with and d eviations fr om ADB procurement procedures and the
overall status of project activities;
(ix) Alert all co ncerned parties when the sub-projects encou nter problems deriving from
procurement activities and corrective actions need to be taken;
(x) Analyze the procurement cycles co ncerning timing and step s in the line ministry and other
institutions with the aim to propose improvements and t o identify capacity stre ngthening
needs;
(xi) Keep track of contract implementation to ensur e that it abides by the stipulated sta ndards,
procedures and planned procurement timetable;
(xii) Develop a set of administrative procedures fo r the proje ct which will assist MAIL in
monitoring and addressing cost, schedule, technical design, and procurement timetable;
(xiii) Propose aft er observing and anal yzing for a certain pe riod of time strengths and
weaknesses of the existing procurement procedures in an organized fashion improvements
to the system of procedures for review by MoF (and ARDS);
(xiv) Ensure that reporting requirements stipulated in the governing documents of the project are
followed in a timely fashion and in the desired format(s).
27. Economist and M&E/MIS Specialist (interna tional, 4 pe rson months). The Irrigation
Economist will provide support to t he implementat ion of components 1 and 3 as well as prov ide
support to the PDF and will:
(i) assist count erpart staff and the domestic expert in setting up a Project Performance
Monitoring System (bui lding on existing MEW sy stems if applicable) and train staf f in it s
use;
(ii) ensure baseline data monitoring systems are established with implemented projects;
(iii) formulate and supervise project performance and impact monitoring studies;
(iv) assist the team leader in the preparation of progress reports;
(v) review and validate the socioeconomic rationale and financial and economic viability of the
under process feasibilities, ongoing, and proposed water an d flood sub sector projects and
investment, in line with the ADB Guidelines for the Economic Analysis of Projects (1997);
(vi) with input from other specialists in the team identify the benefits and costs of various sector
investments, including value of losses averted from flood sector investments;
(vii) using the current version of the COSTAB, prepare the project costs and the financing plan;
(viii) identify the economic factors that may reduce the project benefits and or intended impact
on poverty reduction and prop ose strateg y to minimize the a ssociated r isks and
uncertainties;
(ix) undertake poverty i mpact assessment of the under process feasibilitie s, ongoing projects,
and proposed water and flood sector projec ts and identify any non-inclusive or
disadvantaged groups and or any adverse socioeconomic impacts of the projects.
28. Flood Management Specialist (international, 12 months). The flood manage ment
specialist will:
(i) Review Current Flood Management Practices
(ii) Assist MEW in the development of a Flood Management Policy
(iii) Inventory and Analysis of Flood Prone Areas in order to assist MEW in the establishment of
a database on flood prone areas
(iv) Review current hydrometerological network system
(v) Assist MEW in the e stablishment of flood management and bank erosion monitoring
system
(vi) Assist MEW to prepare Emergency Plans for Flood Risk Zones
(vii) Assist MEW to develop a Portfolio of Priority Flood Management Projects
Page 56
29. Environment Specialist (international, 2 months). The Environment Specialist will
(i) review and update as necessary each of the Component Environmenta l Monitoring and
Management Plans (EMMPs);
(ii) advise and assist with the implementation of the EMMPs;
(iii) prepare and implement environment workplans for institution al development and capacity
building of MEW, river basin, and allied agency staff.
30. Resettlement / Social Safeguards Specialist (internatio nal, 2 person months). The
Social Safeguards Specialist will:
(i) provide advise and implementation support in social safeguard activities as appropriate;
(ii) preparation and fina lization of land ac quisition and r esettlement plans (LARP) in
accordance with ADB’s policy on involuntary resettlement (1995), go vernment laws and
land acquisition and resettlement framework (LARF) already prepared for tranche 1;
(iii) provide implementation support to LARP;
(iv) advise and assist wit h the base line and m onitoring st udies of ot her disciplines a s
appropriate.
31. Additional National Consultants. CVs for the following national consultants will be will be
submitted to the client for approval within at most six months of program start-up:
• An Economist / M&E/MIS Specialist (35 person months);
• Financial Specialist (43 person months);
• Accountant (45 person months);
• Procurement Specialist (29 person months);
• Flood Management Specialist (28 person months);
• Social Analyst/Resettlement Specialist (15 person months);
• Environment Specialist (15 person months)
• Gender Specialist (11 person months)
32. Unallocated (international, 15 person mont hs and national, 24 person mont hs). An
unallocated pool of expertise will be required to provide support to the impleme ntation of th e
components. Expertise is likely to be requir ed in the f ollowing ar eas: Flood Management,
Hydraulic Structures, Structural Engineeri ng, Geotechnology, Hydrology, Modeling, Rive r
Morphology, Training and GIS. Note that this list is tentative and the actual expertise required will
be determined by the consultant during implement ation. CVs and terms of reference will be
submitted to the client for approval once requirements are known.
(ii) Consultants for Project Development Facility
33. PDF Team Leader (TL) / Water Resources Planner (international, 22 person mo nths).
The Team Leader / Water Resources Planner will:
(i) manage implementation of the PDF;
(ii) prepare terms of reference and a ssist in the contracting for necessa ry studies t o update
and confirm MEW’s assessments, where existing MEW feasibility studies are available and
consistent with selection criteria and the Road Map;
(iii) assist MEW in the prioritization and selection of additional projects for financing;
(iv) prepare terms of reference and assist in contra cting for the preparation of feasibility studies
for these additional projects;
(v) oversee the performance of sub-contracted firms;
(vi) in consultation with other experts, develop a financing plan and assess the financial viability
and sustainability of selected projects;
(vii) in consultation with other experts, a ssess the willingne ss and capability of beneficiar ies to
participate in the project, and then develop a program for implementation of the project;
(viii) work with MEW, World Bank, European Commission, and o ther major sector stakeh olders
to develop options for improving th e quality of the planning process and selection criteria
for water resources and/or irrigation projects;
Page 57
(ix) suggest im provements and capa city devel opment efforts to MEW’s procedur es for
contracting and supe rvising feasibility stud ies to ensu re preparati on of high -quality
reconnaissance, pre-feasibility, and feasibil ity studies that will support in vestment b y ADB
and others;
(x) prepare TORs for unallocated specialists;
(xi) manage relationships with provincial and nat ional agencies and oth er stakeholders to
ensure coordination and synergies among all concerned parties;
(xii) develop the capacity of MEW counterpart staff assigned to the PDF to ensure sustainability
after completion of WRDIP;
(xiii) Check and submit reports for tranche 2 reports for submission to the government and ADB.
34. Deputy PDF Team Leader (DTL) / Civil / Hydraulics Engineer (domestic, 24 person
months). The Deputy Team Leader / Civil Engineer/Hydraulics Engineer will:
(i) support the Team Leader as required in carrying out his TOR;
(ii) assist in recruitment and management of local consultants and service providers;
(iii) facilitate the consultan t team’s int eraction wit h local officials, landowners, and f armers’
groups;
(iv) conduct or commission surveys such as a topographic su rvey, land u se survey, and soil
surveys;
(v) In consu ltation with oth ers, arrange and condu ct workshop s to explain the proje ct plan s
including safeguard policy to beneficiarie s and other people con cerned, and seek
endorsement for implementation.
35. Economist and M&E/MIS Specialist (international, 6 person months). See above.
36. Additional National Consultants. CVs for the following national consultants will be will be
• An Economist / M&E/MIS Specialist (21 person months);
• Irrigation Engineer (36 person months).
37. Unallocated (international, 10 person mont hs and national, 27 person mont hs). An
unallocated pool of ex pertise will be required to provide support to t he PDF. Actual expertise
required will be determi ned by the consultant during implementation. CVs and terms of refere nce
will be submitted to the client for approval once requirements are known.
(iii) Consultants for Northern Basins Development Component
38. PIO Team Leader / Irrigation/Hydraulic Engineer (international, 16 person months). The
PIO Team Leader / Irrigation/Hydraulic Engineer will:
(i) Oversee Component 1 of the WRDIP that will r equire establishment of a regional o ffice in
Mazar e Sh arif, Balkh Province. The PIO TL will report to the Team Le ader (based at the
PMO in Kabul);
(ii) Liaise and communicate close ly with MEW staff; coope rate with o ther ministries as
indicated.
(iii) Maintain liai son and ap propriate co llaboration with the Governate, PRT, and with other
donors, NGOs, and Subcontractors who are operating locally.
(iv) Oversee the completion of resource assessments and studies for each of the four basins
that are programmed to be carried out by local subcontract ors. Physical features, natural
resources and canal locations will be inventoried and mapped by river basin;
(v) Oversee construction of automatic gaging stations on rivers and canals.
(vi) Manage design and co nstruction surveillance staff that wi ll visit sites for investig ations,
operations and construction across the target area.
(vii) Oversee the tendering and construction of Bangala Weir near Balkh City.
(viii) Oversee th e tendering and constru ction of rehabilitation of Samarkans ian weir, including
motorization of gates and construction of monitoring stations.
(ix) Oversee R&U of structures along the 11 main canals of the lower Balkhab Basin.
Page 58
(x) Supervise special studies of the potential for R&U of Nahre Shahi Weir, water control in the
Sholgera area, off channel flood storage in the Sholgera area, and detention storage
throughout the lower basin.
(xi) In consu ltation with pro curement st aff, prepare technical b id documents for contr acting
technical se rvices for th e above-me ntioned act ivities. Work close ly with the Kabul Office
contracts team to ensure that all su bcontracts are competed and mana ged in acco rdance
with ADB procedures.
(xii) Establishment of a communications network in cooperation with security personnel.
(xiii) Oversee on-the-job and formal training of ministry staff and local subcontractors.
(xiv) Perform any other task assigned by the Kabul based team leader that is consistent with this
Scope of Work.
39. Deputy PIO Team Leader / Civil/hydraulic Engineer (domestic, 50 person months). The
Deputy PIO Team Leader / Civil/hydraulic Engineer will:
(i) Manage the PIO office;
(ii) Schedule, facilitate, monitor and report upon programs of investigations and surveillance of
construction across the four rivers that rise and terminate in six provin ces of the Northern
Basin;
(iii) Oversee construction of automatic gauging stations on rivers and canals.
(iv) Supervise technical activities of in-house design staff.
(v) Assist with the tendering and construction of Bangala Weir near Balkh City.
(vi) Assist with the tendering and const ruction of rehabilitation of Samarkandian weir, including
motorization of gates and construction of monitoring stations.
(vii) Oversee field operations for design and R&U of structures along the 11 main canals of the
lower Balkhab Basin.
(viii) Cooperate with govern ment repres entatives to secure stakeholder agreement to designs,
land occupation, and siting of facilties to be constructed.
(ix) Oversee field work and designs of the potential for R&U of Nahre Shahi Weir, water control
in the Sholgera area, off channel flood stora ge in the Sholgera area, the potential fo r
service to canals of t he Sholgera left bank from a reservoir, and detention storage
throughout the lower basin.
(x) Support the PIO Team Leader for procurements, preparation of technical bid documents for
the above-mentioned activities. Co ordinate with the Kabul Office contracts team t o ensure
that all subcontracts are competed and managed in accordance with ADB procedures.
(xi) Oversee preparation a nd adoption of Operation and Maintenance Manuals in con sultation
with others.
(xii) Provide on-t he-job training to in-house design and constru ction inspection staff. Support
the PIO TL with progr ams of on-t he-job and formal training of ministry staff an d local
subcontractors.
(xiii) Support the PIO TL with recruitment, supervisi on and terminations of local staff, technical
and administrative.
(xiv) Perform an y other tas ks assigne d by the PIO TL that are consistent with Program
Requirements.
40. Irrigation Engineer (16 person months total). The Irrigation Engineer will report to the PIO
TL and assist him/her to complete the following tasks:
(i) Plan, design, and oversee construction of irrigation projects for transporting and distributing
water to agricultural lands;
(ii) Collection o f data and establish ing data collection system and facilit ies to improve river
basin management;
(iii) Plan and design irrigat ion fixtures and install ation of fixtures to the requirements an d
specifications;
(iv) Develop sp ecific measures for wat er m anagement and di stribution in the existing farming
systems;
(v) Design implementation arrangements for water management and irrigation;
(vi) Provide costing of the water management and irrigation works;
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(vii) Prepare and evaluate bids for irrigation rehabilitation and improvement works;
(viii) Capacity building and transfer of knowledge to local engineers.
41. Water Management/WUA/OFWM Specialist (international, 8 person months). The Water

Management /WUA/OFWM will:
(i) provide advice on exiti ng water management practice s and compatibility of pr oposed
interventions
(ii) provide advice on system requirements for efficient water management
(iii) provide advice on the institutional structures for participatory water management
(iv) provide advice on improved OFWM practices for better water use efficiency
(v) finalize terms of reference and oversee t he implementation of WUA de velopment by the
contractors and advise on the required process and technical issues
(vi) assist with the representation of WUAs in the River Basin Councils
(vii) set up procedures and provide hands on sup port to the stakeholde r support u nits o f
RBA/SBAs
(viii) prepare terms of reference for OFWM demonstrations
(ix) review OFWM demonstrations and PTD with the WUAs and advise on their mainstreaming
and changes if required.
42. Irrigation Agronomist (international, 4 person months). The irrigation agronomist will:
(i) Assist in preparing terms of reference for the OFWM demonstration contractor;
(ii) Provide advice to the OFWM contractor on techniques fo r the efficie nt use of irrigation
water;
(iii) Provide advice to the O FWM contractor on the most suitable agronomic techniques for the
demonstration plots;
(iv) Assist the RBA in a review of current and futu re cropping systems with respect t o water
requirements, with the objective of developing optimal strategies in light of expected
improvements in water availability, dependability, and distribution on a basin basis.
43. River Basin Management Specialist (international, 17 p erson months). The River Basin
Management Specialist will:
(i) Support the RBA/ SBAs in setting up manage able procedures for wa ter allocation under
different water availability scenarios
(ii) support multi stakehold er meetings to agree with the RBC/SBC or multi stakeholder
working groups on the allocation system
(iii) assist in the implementation of an efficient discharge measurement system, usage of data
for decision making
(iv) develop procedures for reporting of actual water distribution to RBC/SBC
(v) Develop jointly with the RBA and SBAs manag ers/directors a forecastin g system for water
availability and an early warning system for droughts and floods;
(vi) advise on mitigation procedures for droughts and floods
(vii) In close coordination w ith the RBA and SBAs managers/directors set up workplans and
procedures for implementing new tasks such as permitting, secretari al functions for the
RBC/SBCs, stakeho lder participa tion and su pport, uppe r catchment conservation and
environmental compliance
(viii) assist in setting up transparent and accountable procedures for the RBAs/SBAs,
(ix) give hands on support to organizat ion building procedures including r ecruitment of ne w
staff in key positions.
44. O&M Specialist (international, 4 person months). The O&M specialist will develop:
(i) procedures for preventative maintenance including personnel requirements
(ii) provide an estimate of annual preventative mai ntenance costs and propose an inst itutional
set up for these O&M tasks
(iii) advise on magnitude and proced ures of lar ge scale maintenance works, in t he sub
components
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(iv) develop jointly with RBA/SBA and national specialists procedures for O&M of the main
structures (embankments, weirs, grand canal and gates)
(v) develop plans for instit utional imbedding in the RBA/SBA and the operational satellite
offices
(vi) set up a framework for O&M manuals of main structures
(vii) support local engineers in detailing the O&M procedures in the manual;
(viii) advise on training for O&M staff in the RBA/SBAs and SOs in O&M procedures
(ix) review and advise on O&M procedures and m anual for secondary and tertiary canal works
developed by the WUA support contractor.
45. Additional National Consultants. CVs for the following national consultant s will be
• Design Engineers (2) (domestic, 30 person months total)
• Accountant (45 person months)
• Field Supervisors (6) (60 person months total)
• OFWM Specialist (45 person months)
(iv) Consultants for Flood Management Component
46. PIO TL/Embankment Construction Engineer (international, 10 person months). The PIO
TL / Embankment Construction Engineer will:
(i) Oversee Co mponent 3 of the WRDIP that will require esta blishment of an office in Yangi
Qala. The Component Manager will report t o the Team Leader (ba sed at the PMO in
Kabul);
(ii) Liaise and communicate close ly with MEW staff; coope rate with o ther ministries as
indicated;
(iii) Maintain liai son and ap propriate co llaboration with the Governate, PRT, and with other
donors, NGOs, and Subcontractors who are operating locally;
(iv) Provide technical leadership for the river engineering component;
(v) Review the proposed flood and bank protection works t o take account of the current
situation and the outcome of any studies undertaken by the RETA;
(vi) Develop the outline designs for the proposed works;
(vii) Provide technical supervision of the implementation;
(viii) Evaluate the effectiveness of the pilot erosion protection interventions;
(ix) Perform any other relevant task assigned by the Kabul based team leader.
47. Deputy PIO TL (DTL) / River Training Engineer (national, 39 person months). The
DTL/River Training Engineer will:
(i) Manage the PIO office;
(ii) Support the international engineering experts for this component for any study, design and
construction activities;
(iii) Perform any other relevant task assigned by the PIO TL or Kabul based team leader;
(iv) Provide day to day supervision of ongoing construction works;
(v) Keep records of daily accomplishment and problems;
(vi) Promptly report and problems or issue with the ongoing works.
48. Geotechnical Specialist (international, 4 per son months). The geotechnical en gineer will
assist the PIO LT and DTL in t he foundation aspect s of stru ctural design f or the riverbank
protection works.
(i) Design Engineer (12 person months)
(ii) Accountant (39 person months)
(iii) Field Supervisors (2) (46 person months, total)
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D. Consulting Services to Assist the PMO Established by MAIL/ NVDA
50. PMO TL / Irrigation/Hydraulic Engineer (international, 24 person months). The PMO TL /

Irrigation/Hydraulic Engineer will:
(i) Oversee Co mponent 3 of the WRDIP that will require esta blishment and manage ment of
an office (PMO) in Jalalabad, Nangarhar Prov ince. The office will likely be established at
the compound of the NVDA.
(ii) Liaise and communicate closely with MAIL and NVDA staff; cooperate with other ministries
as indicated.
(iii) Maintain liaison and appropriate collaboration with the Governate, PRT Jalalabad, and with
other donors, NGOs, and Subcontractors who are operating locally.
(iv) Oversee the preparation of contracts for the construction of works by private contractors on
the main canal and secondary/tertiary canals, the latter in consultation with WUAs;
(v) Work closely with the In stitutional Specialist and once the Specialist has completed his/her
assignment continue coordination with NVDA, ministries, a nd stakeh olders for
implementation of an agreed program of institutional strea mlining and establishm ent of a
Preventative Maintenance Program.
(vi) Establishment of a communications network in cooperation with security personnel.
(vii) Oversee on -the-job an d formal training of pr ogram staff, ministry personnel an d loca l
subcontractors.
(viii) Perform any other task that is consistent with this Scope of Work.
51. Deputy TL / Civil/Hydraulic Engineer (domestic, 39 person months). The Deputy TL will:
(i) Manage the PMO office
(ii) Conduct technical survey works
(iii) Design hydraulic and civil structures, in close consultation with WUAs
(iv) Prepare CAD drawings
(v) Conduct quantity and quality surveys and prepare quantities and BOQ
(vi) Prepare technical specifications
(vii) Conduct quality tests/observe testing process of construction material
(viii) Conduct water measurements
52. Irrigation Engineer (international, 11 person months). The Irrigation Engineer will report
to the PMO TL and assist him/her to complete the following tasks:
(i) Plan, design, and oversee construction of irrigation R&U;
(ii) Collection of data and establish ing data collection system a nd facilities to water allocation
system;
(iii) Plan and design irrigat ion fixtures and install ation of fixtures to the requirements an d
specifications;
(iv) Develop sp ecific measures for wat er m anagement and di stribution in the existing farming
systems;
(v) Design implementation arrangements for water management and irrigation;
(vi) Provide costing of the water management and irrigation works;
(vii) Prepare and evaluate bids for irrigation rehabilitation and improvement works;
(viii) Capacity building and transfer of knowledge to local engineers.
53. Institutional Reform / Business Management Specialist (international, 6 person

months). The Institutional Reform / Business Management Specialist will:
(i) Agree on d etailed instit utional stru cture for the Water Uti lity includin g decision making
procedures by the board;
(ii) Liaise with the Water Management/WUA/OFW M specialist on specific procedures for the
WUAs development in NVDA
(iii) Develop a detailed institutional structure for the Public-Private ltd. autonomous company;
(iv) Work out alternative potentially cost effective structures including option s for divesture and
possible privatisation of certain units
(v) Support NVDA in preparation of a business plan for the WU and its cost recovery
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(vi) Identify viable business units for the Public-Private ltd. autonomous company
(vii) Develop market studies for the viable units
(viii) Plan and oversee the market studies
(ix) Develop bu siness p lans for the viable units, th e Public-Private ltd. autonomous company
and the Shell company
(x) Advise on alternatives if they appear more viable including (partial) privatisation.
(xi) Provide han ds on supp ort the MAI L/NVDA in f irst steps of implementa tion of the reforms
including negotiations with the private sector
(xii) Monitor the implementat ion of the re forms and provide ad hoc support f or streamlining the
process
54. Finance Specialist (international, 3 person months). The Finance Specialist will:
(i) Assist the Project Director in collaboration with the national staff in all finance and
administrative services required for the implementation of the Program;
(ii) Liaise with the Ministry of Finance t o make payments for expenditure to be incurre d during
the retroactive financing period – if needed;
(iii) Offer on-the-job and for mal training to prepare MAIL/NVDA staff to take over the fi nancial
management of the project;
(iv) Develop and implement an accounting system;
(v) Provide trai ning to the staff on th e use of th e accountin g system a nd establish and
document the routine accounting procedures to be followed by the staff;
(vi) Ensure that the accounting records are properly maintained in accordance with the defined
accounting procedures and kept current through adequate control and supervision;
(vii) Identify and document properly the roles and responsibilities of the Accounting staff and the
delegation of duties.;
(viii) Develop, document, and implement internal control policies and procedures;
(ix) Train the staff on the internal control policies and procedures;
(x) Carry out periodic reviews of system controls to ensure that they are effective and reliable;
(xi) Develop and produce standard fin ancial repor t formats/templates tha t are con sistent in
form and content with those required by the relevant authorities;
(xii) Assist and/ or prepare periodic financial statements and project progress rep orts for
submission to the authorities;
(xiii) Develop and implement a cash flow management system and procedures;
(xiv) Prepare annual work plans with detailed estimates of work to be completed during the year;
(xv) Monitor the budget per iodically to ensure that actual expenditures ar e in line wit h those
budgeted, prepare and report revisions to the budget when necessary;
(xvi) Ensure that withdrawals are made only to meet expenses eligible for WRDIP;
(xvii) Liaise, assist and provide support to external audits through timely preparation of re quired
documentation and availability of staff.
55. Procurement Specialist (international, 7 person months). The Proc urement Sp ecialist
will:
(i) Provide constant tech nical suppo rt and advice in the fields of pro curement, contract
management and administration;
(ii) Offer on-the-job and formal training to prepare MAIL/ NVDA staff to take over all
procurement activities after a period of 12 months;
(iii) Assist with the prepara tion of a ll t ypes of ten der documents as stipu lated in the ADB
guidelines and handbooks for the procurement of goods, services and civil works;
(iv) Review To R and Technical Specification s fo r their formal and tech nical correctness,
comprehensibility and completeness;
(v) Participate as an observer or in a n oversight role in the evaluation of contracto rs’ pre-
qualification submissio ns, con sultants’ expressions of inter est for short-listing, pro posal /
tender / bid evaluation and preparation of corresponding reports;
(vi) Assist or prepare a detailed annual procurement plan for activities to be implemented in the
year and make adjustments to the plan if needed;
(vii) Review and update – if needed - the procurement plan and arrangements.
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(viii) Monitor all procurement activities a nd prepare monthly and quarterly progress repo rts for
the project focusing on actual pro gress again st schedu le, problems and their causes,
solutions, compliance with and d eviations fr om ADB procurement procedures and the
overall status of project activities;
(ix) Alert all co ncerned parties when the sub-projects encou nter problems deriving from
procurement activities and corrective actions need to be taken;
(x) Analyse the procurement cycles co ncerning timing and step s in the line ministry and other
institutions with the aim to propose improvements and t o identify capacity stre ngthening
needs;
(xi) Keep track of contract implementation to ensur e that it abides by the stipulated sta ndards,
procedures and planned procurement timetable;
(xii) Develop a set of administrative procedures fo r the proje ct which will assist MAIL in
monitoring and addressing cost, schedule, technical design, and procurement timetable;
(xiii) Propose aft er observing and anal yzing for a certain pe riod of time strengths and
weaknesses of the existing procurement procedures in an organized fashion improvements
to the system of procedures for review by MoF (and ARDS);
(xiv) Ensure that reporting requirements stipulated in the governing documents of the project are
followed in a timely fashion and in the desired format(s).
56. Resettlement / Social Safeguards Specialist (internatio nal, 2 person months). The
Social Safeguards Specialist will:
(i) Provide advise and implementation support in social safeguard activities as appropriate;
(ii) advise and assist wit h the base line and m onitoring st udies of ot her disciplines a s
appropriate.
57. Water Management/WUA/OFWM Specialist (internationa l, 11 perso n months). The

Water Management /WUA/OFWM will:
(i) provide advice on exiti ng water management practice s and compatibility of pr oposed
interventions
(ii) provide advice on system requirements for efficient water management
(iii) provide advice on the institutional structures for participatory water management
(iv) provide advice on improved OFWM practices for better water use efficiency
(v) finalize terms of reference and oversee t he implementation of WUA de velopment by the
contractors and advise on the required process and technical issues
(vi) assist with the representation of WUAs in the Water Utility
(vii) prepare terms of reference for OFWM demonstartions
(viii) review OFWM demonstrations and PTD with the WUAs and advise on their mainstreaming
and changes if required.
58. Environment Specialist (international, 2 person months). The Environment Specialist will
(i) review and update as necessary each of the Component Environmenta l Monitoring and
Management Plans (EMMPs);
(ii) advise and assist with the implementation of the EMMPs;
(iii) prepare and implement environment workplans for institution al development and capacity
building of NVDA.
submitted to the client for approval within three months of program start-up:
• Financial Specialist (16 person months)
• Accountant (39 person months)
• Procurement Specialist (17 person months)
• Social Safeguards Specialist (12 person months)
• Environment Specialist (10 person months)
• Gender Specialist (10 person months)
• M&E Specialist (21 person months)
• Field Supervisors (4) (60 person months total)
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• Design Engineer (2) (36 person months total)

• OFWM Specialist (39 person months)
60. Unallocated (international, 6 person months). An unallocated pool of expertise will be

required to provide support to the implementation of the component. CVs and terms of referen ce
will be submitted to the client for approval once requirements are known.
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Appendix E – Terms of Reference for WUA Development Contractor
APPENDIX E – TERMS OF REFERENCE FOR WUA DEVELOPMENT CONTRACTOR
A. BACKGROUND
1. For the su pport to set up and develop WUAs under Component 1 – Northern Basin
Development and Component 2 – Nangahar Valley Develo pment Authority (NVDA) Impro vement,
an organization is needed which has easy access to the communities. The tasks invo lved in WUA
development and sup port include e xtensive fieldwork and discussions with all t he water users. It
also requires in-depth research into the manag ement aspects of irrigation systems. This includ es
technical a spects such as the canal shapes and directio ns, division infrastructu re, drains and
overpasses, as well as social aspects. In particular, the social aspects are complicated, however of
considerable importance. Experien ce in the EC -financed Kunduz River Basin Programme (KRBP)
have shown that organizations tha t are based on an in de pth analysis of social dimension ca n
function well and contribute to harmony in the canal command area. Even in rel atively difficult
areas the WUA established contributes to the dialogue between vari ous parts of the commu nity
and has been able to significantly improve water management.
2. In addition t o support to the internal functioning of the WUA, the WUA also needs to be
supported in represent ation to the broader basin management. Especially in the Northern Basins
and the NVDA, the water available to the cana ls depends o n management of water in the river or
the main canal. There fore the W UA develo pment contractor shou ld support the WUA in
representation to the River (Sub) Basin Council and in cap acity building for negotiation skills and
conflict resolution.
3. The PMO f or MEW and MAIL shall joint ly further detail t he TOR on the basis of specific
requirements that beco me apparent during the implementation of the W RDIP and d ecide whether
one organization shall be contract ed to provide support to both the Northern Basins and NVDA
components, or one for each.
B. ORGANIZATIONAL PROFILE
4. Given the general requirements of the WU A developme nt the successful orga nization
ideally combines skil ls in community mobiliz ation, org anizational development, systematic
investigations, technical aspects of irrigation and (on farm) a gricultural practices. This could be an
NGO, privat e firm specialized in this field, a un iversity or a combinatio n of various organizatio ns
matching the range of skills. Consortia are encouraged, provided that tasks are well agreed and
set out in a Memorandum of Understanding forming an integral part of the project.
5. The organizations sho uld have at least 5 y ear previous experience in establishing
community organizations, preferably in the water sector.
6. The organization will, under the supervision of the PMO/PIO:

1) Perform a rapid assessment of the Canal command areas in technical and socio e conomic
aspects;
2) Perform a rapid analysis that can form a baseline for water management practices and crop
production;
3) Assess the social fabr ic, including its infl uence on the layout of the system and current
management practices;
4) Identify jointly with Water users effective zoning for water management;
5) Propose a WUA formation plan and discuss with the PMO/PIO;
6) Start formation of the WUA;
7) Support the registration of the WUA;
8) In parallel with step 2 a nd 4 Carry out a water management analysis with the Water Users
including discharge measurements;
9) Develop a water management M&E system including:
a. discharge measurements at strategic positions;
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b. crop production baseline and monitoring points at strategic locations in head middle
and tail sections of canals;
c. support the WUA in regular monitoring and evaluation;
10) Indentify infrastructure rehabilitation and upgrading needs and prioritize;
11) Support the WUA together with the PMO/PIO to finalize a works package;
12) Support the WUA together with the TA and RBA/SBA to make tender documents;
13) Train the WUA in works supervision;
14) Support the WUA together with the PMO/PIO and RBA/SBA in supervision;
15) Develop an illustrated O&M guide;
16) Equip the WUA with simple maintenance stockpiles and support stock-keeping;
17) Support the WUA in developing water management and O&M plans;
18) Monitor together with the WUA the O&M plans and adapt;
19) Develop jointly with the WUAs OFWM pro jects u sing the participatory technology
development (PTD) methodology;
20) Support the WUA toget her with the provincial department of MAIL an d the PMO/PIO i n
carrying out and evaluating PTD trials;
21) Support the WUA in representation at River (Sub) Basin Council;
22) Support the WUAs and R(S)BA stakeholder support group in communication, procedures
and conducting meetings and workshops;
23) Organize exposure visits with other WUA development projects.
7. The organization should have minimally the following personnel:
1) An international team leader/project manager with:

a. A minimum of 5 years experience in community based projects, preferably related to
water supply and agricultural production;
b. Proven management skills;
c. Ability to work in multi organizational and multi cultural teams;
d. The tasks include:
i. Giving leadership in setting up the project;
ii. Being responsible for the technical quality of the project;
iii. Verifying and co-develo ping the qu estionnaires and methodology for f ield
assessments;
iv. Representing the organization in m eetings and workshops with basin and
national stakeholders and in contractors meetings;
v. Ensure a proper data base and registration procedures is set up an d
maintained;
vi. Supervising and leading the team.
2) A community development specialist and deputy project manager (National) with:

a. A minimum of 10 years experience in working with and organization of communit y
based organizations, preferably in water supply and agricultural production;
b. Ability to work independently;
c. Some team management experience;
d. The tasks include:
i. Representing the team in absence of the manager;
ii. Leading the social assessments;
iii. Together with the manager designing the WUA formation plan;
iv. Support the WUA an d team in communic ation and conflict resolution
internally and with the R(S)BA and council ;
v. Support registration of the WUAs.
3) Participatory design engineers (National):

a. At least 5 years experience in desig ning community based infrastructure, preferably
for irrigation;
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b. An interest in working closely with the communit y and an op en attitude in
communication with them;
c. Tasks include:
i. Assessment of wate r management system and identifica tion of
improvements;
ii. Jointly with the WUA design ne w infrastructure for su bmission to the
PMO/PIO (through project manager);
iii. Prioritize the infrastructure;
iv. Support the WUA in supervision and quality control of works;
v. Develop an O&M manual for new infrastructu re in coordination with the
PMO/PIO (through project manager);
vi. Support the project manager in contractors meetings;
vii. Set up a discharge measurement system with the WUA;
viii. Train the WUA in discharge measurements and recording;
4) Community organizers/mobilizers (National):

a. At least 5 years experience in co mmunity mobilization, preferably for irrigation,
water supply or agriculture;
b. Tasks include:
i. Explanation of the projects ob jectives and establishing r elations wit h the
community
ii. Assessment of socio economic and water management system;
iii. Identifying j ointly with the community development specia list a sub d ivision
of the canal in logical management units;
iv. Support the WUA to regularly cond uct meeting s and in set ting up systems
for organizational development;
v. Assist in conflict resolution;
vi. Report field processes to the project management;
8. The organization is supposed to e mploy sufficient field staff to efficien tly carry out all the
tasks and h ave a conducive relatio n with the WUAs. The organizatio n will also have to empl oy
specialists in various fields either as consu ltant or backstopping fro m their main base. So me
specific tasks are given below as an example:
1) Set up a system and trials for Participatory Technology Development (PTD);

2) Ensure legal requirements for registration are met;
3) Provide expertise for OFWM and agronomy;
4) Develop sound quality control and supervision procedures;
5) Support the development of a well illustrated and documented O&M guide;
6) Support and develop guidelines for water use planning and water allocation.
Required Person-Months
Person Months Input per Year
1. WUA Development in C1 – NBD
Project Manager 12 12 12 12 12 60
Deputy Manager 12 12 12 12 12 60
Community Development Specialist 36 36 36 12 0 120
Participatory Engineers 36 36 36 12 0 120
Community Mobilizers 132 132 72 72 72 480
Subtotal 228 228 168 120 96 840
2. WUA Development in C2 – NVDAIP

Project anagerM 3 6 0 0 0 9
Deputy Manager/Community 6 12 12 6 0 36
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Development Specialist
Participatory Engineers 0 9 3 0 0 12
Community Mobilizers 0 12 24 12 0 48
Subtotal 9 39 39 18 0 105
Total 237 267 207 138 96 945
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Appendix F – Community Contracting
APPENDIX F - COMMUNITY CONTRACTING
1. For works on rehabilitation and upgrading of the infrastructure in the secondary and tertiary
canals, strong community participation is needed. The relevance of community participation cannot
be overstated since it is the community who will manage the new infrastructure and who will mainly
be in charg e for its maintenance. It is also the community which is in the best position to ident ify
those infra structures th at are need ed to improve water management or protect t he canal a nd
lands. Ownership of th e infrastructure and the entire constr uction project is a very important factor
in taking re sponsibility for its cond ition and status. Communities as the fir st interested partner can
in principle also be st fu lfill the role of superviso r since any deficiencie s in the construction a nd
structures will have an immediate impact on t he community’s possibi lity to improve their
livelihoods.
2. Community contracting will al so ha ve a positiv e impact on peace buil ding. Many conflict s
have been over water often due to commande rs of different parts fighting each other. An inclusive
WUA and intensive discussion on water distribution and technical issues bring people together in a
positive (system improvement) context.
3. In order to ensure that the infrastru cture corresponds to th e needs of the water users, to
engage the water users actively in t he (supervision of ) construction activities and to stimulate th e
water users to be the driver of their development and not the subje ct of develo pment projects,
direct community cont racting facilitated by the organizatio n in charge of water u ser associa tion
(WUA) de velopment (in analogy to National Solidarity Programme (NSP) in th e following text
referred to as facilitating partner) is proposed. However, community contracting involves a number
of concerns on decision making processes, accountability and transparency and strict rules have to
be developed.
4. It is at this moment impossible to give an exact step by step procedure providing all details
for the WUA contractin g. The final guideline s and proced ures will ha ve to be developed by the
facilitating partner, in close cooperati on with the PIO and WUAs. There is considerable experience
in Afghanistan with community contracting. The most comprehensive example is the NSP in which
communities after formation of communit y de velopment councils ca n receive a block gran t for
prioritized development works. T here are m any other projects where community based
development has been promoted, some including contracting by communities through third parties
and through grants. The most close ly related to the object ives of the W RDIP WUA development
component are NGO contracts unde r the EC-financed Kunduz River Basin Programme (KRBP). In
these contr acts a 10, 000 Euro grant can be made available per WUA u pon prioritized
infrastructural development projects. The management of the grant will be through the NGO.
5. Formation of community organizations. The first step towards community contracting is

the formation of a community organization with internal regulations that caters for contracting and
transparent and account able financial procedur es. In the case of irriga tion projects the commu nity
organization should be based on the water users and encompass all wate r users in the area (i.e. a
WUA). This is a completely differe nt const ituency than in most other community based proje cts
where villages or nei ghborhoods are the bas ic unit . The advantage of the village based
organizations is that th e members are sharin g many faci lities toget her and often have already
close relat ionships. Alth ough for neighboring fa rmers from different villages the sa me could be
concluded with respect to water management, the diversity of water u sers in a W UA introduces
additional complications.
6. To register an organization as an official association, certain minimum requirements have

to be met. These include an office with a physical address, a bank account and registered founding
and ordinary members. To meet requirements to serve a s a contracting agency a nu mber of
additional conditions ar e proposed. These include clear internal regulations for accounting , a
financial committee and the requirement to produce an annual budget and conduct an annual audit
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by an independent recognized au ditor. It is recommended that the annual au dit requirement
should be supplemented by a requirement to conduct a project wise audit as well.
7. Training of the community organizations. After the formation of the WUA an intensive
training program is recommended in which a number of topics need to be addressed, most of them
standard for any type of community organization. Specific for contracting are a numb er of trainin g
sessions such as:
Bookkeeping and financial management;
Proposal preparations;
Project management;
Negotiation skills;
Reporting.
8. With respect to technical aspects the communities will also need training in:
Constructio n techniques;
Constructio n materials;
Quantity measurements;
Quality Control.
9. Selection of Subprojects. The WUA will identify which typ e of infrastructure is required
in which location. Initiall y a full wis h-list will be prepared o n the basis of typical structure. If the
WUA has any specific requirements or ideas, whic h are found to be tec hnically feasible, these can
be included. On the basis of th is wish-list the budget required for fully carrying out all works will b e
calculated and a prioritization will be made to stay within the pre-determined limit of 150 US$/Ha in
the Northern Basins. T his value w as taken be cause in tra ditional systems of the Kunduz River
Basin Programme this amount seemed to be sufficient to ad dress most of the required works and
improvements in traditional systems. For the NVDA a higher amount i s proposed of 300 US$/ Ha
since the system is more regular and according to modern design principles. The estimated cost of
each contract should be less than $ 10,000. The limit can be increased to $30,000 if the WUA has
previously implemented a project successfully.
10. Other eligibility criteria to be used for prioritization include:

Minimal impacts on the environment and indigenous people.
Normally, no resettlement should be necessary.
Construction methods should be labor intensive.
The commu nity should indicate its willingness to participate with counterpart funds or in
kind, such as labor and should confirm such to ensure suitability of the facilitie s by
organizing recurrent operation and maintenance (O&M) works, if required.
Projects requiring continuous recurring costs to operate, such as vehicles and generators,
are not eligible unless cost recovery mechanisms are built in.
The scope of work should be simple so that implementati on by the c ommunity (rather
than a contractor) is the most practical solution.
11. Design and tendering. On the basis of the final select ion, engine ers of the facilitat ing
partner will make final design for approval by th e PIO (or PMO). Upon approval final BOQs can b e
made and along with t echnical sp ecifications following th e standards in Afghanistan, the ten der
documents can be prepared by the PIO/PMO.
12. To the extent possib le, construction materials such as cement, steel, stone aggregate, and
sand should be purchased in bulk through shopping p rocedures by inviting at least thr ee
quotations, preferably from local suppliers. Bulk pro curement action shou ld be jud iciously
exercised to avoid pilferage. Labor component of the subprojects can be extended by the members
of the community, pro vided adequate expertise exists, wh o should be reimbursed adequately for
the services rendered. It should be ensured that children are not emplo yed for the subprojects. In
case the facilitating part ner cannot identify adequate skilled labor within the commu nity, the work
can be let o ut by inviting quotations from three local contractors. In exce ptional cases, if suf ficient
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contractors are not available, the contract ca n be awarded on direct-assignment basis, aft er
ascertaining the capabili ty of the proposed contr actor and reasonability of rates. Here also, to t he
extent possible, members of the local community should be employed b y the contractors as lab or.
The contract should be in the loca l language and simple, ad equately addressing the main issue s
such as scope of work, date of start, completion period, payment t erms, progress and qu ality
review, defect-liabi lity period, responsibil ities of the WUA, facilitat ing partner and contractor,
including review, inspection, payment procedures and contract termination.
13. Where a number of works are to be unde rtaken, a multi phase construct ion an d
disbursement procedure can be undertaken. T he construction procedures should b e disentangled
in easily manageable sub components foe each structure. Such a component could for example be
the amount of work easily done within one week or another given time period. Following a multi
component procedure eases the construction manage ment for the contractor as well as the
supervision and payment process.
14. Rules for contracts. Unlike Community direct contracting such as is largely the case for
the NSP, it is proposed that there will be a partnership be tween the facilitat ing partner and the
community. It is un likely that in th e rural area s of the various components com munities ha ve
sufficient financial management skills to guarantee efficiency, transparency and accountability. I t is
also unlikely that skills required fo r proposal writing and contract ma nagement are found at the
level required for proper contracting and overviewi ng. This lack of capa city is exacerbated by t he
multi-villages structure which will introduce added complexity for decision making.
15. To avoid inefficient projects or even misappropriation of f unds, it is r ecommended that a

contracting and disbursement committee within the WUA-facilitat ing organization will be in ch arge
of the con tract management. The implementation and supervision consultant s (ISC) in the
PIO/PMO will play a backstopping role or could be charged with the responsibility over the funds. A
schematic diagram of the flow of funds (gray shaded arrows) and backst opping is given in figure 1
below.
Figure 1: Proposed partnership for funding
Contractor
RBA/PIO
WUA (with support
from ISC)
NGO or firm in
charge of WUA
facilitation
ADB or PIO or
ISC
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16. To avoid lar ge losses d ue to irregu larities or d ifficulties for the commu nities to carry out
projects it is proposed t o use a ste pwise proce dure for the approval of contracts a nd release of
funds. The funds should probably not be awarded directly to the communit y organization, but
through the organizatio n in ch arge of the WU A development. Once a first contract has be en
finalized su ccessfully a subsequen t project co uld be carried out by t he same WUA. If the first
project is re latively time consuming the organization in cha rge for the WUA devel opment mig ht
design a procedure that allows for the release of a subsequent contract on the ba sis of reaching
certain pre-defined milestones.
17. Contract Management. The contra ct management will be jointly do ne by the facilitat ing
partner and the WUA with the condition that gradually more and more respo nsibilities will be
transferred to the WUA. Ideally by the end of the project the WUA has acquired such an advanced
skill level that it can carry out projects through direct financing. Consultants within the PIO/PMO will
provide a role of backstopping specifically where more technical contractual issues are involved.
18. Supervision. Supervision of the works will be done in partnership with the facilitat ing
partner, however a much larger role for the W UA is foreseen from the very beginning. Training for
many of the supervision techniques can easily be done during the beginning of the project, except
for the more technica l issues relate d to reading of drawings, setting o ut and specific dimensions.
The ISC will specif ically support more technica l components and superv ision of specific elements
such as production of gates and verification of levels and dimensions.
19. Payments. Payment requests will be made by the contractor preferably on the basis of
finalizing a sub component. The WUA will ins pect the sub component and recommend it for
payment to the facilitating partner. The facilitat ing partner will check the works quality and quantity
and if found in accordance with the request submit the request to the PIO (or PMO) consultants for
final approval. After final approval from the PIO/PMO, pa yments will be made b y the W UA i n
coordination with the fa cilitating partner. Upon r eaching completion of a structure or a pre def ined
milestone the construction of the next structure(s) will be commenced.
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Appendix G – Financial Management Assessment of the Executing Agency (Ministry of Finance)
APPENDIX G – FINANCIAL MANAGEMENT ASSESSMENT OF THE EXECUTING

AGENCY (MINISTRY OF FINANCE)
1. Introduction
1. ADB intents to finance in form of a grant of US$300 million under the instrument of a MF F
the Water Resources Development Investment Program (W RDIP) in Af ghanistan. The Executi ng
Agency – as for other programs and projects in ot her sectors – is the Ministry of Finance (MoF).
Implementing Agencies are the Ministry of Energy and Water ( MEW) and the Minist ry of
Agriculture, Irrigation and Water (MAIL).
2. The ToR for the Project Preparatory Technical Assistan ce for WRDIP requested for an
assessment of the Financial Management Capa city of MoF. This includ es a review of the interna l
structure and management capacity regarding financ ial management and procurement, availability
of resources including personnel; the scope of budgetary support and other income; availabilit y of
IT equipme nt and software and experience in im plementing externally financed programs,
specifically ADB funded projects. An analysis of the EA, IEs and the planned PMO/PIO, included
accounting, reporting, auditing, internal control systems, IT a nd capacity of personnel, was carried
out.
3. ADB’s Financial Management and Analysis of Projects (the Guidelines 2005) were used as
guidance fo r the assessment. In th e case of MoF a number of meeti ngs at different levels took
place in May 2009. As during t he meetings communication prob lems could not always be
completely overcome, the meetings were follo wed up by sending qu estionnaires translated into
Dari and the responses were re-translated into English. This was a process of several weeks. The
written and translated questionn aires were based on ADB que stionnaires. Additionally t he
information already gathered in writing and during the meetings was re-confirmed by phone. During
the second week of July 2009 MoF was revisited and again a number of meetings took place. T he
results of a previous F MA of MoF undertaken by ADB as a preparat ory step for the Agriculture
Market Infrastructure Pr oject (Proje ct No. 39370) were also taken int o account. Though to be
considered an update, there is har dly any difference in r esults betw een the FMA conducte d in
2008 and the present one. The we bsite from the World Bank on Assessment of Country’s Public
Procurement System was consult ed. As bac kground information a number of oth er documents
were scrutinized and reviewed: Afghanistan - Managin g Public Finances for Develop ment.
Washington D.C. World Bank, 2005; World Bank: 2006 Brief overview of issues and bottlenecks for
the fight ag ainst corrup tion 17 th October Kabul; Public Fina ncial Management, Procurement an d
Combating Corruption Risk Assessment of Country Le vel Systems in Afghanistan August 2007;
Report No. 41041-AF Afghanistan Public Sect or Accounting and Auditing Financial Manage ment
Unit, South Asia Regi on, A Co mparison to International Standards, October 2 007, Financial
Management Unit Sou th Asia Re gion, PEFA; Afghanistan: Managing Public Finances f or
Development (In Five Volumes) Volume II: Improving Public Financial Ma nagement and
Procurement. Decemb er 2005 and Afghanistan: Public Financial Management Performa nce
Assessment June 2008; and from DFID: Evalu ation Report EV696, Ma y 2009, Report on Country
Programme Evaluation Afghanistan, Jon Ben nett (Team Leader), Jane Alexan der, Douglas
Saltmarshe, Rachel Phillipson, Pete r Marsden. The structur e of the FMA follows th e sequence of
topics in the questionnaire.
2. Summary Findings of the FMA for MoF
4. MoF prepares regular and reliable financial st atements and keeps records of financial
transactions and balances. Safeguards for financial assets are in place. MoF prepares and submits
required fin ancial d ocuments for ot her ADB-financed progr ams in a for m acceptable to ADB a nd
satisfies th e minimu m financial management for an EA. MoF has satisfa ctory financial
management capacity – though mostly through experts and advisors funded by donors:
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• to record financial transactions

• prepare and disseminate regular and reliable financial statements
• to compare on a basic level physical and financial program progress
• to safeguard financial assets
• to arrange for audits (internal and external) acceptable to ADB
5. Implementing Agency: MoF is the Executing Agen cy; MEW and MAIL are the
Implementing Agencies. Over the l ast few yea rs MoF has gathered experience with externally
financed pr ograms/projects; includ ing programs/projects funded by ADB. However, e xisting
capacity relies heavily o n experts and advisors wi th yearly contracts funded by do nors. Long term
civil servant s are gain ing expertise and experience and slo wly taking o ver the work of the h ired
experts and advisors. The capacity to take care of additional externally funded projects is available.
6. Fund Flow Arrangements: The budgeting and fund flow system MoF has established for
GoA Ministries is adequ ate; improvements ove r previous years could not, howeve r, eliminate all
delays in the procurement and disbursement process.
7. MoF Staffing: MoF cou nts with a number of well traine d staff; some of them with good to
excellent kn owledge of the English language; h owever, the re is also a large group which lacks
English language skills completely.
8. Accounting Policies and Procedures: Policies and Procedures are based on GoA
standards, which are in alignment with International Accounting Standards (IAS).
9. Internal Audit: MoF has an Internal Audit Departme nt, which by keeping financial
controllers in line ministries also reviews there internal control systems.
10. External Audit: The PMOs and PIOs under th e Implemen ting Agencies MEW an d MAIL
will be aud ited by independent e xternal auditors. Auditi ng will be done in accordance w ith
International Standards on Auditing; this will be stipulated in the FFA and RRP.
11. Reporting and Monitoring: The financial monitoring system (Af ghanistan Financial
Management Information System (AFMIS)) int roduced by MoF for line ministries is not fully
operational yet (it is not introduced in all ministries yet although has been in MEW and MAIL), but
allows to compare expenses against budget.
12. Information Systems: The use of computers and software packages is common.
3. MoF as the Executing Agency
13. The Public Expenditure and Financial Accoun tability (PEFA) Progra m rates Afg hanistan
higher than other low income developing countries.
14. Though to a high degr ee obtained with donor assista nce for operations the technical
expertise of MoF has signific antly improved. The Afghanistan Nation al Development Strate gy
(ANDS) ide ntifies impr oving the performance of financia l management services and capa city
building in this field as one of the key issues and MoF has a Strategic Five Year Pl an (1384 -1389)
to accomplish this. MoF is the lead agency in the GoA fi nancial management system and in this
role is re sponsible fo r budget p reparation, execution and control, financia l r eporting, d ebt
management, cash management and some other functions.
15. Stand-alone software application s have been designed and implemented to support:
treasury functions, payroll, custo ms administration and parts of asset administration a nd
management. Other line ministries are also in vesting in IT to attend to their sp ecific need s in
financial m anagement. The uncoo rdinated implementation of differe nt applications in diffe rent
ministries may well lead later to compatibility problems. At the moment, neither MEW nor MAIL are
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implementing any separate applica tions. MEW how ever, has expressed interest in doing so,
making reference to other ministries, which have already imple mented stand-alone software
packages. Though AFMIS - with additional m odules - ha s the potent ial to ta ke care not only of
budget and budget control, cash transfer, etc. but also debt manage ment, purchasing, revenue ,
assets, et c, other software/systems are also under development. For example, BPEMS, whi ch
stands for Budget Preparation and E xpenditure Monitoring System. What this system can do what
AFMIS cannot is unclear; also if it is compatible with or can be linked to AFMIS is doubtful - hence
the potential for compatability problems between MOF and MEW/MAIl in the future if they go down
this path.
16. MoF is beneficiary of the ADB financed “Fiscal Management and Public Reform Program”.
17. While MoF i s the Execu ting Agency for WRDIP, MEW and MAIL will be the Imple menting
Agencies. The Program Steering Committee (PSC ) to be establishe d to provid e guidance on
policy and program related issue s will be ch aired by MEW and meet quarterl y (or every six
months).
Fund Flow Arrangements

MoF conducts bank an d advance a ccounts reconciliations on a quarterly basis, within four wee ks
after the end of the pre vious month . AFMI S gives MoF the necessary tools to produce monthly,
quarterly and yearly reports; which are also published on the ministry’s website. There is a National
Chart of Accounts acco mpanied by a set of manuals on Budgeting, Treasury, etc. The gr ant
proceeds will be disbur sed in a ccordance with ADB’s Loan Disburse ment Hand book (Janu ary
2007). A first generation imprest account will be opened at a bank acceptable to ADB. The imprest
account will be managed, replenish ed and liquidated in accordance wit h ADB procedures. Details
will be part of the agreement between the Beneficiary and ADB. An initial amount will be deposited
in the imprest account which will n ot exceed six months o f estimated expenditure and not more
than 10% of the respective grant amount of the first tranche – whichever is less. For contra cts
valued at USD 100.000 or less ADB’s statement of expenditure proce dures will b e used. For
consulting services, equ ipment and civil works f ollowing IC B procedure s, direct pa yments will be
made. For contracts following NCB proce dures and small amounts relat ed to PMO/PI O
reimbursement, imprest account procedures will be applied.
Staffing
18. MoF delegates financia l controllers belonging to the MoF Treasury Dep artment to t he line
ministries, including MEW and MAIL. A PMO within MEW a nd MAIL will be set-up to manage and
coordinate program activities; the PMOs will have staff with adequate qualifications and experience
to impleme nt WRDIP. The PMOs will be h eaded by a Program Director a ppointed by the
Implementing Ministries and endorsed by ADB. The PMO will have specialized staff for finance and
procurement. More details can be seen in t he Financial Management Assessment s of MEW and
MAIL.
19. Financial management and implementation of WRDIP lies with MEW a nd MAIL, which will
recruit additional qualif ied staff a t market prices. In o rder to expedite the start-up a nd
implementation of WRDIP GoA might consider advance recruitment.
Accounting Policies and Procedures

20. MEW and MAIL use cash based accounting methods in their regular operations and also
for externally funded projects and programs. The accounting system is based on MoF’s guidelines.
21. The Internat ional Finan cial Management Specialist at the PMO with support from senior
finance staf f working a t field of fice level will assist in t he preparat ion of fin ancial report s,
compilation of supporting documents for expenditure, approval of payments and timely submission
of financial records to MoF.
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22. AFMIS enables MoF to produce monthly reports which are also available on the website of
MoF. A consolidated statement is prepared annually and sent within six months after the end of the
Fiscal Year to the President. Thoug h the syste m is capable of delivering information on budg et
execution, for internal management decisions of WRDIP and to satisfy the needs of ADB the PMO
will need to complement the information produced by AFMIS with more detailed information, which
allows lin king physical progress with expenditu re and monitoring and evaluation repo rts.
Reconciliation of ban k and advance account s is co nducted on a qua rterly basis by MoF. The
Treasury Department of MoF has implemented pr ocedures with advance and susp ense accounts
which are cleared once per year.
23. As practice d and preferred in other donor funded programs and projects the P MOs will
develop a program ac counting an d procurement manual in compliance with ADB and MoF
standard procedures a nd requirements. The manual will be reviewed regularly to ensure that
procedures are up-to date with accounting policy changes issued by MoF and/or A DB. The PMOs
will follow the procedures stipulated in ADB’s Guidelines/Handbooks. The chart of accounts will be
applied by t he PMOs. Program accounts will be consolid ated throug h the Special Disburse ment
Unit of MoF.
24. A clear segregation of duties and r esponsibilities will be implemented in the PMOs. The
Program Director is a uthorized to execute pr ogram tran sactions. The International Financial
Management Specialist will ensure t hat all trans actions are adequately recorded. Payments are
approved by the PD. A second signatory will be appointed to counter sign all financial documents.
Budgeting System
25. The annual budget is formulated by the Government (Ministries) an d approved by th e
National Assembly. Steps and pro cedures are describe d in the Bud get Law an d regulation s
complementing the law. The MoF is the lead ag ency in this process and informs budgetary units
six months ahead through a circular about procedures and deadlines, a s well as about budgetary
ceilings. All budgetary units, in cluding the ministr ies, prepare and submit their budge tary requests
after an internal consult ation and prioritizat ion p rocess; bud get hearings will be organized where
each unit h as to defen d its budge t. After successfully defended a B udget Committee makes
recommendations to th e Govern ment. The Cabinet in co nsultation w ith the Bud get Committee
approves the budget which is then submitted to the Nationa l Assembly. Though steps have be en
taken to int egrate operating with developmen t budget, MAIL and MEW still distinguish wh en
submitting their budgets. A mid –ye ar budget review offers opportunity to submit ch ange requests
in the budget to the Budget Committee.
Other Offices and Implementing Entities

26. The Implementing Ag encies for WRDIP are MEW and MAIL. The Nangarhar Valle y
Development Authority, which belo ngs to MAIL is envisa ged as a h ost for the PIO/Field Offic e
responsible for the implementation of the NVDA Improvement Component.
Internal Audit
27. The MoF h as an Internal Audit Department (I AD), which is staffed with trained auditors.
Capacity strengthening activities for the Internal Audit Department financed by different donors are
ongoing. T he Internal Audit Department conducts not only audits within MoF, but is also
responsible for the auditors which belong to the Treasury Department and are delegated to othe r
line ministries as financial controllers. Manpower of the IAD in MoF is sufficient to conduct audits at
an acceptable standard. Manpower and technical capacity to conduct aud its within other ministries
is limited. A udits are un dertaken on an annual basis. Though formally WRDIP can be included in
the internal audits conducted by MoF and the controllers delegated to MEW and MAIL it is doubtful
that this will happen in practice. All internal auditors report to the Central Audit Office and audits
are based on an audit plan.
External Audit
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28. The Central Audit Offic e has to issue an audit report within 6 months after the end of the
Fiscal Year on the financial statements of the pr evious year. The audit report includ es opinions on
revenues a nd expenditure, provide s certificat ion on the u se of the b udget and recommend s
sanctions. From the fee dback from the questio nnaires fro m all three ministries ( MoF, MEW and
MAIL) it seems that findings and recommendations are rarely shared with those staff who would be
in positions to act on th em; which indicates tha t audits focus on control and not on enhancements
of systems.
29. MEW and MAIL will prepare and maintain through the PMOs separate account s for all
program related transa ctions. Stan dards will b e at a level acceptable t o ADB and in accordan ce
with the stip ulations of t he FFA, the recommen dations of t he financia l manageme nt assessment
and ADB guidelines. The PMOs will consol idate the ac counts for a ll activities and submit them to
MoF and ADB. MEW and MAIL will propose and establish an external audit process which includes
not only fin ances, but also perfor mance. For the external audit an internationally reputed audit
company will be engage d. ToR for the external audit should – among others – inclu de an opinio n
on the appropriate use of the impre st account, and the statement of e xpenditure procedures. T he
external audit should take place within a three month period after the end of the Fiscal Year. MEW
and MAIL are aware of the pote ntial con sequences of a delayed submission of the aud ited
financial statements.
Reporting and Monitoring

30. MEW and MAIL through the PMOs will sub mit quarterly and annual progress reports to
ADB linking physical accomplishments with exp enditure, pointing out problems encountered and
remedial action taken to resolve the problems. The reports will give al so an outlook on activitie s
planned, targets to be reached for the following period and perfo rmance mo nitoring data.
Additionally the reports may include any other relevant information relating t o the Program
requested by ADB or GoA. The rep orts are to b e submitted within one month after the end of t he
period to which they correspond.
31. Within three months after program completion MEW and MAIL will prepare and submit to
ADB a completion report providing a detailed evaluation of the p rogram impl ementation and
achievements, consu ltant’s performance, soci al and econo mic impacts and any other details
requested by ADB. The responsibility for the preparation of reports, fin ancial statements and their
timely submission rests with the Program Director.
32. ADB’s standard reporting requirements are listed in the FMA for MEW and MAIL.
Information Systems
33. The PMOs will prepare the accounts and financial stat ements using a comp uterized
accounting system or any other software which is suita ble for the purpose. Financial statements
will be prepared on a monthly, qu arterly and annual basi s. The system to be e stablished will
enable the PMOs to respond to op erational and program related queries correspo nding to specific
accounts and transactions that occu rred during the reporting period. The system must be capable
of producin g reports fo r both external and inte rnal PMO/ MEW/MAIL u se. The cap acity of using
such a system will be strengthened through on-the-job and formal training.
Procurement
34. The PMO will be responsible for the procurement of all goo ds, services and civil works. Al l
procurement activities will be cond ucted in accordance wi th ADB’s Guidelines for Procurement.
ADB will finance civil works, goods and equipment and se rvices as listed in the procurement plan;
this plan ha s to be upd ated at least once per year. Procurement met hods and t hresholds a re
described in the procurement plan. The relevant section s of ADB’s Policy on Anticorruption will be
included in all bidding documents.
Disbursement Arrangements
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35. The grant proceeds will be disbu rsed in accordance with ADB’s L oan Disbursement
Handbook. An imprest account will established at a commercial bank acceptable to ADB. Th e
account will be managed, replenished and liq uidated in accordance with ADB guidelines and
arrangements agreed to by the Be neficiary and ADB. The initial amount to be d eposited in the
imprest account will not exceed six months of estimated expenditure and not more than 10% of the
respective grant amounts, whichever is less. The ADB statement of expenditure procedures will be
used for contracts valu ed at USD 100,000 or less. For co nsulting services, equip ment and civil
works procured through the ICB pro cedure, funds will be disbursed dire ctly by ADB. For contracts
following N CB procedures and expenditure related to PMO rei mbursement, imprest f und
procedures will be used.
Project Financial Assurances

36. MEW and MAIL will ensure within six month of grant effectiveness that appropriate financial
control and accounting systems complying with international accounting standards are in place.
4. General Situation of MoF and additional Information gathered
37. Though a n umber of reforms have been init ialized and are under way, operations of MoF
are still supported by and depending on a large number of international advisors and hired experts
on yearly contracts.
Personnel
38. The Ministry has in the centre alon e approximately 2,370 staffs. In the provinces around
4,900 persons receive salaries from MoF, which brings the total number of staff working for MoF to
nearly 7,200.
39. Many positions which r equire qualified and experienced pe rsonnel are filled with hired staff
paid by donors.
40. Poor salary levels due t o severe fiscal budget constraints do not work as an in centive to
attract highly qualified and motivated professionals.
41. Finance and Administration Departments togethe r count with a total of 641 staff members,
including th e Treasury and Budget Sections. T he position of the Director of Finance is prese ntly
vacant. Mr. H.E. Mustafa Mastoor is the Deputy Director of Finance of the MoF.
Language skills
42. Compared to other Ministries there is a hi gher percentage of staff speaking English at an
acceptable level.
Procurement
43. Though not explicitly p art of the T oR a secon d questionn aire (loose ly based on ADB’s
questionnaire for this pu rpose) was used to a ssess capacities in pro curement; this questionnaire
was also translated into Dari and after having received the response re-translated into English (see
Annex 2).
44. Presently there are two specia lized agencies working in th e GoA hierarchy on the reform
and improvement of the procurement system.
45. The MoF has at the moment 176 staff working in procurement.
46. For internal procurement a commi ttee (norma lly consistin g of representatives from the
Procurement Departme nt, the Fina nce Department and a Technica l Specialist) evaluates and
decides from which supplier to purchase.
Training received (or ongoing and planned for the near future) in Finance and Procurement
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47. For the Internal Audit Department – based on an Internal Audit Manual – several batches of
trainees have completed class room training as well as on-the-job training.
48. In the field of procurement training has been of fered in: Public Procure ment in Ge neral;
Standard Tender Documents, Advertisemen t, Bid opening and Bid Evaluation and t he
Procurement Law in general.
5. Conclusions and Recommendations
49. MoF has financial management capabilitie s to satisfy ADB’s minimu m requirements for an
Executing Agency and records required financia l transactions and balan ces, provides regular an d
reliable fina ncial statements and monitoring reports, safeg uards financial assets a nd submits the
required financial documents in an auditable form and format.
50. MEW/MAIL as the Implementing Agencies h owever, will require staff and consultant
support to ensure timely progra m i mplementation backed-up by a functionin g procurement
mechanism and effective accounting, information, reporting and monitoring systems.
51. The commonly accepted solution for large donor funded projects therefo re is to esta blish a
Project Management Of fice to take care of th e implementation. This is also reco mmended f or
WRDIP The PMO will include Intern ational and National Specialists in Procurement and Finan cial
Management supported by Accountants as well as coun terpart financial staff. In th e case o f staff
seconded or hired by MEW and MAIL to work to gether with the consultants of the PMO, emphasis
should be put on English language skills during the selection.
52. Additionally and in coordination with other donor organizat ions training courses in project
administration in gener al, the usa ge of sprea dsheets, co mputerized accounting systems, and
ADB’s procurement an d financial procedures should be o ffered to the staff assigned to WRDI P
within MoF. Not less tha n 4-6 persons should be invited to participate. The training courses should
take place twice per year, the second time to be considered as refreshment training.
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Annex 1: Financial Management Assessment Questionnaire for the Ministry of

Finance (MoF)
Topic Response Remarks

1. Implementing Agency
1.1 What is the entity’s legal status / State body. Ministry of The Ministry of Energy
registration? Finance (MoF); the MoF is and Water (MEW),
the Executing Agency for together with the Ministry
the Water Resources of Agriculture, Irrigation
Development Program and Livestock (MAIL) are
the Implementing
Agencies for WRDIP
1.2 Has the entity implemented an externally- Yes, only the Department of Implementation is through
financed project in the past (if so, please Infrastructure of MoF, which MEW and MAIL, which
provide details)? is within MoF responsible for until now always
MEW takes care of 11 donor established PMOs/PIOs
financed projects, of which managed by externally
several are funded by ADB contracted consulting
(e.g. Western Basin Water firms to implement
Resources Management externally funded
Program and the Regional programs/projects
Power Transmission
Interconnection Project, both
ongoing).
1.3 What are the statutory reporting MoF is responsible for
requirements for the entity? Budget and Financial
Execution:
The Treasury Department

MoF prepares (through
AFMIS) and disseminates
monthly statements for all
allotments and payments
(made from the ordinary and
the development budget).
The Implementing Agency

(MEW and MAIL) submits
financial statements with
supporting documentation
on expenditure. The
financial statements include
inflow, utilization and
balance against planned
budget.
1.4 Is the governing body for the project Yes, there will be All budget and revenue
independent? PMOs/PIOs under proposals need MoF
MEW/MAIL approval
1.5 Is the organizational structure appropriate Yes The organizational
for the needs of the project? structure – though mostly
filled with highly paid
donor funded experts is
appropriate to handle the
part which corresponds to
MoF.
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2. Funds Flow Arrangements
2.1 Describe (proposed) project funds flow ADB provides a grant/loan to See Appendix in the Main
arrangements, including a chart and GoA of USD 300 million in PPTA Report (Vol I) or
explanation of the flow of funds from ADB, form of a MFF. Standard RRP
government and other financiers. ADB procedures will be
followed. Each
program/project has its
separate account (and
code).
2.2 Are the (proposed) arrangements to transfer Yes, there are well Delays have occurred in
the proceeds of the loan (from the established procedures for the past
government / Finance Ministry) to the entity the “External Development
satisfactory? Budget”.
2.3 What have been the major problems in the There are no major It seems that in the past
past in receipt of funds by the entity? problems for externally “delays” in fund transfers
funded programs/project. have occurred also for
For revenue funded externally funded projects
activities MoF cannot meet
in all cases the
demands/requirements of
governmental institutions.
2.4 In which bank will the Imprest Account be To Be Determined in
opened? accordance with ADB
standards
2.5 Does the (proposed) project implementing Yes It is expected that the
office have experience in the management short-listed consulting
of disbursements from ADB? companies for the PMOs
have experience in ADB
procedures (funds
management,
procurement, monitoring)
2.7 Does the entity have/need a capacity to N/A Grant is in USD
manage foreign exchange risks?
2.8 How are the counterpart funds accessed? N/A, there is no monetary
contribution from GoA
2.9 How are payments made from the N/A
counterpart funds?
2.10 If part of the project is implemented by Yes, it is expected that the Will be part of the ToR for
communities or NGOs, does the PMO/PIO PMOs/PIOs will set-up a the PMOs/PIOs in case
have the necessary reporting and system for tracking and NGO’s and/or
monitoring features built into its systems to reporting on usage of communities will be
track the use of project proceeds by such program/project resources involved in the
agencies? by NGOs and/or implementation of WRDIP
communities
2.11 Are the beneficiaries required to contribute TBD Once determined the
to project costs? If beneficiaries have an PMOs/PIOs will prepare
option to contribute in kind (in the form of guidelines to record and
labor), are proper guidelines formulated to value contributions from
record and value the labor contribution? beneficiaries
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3. Staffing
3.1 What is the (proposed) organizational Please find attached an The PMOs/PIOs – as
structure of the accounting department? organizational chart of MoF, envisaged – will have a
Attach an organization chart. including the structure of the total of four Financial
Budget and Treasury Specialists (1 International
Departments. and National in PMO at
MEW Kabul, and 1
Finance and Accounting for International and National
WRDIP will be managed by in PMO at MAIL,
PMO/PIO staff. Jalalabad), who will be
supported by accountants,
plus assistants and staff
seconded by MEW and
MAIL.
3.2 Identify the (proposed) accounts staff, Job descriptions of the key Refer to the TOR for
including job title, responsibilities, financial staff are included in Consulting Services
educational background and professional the TOR for Consulting appendix, which includes
experience. Attach job descriptions and CVs Services. The program ToR/Job descriptions.
of key accounting staff. director will be assisted by Responsibilities are mostly
International Finance and defined (once in practice
Procurement Specialists, adjustments may be
senior professional staff in necessary).
finance and administration
and support staff.
3.3 Is the project finance and accounting At this stage not yet. Staff MoF own accounting and
function staffed adequately? will be contracted once the finance staff (civil
program starts. Staff servants) have –
seconded from the measured against
Implementing Ministries international standards
need skill enhancement and and against staff funded
training. by donors – lower
standards
3.4 Is the finance and accounts staff adequately Yes, the assumption is that MoFs staff and staff from
qualified and experienced? at least the staff hired for the MEW/MAIL have received
PMO/PIO by the consultant only training in job specific
firm which will be awarded fields. For the same
the contract is adequately position qualifications from
qualified and experienced Civil Servants are on
average one grade lower
than qualifications from
staff funded through
donors.
3.5 Are the project accounts and finance staff Yes, in the case of staff There is a chance that the
trained in ADB procedures? hired for the PMO/PIO it is staff seconded from
expected that during the MEW/MAIL to the
recruiting process emphasis PMO/PIO will have limited
will be put on experience experience from previous
with ADB procedures. ADB projects.
No, in the case of staff

seconded from MEW/MAIL
(Civil Servants)
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3.6 What is the duration of the contract with the Within MoF it differs from Experts hired by a Ministry
finance and accounts staff? post to post; performance of have normally one year
permanent staff is reviewed contracts.
every 6 months. If
underperforming compared
to ToR the post is
advertised.
For the program/project it Experts hired through a

depends on the duration of consulting firm have
the program and fluctuation normally contracts of 1-3
rate in the case of years with an option for
consultants and on internal extension. The contract
policies in case of the length is likely to be 5
seconded MoF/MEW staff. years.
3.7 Indicate key positions not contracted yet, As the WRDIP is in a
and the estimated date of appointment. preparatory stage, none of
the positions have been
contracted yet.
3.10 Does the project have written position The TOR for consulting Lines of supervision and
descriptions that clearly define duties, services has Job limits of authority have to
responsibilities, lines of supervision, and Descriptions for all key staff be determined when the
limits of authority for all of the officers, members, including the ones PMO/PIO is in place,
managers, and staff? for finance and procurement although a program
staff. TORs for positions organization chart has
such as accountants will be been completed
prepared during start-up.
3.11 At what frequency are personnel Cannot be determined at Cannot be determined at
transferred? this stage, neither for this stage. The GoA
PMO/PIO staff, nor for staff system has 8 promotional
seconded from MEW/MAIL. steps (previously 10)
The official answer is: If a
person does his/her job as
per his/her ToR he/she is
maintained long-term in the
same position
3.12 What is training policy for the finance and There is no specific long- Seconded staff from
accounting staff? term training policy, but staff MEW/MAIL will receive
receive on-the-job, official on-the-job-training as well
and overseas training. ADB as formal training in IT,
encourages newly Project Management and
graduated staff in replacing Computerized Accounting
staff paid by UNDP funds
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4. Accounting Policies and Procedures
4.1 Does the entity have an accounting system Yes No, AFMIS has the
that allows for the proper recording of potential, but is not
project financial transactions, including the implemented in all line
allocation of expenditures in accordance ministries and not all
with the respective components, modules are activated and
disbursement categories, and sources of accessible. AFMIS does
funds? Will the project use the entity not meet (all) the
accounting system? program’s accounting and
recording purposes.
The PMO/PIO accounting It is expected however,

system will be based on that the PMO/PIO will
requirements of ADB and have fully computerized,
MoF and meet IAS double entry accounting
system with financial
reporting capability, which
meets ADB’s requirements
4.2 Are controls in place concerning the Yes, each project has its Different control
preparation and approval of transactions, own code in the system mechanisms are in place,
ensuring that all transactions are correctly but it could not be
made and adequately explained? determined how well they
work
4.3 Is the chart of accounts adequate to Yes No, the GoA chart of
properly account for and report on project accounts suits mostly the
activities and disbursement categories? needs of the GoA and
needs adjustments to
provide information for
Management Decisions of
WRDIP. An adequate
chart of accounts has to
be introduced which meets
the reporting and MIS
requirements of all stake
holders
4.4 Are cost allocations to the various funding Yes, responsibility lies with This is not part of a
sources made accurately and in accordance the line ministry monthly routine and
with established agreements? completed only at year’s
end
4.5 Are the General Ledger and subsidiary Yes, this is done by the
ledgers reconciled and in balance? Treasury Department on a
monthly basis
4.6 Are all accounting and supporting Yes Maybe not ‘easy’ access.
documents retained on a permanent basis
in a defined system that allows authorized
users easy access?
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Segregation of Duties
4.7 Are the following functional responsibilities Yes, within MoF and the line There was no documents
performed by different units or persons: (i) ministries the segregation is in English available
authorization to execute a transaction; (ii) at departmental level. supporting the response
recording of the transaction; and (iii) custody
of assets involved in the transaction?
Within the PMO/PIO it

depends if all proposed
finance, administration and
procurement staff is hired.
The ToR for each position
determine which
responsibilities are with the
a) Project Director
b) PMO Finance Specialist
c)Procurement Specialist
d) Accountant(s).
4.8 Are the functions of ordering, receiving, Yes, within the PMO/PIO it
accounting for, and paying for goods and can be set-up in such way
services appropriately segregated? that the functions are with
different persons
4.9 Are bank reconciliations prepared by Yes, within PMO/PIO it can
someone other than those who make or be set-up in such way; as an
approve payments? alternative a system of
double checks can be used.
Budgeting System
4.10 Do budgets include physical and financial Yes, GoA budgets include Sometimes budgets are
targets? physical and financial based on plain needs
targets. (official answer)
4.11 Are budgets prepared for all significant Yes, and the details are
activities in sufficient detail to provide a monitored by the
meaningful tool with which to monitor corresponding authorities
subsequent performance?
4.12 Are actual expenditures compared to the Yes, monthly through AFMIS Though compared monthly
budget with reasonable frequency, and (By default MoF allows a corrective actions are
explanations required for significant 1.3% variation). often not on time
variations from the budget? Justifications/explanations
are required; the extent
depends on the severity of
the case
4.13 Are approvals for variations from the budget Yes, see above, variations Mostly after the fact
required in advance or after the fact? of up to 1.3% are built in;
higher variations require
advance notice (in theory).
One instrument is the mid
year budget review.
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4.14 Who is responsible for preparation and In MoF the Finance and ..
approval of budgets? Accounts Department.
In the Program it will be the

PMO/PIO led by the
Program Director and
Finance Specialist. The
Program Budget will be part
of the Development Budget
(Planning Department),
which has to go through all
approval steps required by
law.
4.15 Are procedures in place to plan project Yes No, PMO/PIO not yet
activities, collect information from the units established
in charge of the different components, and
prepare the budgets?
4.16 Are the project plans and budgets of project Yes ADB developing project
activities realistic, based on valid cost estimates within RRP
assumptions, and developed by based on final PPTA draft
knowledgeable individuals? report
Payments
4.17 Do invoice-processing procedures provide Yes, this falls into the Could only verified on a
for: (i) Copies of purchase orders and responsibility of the Line very small sample basis
receiving reports to be obtained directly Ministry
from issuing departments? (ii) Comparison
of invoice quantities, prices and terms, with
those indicated on the purchase order and
with records of goods actually received? (iii)
Comparison of invoice quantities with those
indicated on the receiving reports? (iv) The Contract’s Office is
Checking the accuracy of calculations? responsible for comparing
invoice quantities, etc.
4.18 Are all invoices stamped PAID, dated, Yes, received invoices are
reviewed and approved, and clearly marked recorded and stamped
for account code assignment?
4.19 Do controls exist for the preparation of the Yes, salaries are paid Change authorization
payroll and are changes to the payroll following a GoA salary process unclear
properly authorized? matrix. Mathematical errors
are corrected
Policies And Procedures
4.20 What is the basis of accounting (e.g., cash, Cash
accrual)?
4.21 What accounting standards are followed? Chart of Accounts approved
by MoF, following IAS
4.22 Does the project have an adequate policies To be prepared, observing As the PMO/PIO has not
and procedures manual to guide activities ADB guidelines and been established yet the
and ensure staff accountability? procedures documentation on financial
procedures, accountability
and procedures in general
has not been developed
yet, so no policy or
procedures for WRDIP are
in place.
4.23 Is the accounting policy and procedure N/A No, see above
manual updated for the project activities?
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4.24 Do procedures exist to ensure that only For MoF: Yes, there are Not well defined; not
authorized persons can alter or establish a procedures, but transparent and/or difficult
new accounting principle, policy or authorization does not to understand for outsiders
procedure to be used by the entity? depend on specific persons
but depends on magnitude
of changes and who
authorizes is decided on a
case by case basis
For the program: Yes,

procedures will be
developed
4.25 Are there written policies and procedures For MoF: Yes, government For MEW also, but not yet
covering all routine financial management procedures are controlled for WRDIP
and related administrative activities? and maintained by line
managers

procedures will be
developed
4.26 Do policies and procedures clearly define For MoF: Government Reference was made to
conflict of interest and related party Guidelines exist, but there is the Procurement law
transactions (real and apparent) and provide no “explicit” policy for (2005)
safeguards to protect the organization from “conflicts of interest”.
them?
procedures will be
developed
4.27 Are manuals distributed to appropriate Yes, Budget Manual, Chart No, not specifically for
personnel? of Accounts WRDIP
Cash and Bank
4.28 Indicate names and positions of authorized MoF: Depending on
signatories in the bank accounts. amounts from Director level
upwards
For WRDIP: PD,

Accountant. Finance
Specialist may substitute PD
during his/her absence
4.29 Does the organization maintain an Yes
adequate, up-to-date cashbook, recording
receipts and payments?
4.30 Do controls exist for the collection, timely Yes
deposit and recording of receipts at each
collection location?
4.31 Are bank and cash reconciled on a monthly Yes Delays in the past have
basis? been mentioned
4.32 Are all unusual items on the bank Yes, this is the task of SDU
reconciliation reviewed and approved by a
responsible official?
4.33 Are all receipts deposited on a timely basis? Yes, normally within 2 days
Safeguard over Assets
4.34 Is there a system of adequate safeguards to Yes, controlled at year’s end Falls into the responsibility
protect assets from fraud, waste and of the Internal Audit
abuse? Department and the
Attorneys Office
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4.35 Are subsidiary records of fixed assets and Yes
stocks kept up to date and reconciled with
control accounts?
4.36 Are there periodic physical inventories of Yes, the “Properties Office” Insufficient
fixed assets and stocks? controls inventories once per
year
4.37 Are assets sufficiently covered by insurance No Historically not known.
policies? Only recently insurance
companies enter the
Afghanistan market
4.38 Are there any other regional offices or Executing Agency is the
executing entities participating in MoF, implementing agencies
implementation? are the MEW (PMO in
Kabul) and MAIL (PMO at
NVDA in Jalalabad). Under
MEW there will be PIOs in
Mazar and Yanqi Qala)
4.39 Has the project established controls and Yes, to which extent has
procedures for flow of funds, financial TBD, as the program has
information, accountability, and audits in not started yet
relation to the other offices or entities?
4.40 Does information among the different N/A; this would fall into the Cannot be determined at
offices/implementing agencies flow in an responsibility of the Planning this stage
accurate and timely fashion? Department of the Line
Ministry
4.41 Are periodic reconciliations performed Yes, will be done. Details
among the different offices/implementing have to be determined.
agencies?
Other
4.42 Has the project advised employees, No Not yet. Once established
beneficiaries and other recipients to whom this should be on the
to report if they suspect fraud, waste or briefing list
misuse of project resources or property?
5. Internal Audit
5.1 Is there an internal audit department in the Yes, General Department of Frequency of spot checks
entity? Investigation, General and investigations could
Department of Control. The not be verified.
later engages also in
administrative and functional
audits
5.2 What are the qualifications and experience Not known. Seems to be
of audit department staff? based on experience and
seniority.
5.3 To whom does the internal auditor report? Director level and up,
depending on severity of the
case
5.4 Will the internal audit department include No The Finance and
the project in its work program? Administration Department
should include foreign
aided projects in the audits
– but due to shortage in
qualified staff not all
projects/programs can be
supervised
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5.5 Are actions taken on the internal audit Not known The findings are not
findings? always made available to
the relevant personnel
6. External Audit
6.1 Is the entity financial statement audited Yes, through the General
regularly by an independent auditor? Who is Attorney Department and
the auditor? Ministers Council
Budgetary provisions should

be made to have the
program accounts audited
once per year by an
international known and
reputed Audit Firm
6.2 Are there any delays in audit of the entity? The Annual Audit should Could not be determined.
When are the audit reports issued? take place within the first The expression used was:
three months of the next “after sometimes” which
fiscal period and in suggests delays in the
accordance with the donor’s issuance of the reports.
requirements
6.3 Is the audit of the entity conducted Yes No
according to the International Standards on
Auditing?
External audits of the
program/project will meet
IAS
6.4 Were there any major accountability issues MoF: No
brought out in the audit report of the past
three years?
6.5 Will the entity auditor audit the project Same auditors: Control Suggestion: Once per year
accounts or will another auditor be Department of the Ministry by an internationally
appointed to audit the project financial known and reputed Audit
statements? Program: TBD Firm
6.6 Are there any recommendations made by No
the auditors in prior audit reports or
management letters that have not yet been
implemented?
6.7 Is the project subject to any kind of audit Yes, Internal Audit from MoF
from an independent governmental entity (or MEW/MAIL, which also
(e.g., the supreme audit institution) in have Internal Audit
addition to the external audit? Departments)
6.8 Has the project prepared acceptable terms ADB suggested format will
of reference for an annual project audit? be followed, but detailed
ToR will be prepared only
after establishment of the
PMO/PIO
7. Reporting and Monitoring
7.1 Are financial statements prepared for the Yes GoA chart of accounts
entity? In accordance with which accounting
standards?
7.2 Are financial statements prepared for the Yes, the PMO/PIO will
implementing unit? prepare its own financial
statements, which will serve
also internal management
decisions
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7.3 What is the frequency of preparation of Monthly, Quarterly, Semi- Could not be determined
financial statements? Are the reports annual, Annual, depending yet. If following the GoA
prepared in a timely fashion so as to useful on contents and context chart of accounts the
to management for decision making? reports will be of little
value as a management
tool.
7.4 Does the reporting system need to be For MoF and MEW/MAIL Reporting to ADB
adapted to report on the project purposes: No standards and formats will
components? require the development of
For MIS/ADB and program a new system
management: Yes
7.5 Does the reporting system have the Yes Cannot be done
capacity to link the financial information with automatically. No MIS
the project's physical progress? If separate which links physical
systems are used to gather and compile progress with expenses is
physical data, what controls are in place to in place.
reduce the risk that the physical data may
not synchronize with the financial data? A simple MIS needs to be
established which allows
synchronization/integration
7.6 Does the project have established financial Not yet PMO/PIO will have to
management reporting responsibilities that determine what kind of
specify what reports are to be prepared, reports are required to
what they are to contain, and how they are satisfy stakeholders and
to be used? support management
decision making
7.7 Are financial management reports used by TBD, depends on the
management? context, quality and contents
of the reports
7.8 Do the financial reports compare actual Yes
expenditures with budgeted and
programmed allocations?
7.9 Are financial reports prepared directly by the AFMIS prepares monthly Manual reporting and
automated accounting system or are they reports for MoF. Not all linking of financial and
prepared by spreadsheets or some other modules of AFMIS are physical progress is not
means? accessible for all line done in a systematic way.
ministries. In many cases
reports (especially those
linking financial progress
with physical progress) are
still prepared manually
(spreadsheet).
8. Information Systems
8.1 Is the financial management system Yes Not fully functional yet in
computerized? all line ministries.
Reporting is still partly
manual or in form of
spreadsheets
8.2 Can the system produce the necessary Yes, in the future Once fully implemented in
project financial reports? all line ministries and all
modules activated and
accessible: yes
8.3 Is the staff adequately trained to maintain No, staff lacks capacity and
the system? training
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8.4 Does the management organization and Yes, to the greatest extent The concept seems to be
processing system safeguard the possible unfamiliar at the ministry
confidentiality, integrity and availability of levels visited and
the data? questioned.
Page 92
Annex 2: Procurement System Review of MoF
(The questionnaire is based on the ADB EA Procurement Capacity Assessment Appendix 2)
Response Remark
How many staffs are working for the The total number of staff wo rking fo r
1 Ministry/Entity? At the Center? In MOF is: 6,7 80 of whi ch 2,363 are
the Provinces? working at Center level
How many different 11 Departments
2 Departments/Units ha s the
Ministry/Entity?
Is the re an organig ram availabl e See attached organizational chart
3 showing th e structu re of the
Ministry?
Is the re a Depa rtment for Yes, the Procu rement Dep artment
Procurement? How is it structured? counts with 11 s taff members at
4
How many staffs are worki ng in Center level.
procurement?
In 2005 a procurement law wa s The law and procedures are available English d ownload do es
introduced, followed by e laborated at the website of Mo F in Dar an d i n not wo rk i n a reliabl e way
5
procedure in 200 7? Do you have English. (Firefox)
copies available on site?
If no, describe how the procurement N/A
6
procedure and staff is guided.
Did the staff handli ng p rocurement Yes, Cha rles Kendall offe red t raining
have exposure or t raining related to in Pr ocurement iss ues over a p eriod
7 procurement? If so, describe! of three yea r (compl eted in 2009 ),
(When, how long, subjects) CDP (UNDP ) over two years (still
ongoing in 1388)
Is the Ministry/Entity Staff aware o r No WB procedures are known
8 familiar with ADB procurement rules
and documents?
How are p rocurement activities In acco rdance with the p rocurement
monitored at the different levels law and p rocurement proce dures a
(central, province and district) Procurement Committee and the
Finance Offi ce mo nitor procurement
9
activities. A dditionally t he Internal
Audit Office, the Mini stries Council
and the Attorney Office ha ve the right
to check.
Once contra cts are awarded, how For contracts finan ced by the
are they tracked ? Is there a Development Budget a Monitorin g
complete list of contracts available? Team is in place. Contract s no rmally
Is the list regularly updated? require payment in 3 instalments. The
10
M16 form is used to monitor
payments.
Yes, the list is up dated whe n ne w
contracts are signed.
Is the tracki ng process The tra cking pro cess i s base d on
computerized? If ye s, w hich Excel sheets and per project/program.
11 software is u sed? If yes, can you
please atta ch a p rint-out of one
page of the list as an example!
What inte rnal ap provals a re This i s stipulated in th e p rocurement
necessary for inviting law and bin ding fo r all mini stries;
quotations/proposals? depending on the amou nt and type of
12 procurement authorization levels start
with the Mini ster, one ste p bel ow i s
the Deputy Minister l evel, followed by
the Procurement Director
Page 93
Are the re th resholds? If yes, what Thresholds are stipulat ed in the Very detail ed (several
are th e thre sholds/authorization Procurement law and Procedures. pages, al so for p rovincial
13
levels? Different on es fo r goo ds, and district levels)
services and civil works?
Are there Standard Bidding Yes, the Procu rement Policy Unit
Documents available fo r Goo ds, (PPU) with su pport from Charles
Services and Civil Works? Kendall ha s develope d Standard
14
documents to be use d in all
ministries. S tandard do cuments for
Services are still under development.
Do internal and/or external auditors Internal Au dits take pla ce every 2 -4
look into compli ance of years. The Council of Ministrie s looks
15
procurement procedures? If so, with once per year into it.
what frequency?
What a spects of the p rocurement All asp ects and ste ps of th e
16
procedures are reviewed? procurements process are reviewed
Are the repo rts of the No, the repo rt go es to th e Mini ster; No copies were provided
17 internal/external audito rs available? audited de partments/units a re not
Copies? informed
If internal an d/or external auditors Audits focus on control not on th e
look into the compli ance of improvement of systems.
procurement pro cedures, wh at
18
follow-up actions h ave be en
initiated on previous year’ s
remarks/observations?
Is th ere a p rocurement r elated Yes, if there are com plaints th e
complaint h andling sy stem in place Procurement De partment a cts;
19 in the a gency/ministry? If yes, ho w depending on the severity of the case
are bidders made aware of it? the Intern al Audit De partment takes
over
Does the mi nistry di sclose the bi d Yes, bi d o pportunities are disclo sed
opportunities? How? through newspapers, radio and TV.
Does the mi nistry p ut the tende r
20
documents a nd co ntract a wards o n The PPU ha s pl ans to o pen/publish
its we bsite? What i s th e we bsite also on a website.
address?
Do you h ave a pro curement plan? Until recently not. 13 88 i s the first
Is it updat ed regula rly? Whi ch year for which Mo F has a
21 software do you use to pre pare and procurement plan.
update the procurement plan? There is no specific software; thi s i s
done using a spreadsheet.
How is prog ress monito red again st Procurement activities can be broken
the procurement plan? down into 6 step s. All 6 step s a re
22
monitored fol lowing the P rocurement
law and Procedures.
If there are d elays, what measures According to the rea son of the d elay
are taken to recover from delays? and the l aw an d the con ditions
23 stipulated in the co ntract any problem
will be resol ved and rem edial a ction
will be taken.
Are the procurem ent a rrangements Yes
efficient; i.e.
a) How did the price obtained a) There is a standard format
compare with prices for the and check list which has to be
same items on the market followed; value is evaluated
24 (value for money)| on previous experience and
b) Goods: What is the duration prices. Steps depend on
of the procurement magnitude of the order,
process? Describe the technical specifications and
steps and time for each procurement method.
step b) Above USD 200,000 ARDS
Page 94
c) Con sultants/Services: What from the Ministry of Economy
is the average duration for has to give approval. If based
hiring services? on NCB it take one month. If
Specifically: How much ICB is the method it can take
time does the selection up to 1 year.
process take? Who is c) The Procurement Department
involved in the selection has no experience in
process? Is the quality of procurement of services.
the service provided
measured? Yes, the q uality of the se rvice
provided i s measured; in the worst
If there were discrepancies between case the P rocurement Department
expected qu ality/output detecte d, can reject and the case is audited
were causes for the discrepancies
analyzed?
Is there a sepa ration of duties Yes
between variou s functio ns?
Indenting/receiving
Procuring/releasing funds
Is there a process flow ch art No

25 available documentin g
procurement, r eceipt o f
goods/services an d pay ments? If
yes, please attac h a c opy to the
filled out q uestionnaire! The chart
should also s how s egregation and
delegation of duties!
Is there a m echanism in place to Yes
take fee dback fr om pr ocurement
26 staff and oth er official s o n how to
reduce delays and im prove the
process in place?
Has your m inistry ever received No
funds from ADB?
27 If yes, for what purposes? No ADB manuals are available
Do you h ave any ADB manual s
available?
On ave rage how often are you/i s Promotion i s base d on capacity and An exa mple was
your staff promoted and relocated? performance. A cycle is normally for 3 mentioned: Two years ago
years. 41 staff members received
28 training i n pro curement
issues in Malaysia – only
7 are still worki ng for the
MoF
In you opi nion: How can th e Not at this stage
procurement p rocess be
improved/streamlined? Are there
29
steps in the pro cess which can be
left out? Are there ste ps which
should be included?
In whi ch field (s) of p rocurement d o Most im portant are HR issu es Hired profe ssionals
you thin k yo u or your st aff need (qualifications, training, sal ary levels). resolve mo st of the
support? What kind of support? In the field of pro curement of services problems rega rding
a) H ardware there i s lack of experie nce; therefo re capacity
b) Software support is still needed
30
c) What kind of software
d) IT training
e) Training on procurement
specific issues?
f) Are there to your
Page 95
knowledge any training
facilities offering the kind of
training you propose?
Where?
Are there - to your knowledge - any Reference w as mad e to IRCS C; the The staff int erviewed did
changes planned i n the existing la w and p rocedures a re n ot not kn ow about ch anges
31
procurement law/procedu res in th e fully implemented yet. planned.
near future?
Include any other Salary level too low. The Procurement
important/noteworthy finding s / Section nee ds to be strengthened;
32
comments no t c onsidered in th e more IT hardware is necessary
questions above!
Page 96
Annex 3: Ministry of Finance Organization Chart (1387)
Minster of
Finance
Out of Grade 1
Advisory Board
Grade Number Title
2 1 Legal Advisor to the Minister
Internal Audit DG
3 1 Legal Advisor to the DM Admin
116 3 1 Legal Advisor to the DM Finance
3 1 Legal Advisor to DM Custom/Revenue
3 1 Administrative Advisor to Mostofiat

Compliance, Fraud
Internal Audit Dir Internal Audit Dir for Revenue 3 1 Financial and Accounting Affairs Advisor
Investigation & Internal
& Assets Chief of Staff
Audit System Dir for Treasury &
Gr2 Gr2 Gr2 63
Audit SD for Fraud Audit SD for Audit SD for Audit SD for Audit SD for Tax Audit SD for Policy Coordination & Correspondence
Mobilization SD Media SD Fiscal Policy Unit Procurement Policy Unit
Operations Evaluation SD Budget Mostofiat Customs & Fee Assets SD
Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 8 30
Audit SD for Audit SD for

Systems Treasury
Gr3 Gr3
DM Revenue &
DM Finance DM Admin Custom
Over Gr 1 Over Gr 1 Over Gr 1
Secretary RIMU Executive

Mostofiats Secretary
Secretary
Gr4 1 8 Assistant EMP 1949 Gr4 1
Gr4 1 Gr4 1 Agir 633
one position is transferred from
Kabul mostofiat to Kabul
revenue SD
Insurance State-owned
Treasury DG Budget DG HRM Dir Admin & Finance DG Property Dir Revenue DG Custom DG
Directorate Enterprise Dir
465 54 62 131 18 13 55 492 170
Employee Professional & Policy &

IT Directorate Technical SD
Insurance SD Mobilization SD
Aid Mobilization & Budget NDS & Budget Policy Relation SD Policy & Legal Large Tax Kabul Custom Planning & Custom's Professional
Finance Dev Dire Accounting SD Payment Dir Planning Dir
Mgt Dir Executive Dir Dir Gr3 Gr2 Gr3 Gr3 Gr3 Service Dir Payers Dir Revenue Dire Reform Dir Dir
Gr2 Gr2 Gr2 Gr2 Gr2 Gr2 Gr2 Gr2 Gr2 Gr2 Gr2 Gr2
Training & Financial
Sectorial Strategy Network SD Taxpayers
Banking Development & Foreign Aid Security Pillar Development Monitoring SD Revenue Analysis & Public Awareness Kabul Province Assessment & Laboratories
AFMIS SD implementation & enforcement &
Affairs SD Payment SD Mobilization & Mgt SD SD Development SD Gr3 Gr3 Gr3 Forecast SD SD Collection Revenue SD Studies SD Morning SD
Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3
Performance Appraisal Hardware & Privatization
& Record Keeping Software SD SD
Budget & Ministries Confirmed Salary Aid Policy Analysis & Socio-economic Budget Reform Tax Management Revenue Policy & Tax Collection & Medium Tax Payers Tariff &
Legislation SD
Pledges SD Coordination SD Planning SD Reporting Development SD Mobilization & Policy SD Gr3 Gr3 System Strategy SD Implementation SD SD (Kabul) Quotation SD
Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3
Finance Recruitment SD IT Executive SD
Central Current Payment sound Grants Assessment and Tax Payers Provincial Liaison Custom Planning &
Planning & Debt Transit SD
Accounting SD SD Governance SD Gr3 Management Compliance to Law SD professional Affairs SD Reform SD
SD
Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3
Organization Account/Finance
Legislation & Development SD Directorate Revenue Legal ruling & Tax Payers Communication
Reporting SD ASYCUDA SD
Training Gr3 Gr2 Coordination SD Interpretation SD Assessment SD
Gr3 Gr3 Gr3 Gr3 Gr3 Gr3 Gr3
Budget SD
Title EMP Agir Position/Grad Color Abbreviations Program Evaluation Tax Payers Accounting Custom &
& Tax risk SD & Service SD
Ministry 14 Ministry DM Deputy Minister Gr3 Immune SD
29 Grievance SD
Chief of Staff 63 Deputy Minister DG Director Gerneral Gr3 Gr3 Gr3
Internal Audit 116 11 Grade 1 Dir Director Gr3
Account SD
Finance DM Grade 2 SD Section Director Revenue Tax Payers
Treasury General Dir 465 60 Grade 3 RIMU Reform Implementation Management Unit Gr3 Procedures SD Identification SD
Correspondence SD
Budget General Dir 54 6 Grade 4 EMP Employee Gr3 Gr3 Custom Monitoring & Mobile Team
Admin DM Grade 5 Gr Grade Procurement & Gr3 Violation Prevention SD Monitoring SD
HRM Directorate 62 13 Grade 6 Gen General Service Dir Organization Gr3 Gr3
Admin & Finance GD 131 165 Grade 7 and 8 Mgt Management Gr2 Development SD
Property Directorate 18 6 Units out of Tashkeel Gr3
Insurance Directorate 13 1 Provincial Positions Span of Control Lines Provincial
Service SD
Sate-owned Enterprise Dir 55 7 Proposed for next Year Customs
‫تاﮎرمگ و دﯼاوع تﯼنﯼعم‬ Gr3 Emp 1264
Lines Connecting Minister with its DM
Revenue General Dir 492 67 Agirs 215
6100
Mostofiats 1949 633 Lines connecting General Directorate with
Directorates
Procurement SD
Custom General Dir 170 21
Provincial Customs 1264 215 Lines Connecting Directorates with Section Gr3
Total 4866 1234 Directorates
Page 97
Appendix H – Financial Management Assessment of the Implementing Agencies (MEW & MAIL)
APPENDIX H – FINANCIAL MANAGEMENT OF THE IMPLEMENTING AGENCIES

(MINISTRIES OF ENERGY AND WATER (MEW) AND AGRICULTURE, IRRIGATION
AND LIVESTOCK (MAIL))
1. Introduction
1. ADB intents to finance in form of a grant of US$ 300 millio n under the instrument of a MF F
the Water R esources Development Investment Program (W RDIP) in Afghanistan. The Executing
Agency – as for other programs and projects in other sect ors – is t he Ministry of Finance (MoF).
Agriculture, Irrigation and Water (MAIL).
assessment of the Financial Management Capa city of MEW and MAIL. This includes review of the
internal stru cture regard ing finan cial manageme nt and procurement. Availability of r esources; I T
equipment and softwa re and experience in impl ementing externally financed programme,
specifically ADB funded projects.
3. ADB’s Financial Management and Analysis of Projects (the Guidelines, 2005) were used as
guidance for the assessment. In the case of MEW and MAIL a series of meetings at different levels
took place (Vice-Minister Finance, DG Finance, DG Procuremen t, Several Advisors and
Consultants in Capacity Strengthening). As in some meetings the assistance of a translator was
required, the interviews were followed up by sending a Dari-version of the questionnaire ADB uses
for financia l manageme nt assessment purpose s. Additiona lly a questionnaire based on ADB’s
checklist for EA Procurement Capa city Assessm ent was translated an d sent. Once returned t he
questionnaires were re-translated int o English. Some of the i nformation gathered ve rbally and in
writing still had to be re-confirmed through phone calls. I n the case of MAIL the results of a
previous FMA of MoF and MAIL undertaken by ADB as a preparato ry step for t he Agricultu re
Market Infrastructure Pr oject (Proje ct No. 3937 0) were also consu lted. No previous FMA was
available for MEW. As MEW and MAIL are the IAs the F MAs are co nsolidated in one docu ment.
This is a lso because th e response s from MEW and MAI L for many topics were similar. Where
discrepancies in the r esponses justify being highlighted MEW and MAIL answers are treated
separately. The structure of the FMA follows the sequence of topics in the questionnaire.
2. Summary Findings of the FMA for MEW and MAIL
4. Implementing Agencies: MoF is the Executing Agency; MEW and MAIL are the
Implementing Agencies. Over the l ast few yea rs MoF has gathered e xperience with externally
financed programs/projects; includ ing programs/projects funded by ADB. Ho wever, e xisting
capacity relies heavily o n experts a nd advisors wi th yearly contracts funded by do nors. Long term
civil servants are gainin g expertise and experience and slo wly taking over the work of the h ired
experts and advisors. The capacity to take care of additional externally funded projects is available
in MoF.
5. Over the last few ye ars MEW has gathered experience with the implemen tation of
externally financed pro grams/projects; in cluding programs/projects fu nded by ADB, both, in the
Water and Energy Sector.
6. The same applies to MAIL, which has also some experience with the impleme ntation of
ADB funded projects.
7. However, resources and capacity to implement new programs and proje cts are limited and
the commo nly proposed, used an d accepted solution for resolving this problem consists in t he
establishment of PMOs/PIOs. In the case o f WRDIP there will be twp PMOs – on e under MEW in
Kabul and one under MAIL at NVDA in Jalalabad. Under the MEW PMO there will be PIOs in
Page 98
Mazar and Yanqi Qala. The offices will be staffed with seconded personnel from MEW/MAIL and
hired external specialists.
8. Fund Flow Arrangements: The f und flow system MoF establishe d for MEW and MAI L
(and other Ministries) – though improved compared to t he experien ce in previo us years – still
causes delays in procurement and disbursements.
9. MEW and MAIL Staffing: Even key staff members and staff at h igher hierarchical levels
lack English knowledge and computer skills. Sta ff at operational level have no knowledge of the
overall financial management and procurement proc ess and are familiar only with th e segment(s)
they are working in. Only a li mited number of s taff me mbers have e xperience and knowledge of
ADB policies and procedures.
10. Accounting Policies and Procedures: Policies and Pro cedures are based on GoA
standards, which are in alignment with International Accounting Standards (IAS).
11. Internal Audit: MoF has an Int ernal Audit Department, which by keeping financial
controllers in line ministries also reviews there internal control systems. Both, MEW and MAIL have
their own Internal Control Offices.
12. External Audit: The PMO and field offices un der the Impl ementing Agencies MEW an d
MAIL will be audited by independent external auditors. Auditing will b e done in accordance with
International Standards on Auditing; this will be stipulate d in the FFA and RRP. Budgetary
provisions will be made for this purpose.
13. Reporting and Monitoring: The financial monitoring system (Af ghanistan Financial
Management Information System (AFMIS)) int roduced by MoF for li ne ministries is not fully
operational yet and i mplementation is behind schedule, but allows to compare e xpenses against
budget. It is not introd uced in all ministries yet although has been in MEW and MAIL. Not all
modules are activated. The modules Purchasing, Assets and Revenue are not activated or not fully
activated. At the mome nt AFMIS is just for Bu dget and Budget Control, Debt management an d
Cash Transfers from MoF). Bo th MEW a nd MAIL c omply with reporting and monitoring
requirements of MoF; h owever, the financial monitoring syst em needs t o be strengthened to meet
ADB standards and requirements from other donors.
14. Information Systems: The use of computers and software packages is common in bot h
ministries.
3. MEW and MAIL as the Implementing Agencies
15. Though to a high degree obtained with donor assistan ce for operations the technical
expertise of both mini stries has improved o ver the las t years. T he Afghanistan National
Development Strategy (ANDS) id entifies impr oving the performance of financial manage ment
services and capacity building in this field as one of the key issues.
16. While MoF i s the Execu ting Agency for WRDIP, MEW and MAIL will be the Implementing
Agencies. It is envisaged that MEW will take the lead in this collaborati on. The Pro gram Steering
Committee (PSC) to be established to provide guidance on policy and p rogram related issues will
be chaired by MEW and meet quarterly.
17. MEW and MAIL have joined r esponsibilities in the water sect or, of which Water
Management, Water Re source Development, Flood Control and River Bank Protection fall und er
the responsibility of MEW.
18. Both ministries were and are responsible for the imple mentation of other ADB-funde d
projects. In particular, MEW has experience with project s in the Energy and Water Sectors: e .g.
Page 99
Regional Power Transmission Int erconnection Project; Power Transmission a nd Distribut ion
Project; Western Basin Water Resources Management Proj ect; Balk River Basin In tegrated Water
Resources Management Project. MAIL has less experience.
19. Though a number of reforms have b een initialized during the last years and are under way,
operations of both MEW and MAI L are still supported by and depending on a large number of
international advisors. The implementation of externally funded p rojects or programs relies
normally on PMOs/PIOs specifically established for this purpose.

20. MoF conducts bank and advance accounts reco nciliations on a quarterly basis, within four
weeks after the end of the previous month. AFMIS gi ves MoF the necessary t ools to pro duce
monthly, quarterly and yearly reports; which are also published on the ministry’s w ebsite. There is
a National Chart of Accounts accompanied by a set of manuals on Budgeting, Treasury, etc.
21. The grant proceeds f or WRDIP will be di sbursed in accordan ce with ADB’s Loan
Disbursement Handbook (January 2007). A first generatio n imprest a ccount will be opened at a
bank acceptable to ADB. The impre st account will be man aged, replenished and liquidated by the
PMOs in accordance with ADB pro cedures. Details will be part of the agreement between th e
Beneficiary and ADB.
22. An initial amount will be deposited in the imprest account which will not exceed six months
of estimated expenditure and not more than 10% of the respective grant amount of the first tranche
– whichever is less.
Staffing
ministries, including MEW and MAIL.
24. MEW has in the centre 1,135 staffs. In the provinces around 1,198 persons receive salaries
from MEW, which brings the total number of staff working for MEW to 2,333.
25. Communication with persons even in those key positions, which require frequent or regular
contact with representat ives from donor organizations or with interna tional spe cialists, is oft en
possible through a translator only.
26. Though there is no scarcity of comp uter hardware, the kno wledge on t he use of commo n
software packages is limited. A few specialists ( engineers) are proficient with the software required
in their field of work.
27. As in other Govern ment Agencies u ncompetitive salary levels due to severe fiscal budget
constraints do not attract highly qualified and motivated professionals.
28. Basically all offices are cramped with people and furnitu re. Establishment of additional
PMOs will result in serious space problems, which mi ght lead to an unpleasant working
atmosphere in the futur e. Sanitary installat ions are also n ot up to sta ndard. Not all office s a re
equipped with ACs.
29. Operations of MEW are still depend ing heavily on a large number of international a dvisors
and consultants.
30. MAIL has in the centre alone approximately 2 ,480 staffs. In the provinces aroun d 5,900
persons re ceive salarie s from MAIL, which brings the to tal number of staff working for MAIL t o
8,400. The age structure of the staff is disadva ntageous as a large group of staff a re approaching
retirement and showing unwillingne ss to adapt to new policies and pr ocedures. T hese are o nly
Page 100
slowly being substitute d with recent graduates who on the other hand still lack pract ical
experience.
31. Positions which require qualified and experienced personnel are filled with temporarily hired
staff paid by donors.
32. As in MEW poor salary levels due to severe fiscal budget constraints do not work as an
incentive to attract highly qualified and motivated professionals.
33. The Building where the Departments of Finance and Procurement of MAIL are located is in
the Finance Sections on the lower floor and divided into extremely s mall and dark cubicles, which
do not meet international standards.
34. Financial m anagement and implementing resp onsibilities f or WRDIP l ie with MEW and
MAIL, which will recruit additional qualified staff at market prices.
35. A PMO in Kabul will be set-up to manage and coordinate program activities under MEW ;
the PMO wi ll have staff with adequate qualifica tions and experience to implemen t WRDIP. T he
PMO will b e headed b y a Program Director appointed b y the MEW and endorsed by ADB. The
PMO will have specialized staff for finance and procurement. The PMO will have specialized staff
for finance and procurement including international and national finance and procurement
specialists and an accountant. Accountants will also be located at the two PIOs.
36. Likewise, a PMO at NVDA in Jalalabad will be set-up to manage and coordinate program
activities u nder MAIL; the PMO wil l have staff with adequ ate qualif ications and e xperience t o
implement WRDIP. Th e PMO will be headed by a Program Director appointed b y the MAIL and
endorsed b y ADB. The PMO will have specia lized st aff f or finance and procure ment includi ng
international and national finance and procurement specialists and an accountant.

38. The Interna tional Finan cial Manag ement S pecialists a t t he PMOs with suppor t fro m
accountants working at field office level will assist in the preparation of fina ncial report s,
compilation of supporting documents for expenditure, approval of payments and t imely submission
of financial records to MoF.
39. AFMIS enables MoF to produce monthly reports which are also available on the website of
MoF. A consolidated statement is prepared annually and sent within six months after the end of the
Fiscal Year to the President. Though the system is capable of delivering information on budget
execution, for internal managemen t decisions of WRDIP and to satisfy the need s of ADB the
PMOs will need to complement the information produced by AFMIS with more detailed information,
which allows linking ph ysical progress with expenditure and monitoring and eval uation reports.
Reconciliation of bank and advance account s is cond ucted on a qu arterly basis by MoF. The
Treasury Department of MoF has implemented procedures with advance and susp ense accounts
which are cleared once per year.
40. As practice d and preferred in other donor funded programs and projects the P MOs will
procedures are up-to date with accounting policy changes issued by MoF and/or ADB. The PMOs
applied by t he PMOs. Program accounts will be c onsolidated throug h the Special Disburse ment
Unit of MoF.
Page 101
41. A clear segregation of duties and r esponsibilities will be implemented in the PMOs. The
Program Director is a uthorized to execute p rogram tran sactions. The International Financial
Management Specialist will ensure that all trans actions are adequately recorded. Payments are
approved by the PD. A second signatory will be appointed to counter sign all financial documents.
Budgeting System
42. The annual budget is formulated by the Government (Ministries) an d approved by the
National Assembly. Steps and pro cedures are described in the Bud get Law an d regulation s
complementing the law. The MoF is the lead ag ency in this process and informs budgetary units
six months ahead through a circular about procedures and deadlines, a s well as about budgetary
ceilings. All budgetary units, includin g the ministr ies, prepare and submit their budge tary requests
after an internal consult ation and prioritizat ion process; bud get hearings will be organized where
each unit h as to defen d its budge t. After successfully defended a Budget Committee makes
recommendations to th e Govern ment. The Cabinet in co nsultation w ith the Budget Committee
approves the budget w hich is then submitted to the Nationa l Assembly. Though steps have be en
taken to int egrate operating with developmen t budget, MAIL and MEW still distinguish wh en
submitting their budgets. A mid –ye ar budget review offers opportunity to submit change requests
in the budget to the Budget Committee.
43. MEW (and MAIL) still d ivide their b udgets into two parts: t he “Commo n” or “Operational”
Budget and the “Development” Budget.
MEW Operational Budget

44. The Operational Budget of MEW is further divided into three major p arts “Wages and
Salaries (Code 21)”, “Use of Goods and Servi ces, Travel (Code 22)” and “Acquisition of Assets,
Buildings and Structures (Code 25)”, which are further subdivided.
45. The Common or Operational Budg et stems fro m taxes/income, but National Inco me doe s
not meet all the needs of all organs of the GoA.
46. The Development Section is funded by donors.
MEW Development Budget

47. Previously the Development Budget in MEW was under th e Planning Department, but is
now under Finance.
48. The Develo pment Bud get is divided into two components; a “Core” budget and an
“External” budget.
49. Projects to be financed by the Core Development Budget are implemented by Ministry staff;
the other part is taken care of by Implementing Partners.
50. The Extern al Budget is not under control of MEW. Thes e are projects implemented by
NGOs and donors directly. MEW is informed about the projects and receives financial and physical
progress reports.
51. At the moment there are 27 p rojects in t he water sector in different st ages of
implementation.
52. Payments are made de pending on progress of implementation, which is monitored and
evaluated.
MAIL Operational Budget

53. Though MoF informs b efore the actual budgeting process about budgetary constraints and
limits, experience over the last years has shown that the budget submitted by MAIL for “Servic es”
and “Assets and Acquisitions” is normally reduced by MoF by 35%.
Page 102
54. As a rule of thumb 70% of the operational budg et goes into Salaries and Allowances and
the remaining 30% ar e split up between Services and Assets an d Acquisitio ns. Budget ary
shortages f or Salaries (Code 21) a re plugged by re-directing monies from the two other budget
lines.
55. Payments for major commit ments and supply contracts are often made with delays or paid
from next year’s budget , which perpetuates and aggravates the budgetary problems. Any delay i n
budget approval and allotment causes major problems for MAIL, as MAIL has to attend to seasonal
requirements which depend on the annual agricultural cycle.
MAIL Development Budget

56. The Develo pment Bud get is divided into two components; a “Core” budget and an
“External” budget. The Planning Department of the Ministry collect s over the first thr ee quarters of
the Fiscal Y ear project proposals and screens them applyi ng technical criteria. MAIL selects a nd
prioritizes the projects to be submitted to MoF and the Ministry of Economy checking them against
national pri orities and budget availability. An inter-ministerial committee prepares the final list of
projects an d their resp ective cost s. Once agreed upon t he projects by the ministries, th ey are
submitted t o the Parliament for review, di scussion and approval. Queries and requests for
additional information are directed t o MoF and MA IL. Projects approved by the Parliament are
presented to the Cabinet for final approval. MoF officially informs MAIL and allotme nts (Form B27)
for each project have to be requested, follow ed later – when imple mentation is under way and
progress is reported – by payment requests (Form m16) directed to MoF.
57. Part of the projects to be financed by the Core Development Budget are implemented by
Ministry staff; the other part is taken care of by Implementing Partners. In both case s the Planning
Department requests the funds for the approved projects from MoF. MAIL keeps track of
expenditure, collect s receipts and writes the required reports. MAIL and all projects have a so-
called focal point in MoF where the documentation on expe nditure is re viewed and processed. As
an additional control review mechanism MoF also places auditors in the other Ministries, who
review and check before documents are actually send to MoF.
58. The External Budget is not under the control of MAIL. These are projects implemented by
NGOs and donors directly. MAIL is informed about the projects and receives financial and physical
progress re ports. New projects financed by t he External Budget ar e reviewed by an intr a-
ministerial committee and only after a no-objection from MAIL the donor organization sta rts
disbursing funds.

59. The Implementing Agencies for WRDIP are the MEW and the MAIL. The Nangarhar Valley
Development Authority (NVDA), which belongs to MAIL, is e nvisaged as a host for the MAIL PMO
responsible for the implementation of the NVDA Improvement Component.
Internal Auditing
60. MEW has its own Internal Auditing Department. Auditing of GoA expenditure falls under the
responsibility of the Aud it and Control Office an d happens normally in the first quar ter of the next
fiscal year. MoF has a financial co ntroller sittin g in other ministries and impleme nting agencies
belonging to GoA, who is constantly checking a nd reviewing account r ecords and their suppor ting
documents.
61. MAIL also counts with an Internal Audit Department.
62. The MoF h as an Internal Audit Department (I AD), which is staffed with trained auditors.
Capacity strengthening activities for the Internal Audit Department financed by different donors are
ongoing. The Internal Audit Department conducts not only audits within MoF, but is also
responsible for the audit ors which belong to the Treasury Department and are dele gated to oth er
Page 103
line ministries as financial controllers. Manpower of the IAD in MoF is sufficient to conduct audits at
an acceptable standard. Manpower and technical capacity to conduct aud its within other ministries
is limited. A udits are un dertaken on an annual basis. Though formally WRDIP can be included in
the internal audits conducted by MoF and the controllers delegated to MEW and MAIL it is doubtful
that this will happen in practice. All internal auditors report to the Central Audit Office and audits
are base on an audit plan.
External Audit
Fiscal Year on the financial statements of the prev ious year. The audit report includ es opinions on
revenues a nd expendit ure, provide s certificat ion on the u se of the b udget and recommends
MAIL) it seems that findings and recommendations are rarely shared with those staff that would be
of systems.
64. MEW and MAIL will prepare and maintain through the PMO separate account s for al l
program rel ated transa ctions. Stan dards will b e at a level acceptable t o ADB and in accordan ce
with the stip ulations of t he FFA, the recommen dations of t he financial manageme nt assessment
and ADB guidelines. T he PMO will consolidate the a ccounts for all act ivities and submit them to
MEW from where they will be revi ewed and forwarded to MoF and ADB. MEW and MAIL will
propose an d establish an external audit process which include s n ot only fina nces, but a lso
performance. For the external audit an inter nationally reputed audit company will be engaged. ToR
for the exter nal audit sh ould – amo ng others – includ e an opinion on t he appropriate use of t he
imprest account, the st atement of expenditure procedures. The external audit sh ould take place
within a thr ee month period after t he end of t he Fisca l Y ear. MEW and MAIL are aware of the
potential consequences of a delayed submission of the audited financial statements.

65. MEW throu gh the PMO will submit quarterly and annual progress reports to ADB linking
physical accomplishments with expenditure, poi nting out problems encountered and remedi al
action taken to resolve the problems. The reports will give also an outlook on activities planne d,
targets to b e reached f or the follo wing period and perfor mance monitoring data. Additionally the
reports may include any other relevant informat ion relating to the Program request ed by ADB or
GoA. The reports are t o be submit ted within o ne month after the end of which t o which they
correspond.
66. After three months of program completion MEW will prepare an d submit t o ADB a
completion report providing a detailed evaluation of the program imple mentation and
achievements, consult ant’s performance, soci al and economic impacts and any o ther details
requested by ADB. The responsibility for the preparation of reports, fin ancial statements and their
timely submission rests with the Program Director.
67. As standard ADB requires the following reports:
Report Frequency Basis Duration Due date

Expenditure 2/year Year Lifespan of the Every 6 month
forecast program after
commencement
of the program
Plan of 1/year Year 12 months Beginning of
Operations the year
Expenditure Monthly Monthly Monthly Monthly, 6
statement Quarterly Quarterly Quarterly or working days
Annually Annually Annually after the en d of
the month
Page 104
Audited annual Annual Annual Annual 1 months after
financial the end of the
statements FY
Program Once Lifespan of the Lifespan of the 3 months after
Completion program program the end of the
Report program
Information Systems
68. The PMO will prepare the accou nts and fin ancial statements usin g a computerized
accounting system or a ny other software which is suitab le for the purpose. Financial statements
enable the PMO to respond to ope rational and program related querie s corresponding to specific
such a system will be strengthened through on-the-job and formal training.
Procurement
69. Eng. Naseer is at mo ment the Pro curement Di rector in MEW. The Di rector has 35 staff
members working for him.
70. Though the public financial management system has improved under the direction of Mo F
and a procurement law (2005) was passe d in 2005, followed by elaborated procure ment
procedures in 2007, tra ining on ba sic procurem ent procedu res was received only recently. Onl y
one third of the procurement staff participate d in a training course on seconda ry procureme nt
issues.
71. Only small projects are taken care of by the Procurement Department of MEW. Big Studies
and Projects are normally outsourced and have to be channelled through ARDS.
72. Mr. Salim Mankhil is at present (May 09) the DG for Procurement in MAIL. The DG has 42
staffs working in his D epartment divided into different tea ms (inspection team, distribution te am,
etc.).
73. All staffs know about their specific respon sibilities and duties, bu t do not possess
knowledge of the overall process of procurement.
74. All procurement of the Ministry has to be channelled throu gh the Procurement De partment
of MAIL. All procurement requests have to be just ified and technica l specifications have to b e
attached.
75. Procurement requests have to be submitted to the Procurement Department on a quarterly

basis and a budget will be assigned.
76. A procurement committee (normally consisting of represe ntatives fro m the Procurement
Department, the Finan ce Departme nt and a T echnical Specialist) evaluates and decides from
which supplier to purchase. A minimum of three quotations is necessary. Once a decision is made
and the goods are received the Finance Department is instructed to pay.
77. For larger items with costs between US $10,000 up to US $200,000 tender documents with
detailed technical specifications need to be prepared and the tender needs to be advertised in local
new papers, on TV and over the radio.
78. Single Source procurement is exceptional and requires approval from the Prime Minister.
79. In both ministries – MEW and MAI L - the procurement process suffers from the following
problems:
Page 105
a) All procure ment which has to go to Afghanistan Recon struction De velopment Services
(ARDS) for a no-objection, requires the documentation to be in English. The Proc urement
Department however, does not count with (enough) staff with good English language skills
b) Most of the potential national suppliers/providers cannot even fill the forms correctly in Dari,
let alone communicate in English.
c) It happens f requently that the requesting Depart ment assumes only that there is a b udget
allocated for a specific purchase, but in reality there is no budget at all, o r the budget is not
approved yet.
d) Providers often do not understand the technical specifications and offer goods not meeting
them.
e) Providers offer goods in their bids different from the goods they deliver at the end.
f) One major and freque nt problem is that go ods are no t delivered/ supplied on time –
suppliers ask frequently for extensions.
80. The PMO for WRDIP will be responsible for the procurement of all goods, services and civil
works. All procurement activities will be conducted in a ccordance with ADB’s Guidelines for
Procurement. ADB will finance civil works, go ods and eq uipment and services as listed in the
procurement plan; this plan has to be updated at least once per year. Procuremen t methods and
thresholds are describ ed in the p rocurement plan. The relevant sections of ADB’s Policy on
Anticorruption will be included in all bidding documents.
Handbook. An imprest account will established at a commercial bank acceptable to ADB. Th e
arrangements agreed t o by the Be neficiary an d ADB. The initia l amo unt to be d eposited in the
imprest account will not exceed six months of estimated expenditure and not more than 10% of the
respective grant amounts, whichever is less. The ADB statement of expenditure procedures will be
used for co ntracts valu ed at USD 100,000 or less. For co nsulting services, equip ment and civil
works procured through the ICB procedure, fun ds will be d isbursed directly by ADB. For contra cts
following N CB procedures and expenditure related to PMO rei mbursement, imprest f und
procedures will be used.

4. General Situation of MEW and MAIL and additional Information gathered
83. The Chief of Finance in MEW is Mr. Besmila Daru al Ama ni. The Department of Finance
and Administration counts with a total of 90 staff members.
84. The Chief of Finance of MEW claims that th ere are no problems connected to budget
issues. Finance staff received recently a several day training course in Financial Management and
the usage of the Afghanistan Fin ancial Management Information System (Fre e Balance 6.22
AFMIS) which is used by MoF for budgeting, budget control and (monthly) reporting. The training is
a step forward of bringing online access to AFMIS for all line ministries.
85. The Chief of Finance also expresse d interest in a separate software package – already
used in the Ministry of Rural Rehabilitation fo r accountin g and finan cial reportin g (which co sts
about US $40,000) and can be adapted to the needs of MEW.
86. Present procedures r equire for even small transactio ns (payme nts of per diems for
example) a lot of paperwork, all of which is prepared man ually. As an exa mple: in the case of
payment of perdiems 3 departments are involved: Budget, Accounting and Finance and in the case
Page 106
of the exa mple of perdiems the tot al amount was only AFS 40,000, but the documentation for th e
case consisted of 7-8 pages.
87. In MAIL the Finance and Administration Departments together count with a total of 520 staff
members. The high nu mber derives from the f act that “Fin ance and A dministration” includes also
Procurement and Transport. The Department of Finance it self is further subdivided into offices and
sections such as “Allotments”, “Expenditure”, “Finance” and “Accounting”. The present Director of
Finance of MAIL is Syed Ali Agha Abraheme.
88. In MAIL in the field of procurement training h as been off ered in: Public Procure ment in
General; St andard Tender Documents, Advert isement, Bid opening and Bid eval uation and the
Procurement Law in general.
5. Conclusions and recommendations
89. In both ministries lack of capacity in financial management and procu rement is openly
acknowledged, as is th e shortage of sufficien tly qualified and trained staff. MAIL seems to be
slightly more advanced in the implementation of reforms and usage of AFMIS than MEW.
90. In both ministries the preferred and commonly accept ed solution to overcome the
weaknesses in capacity to implement externally funded projects/programs is the establishment of a
PMO at ce ntral level with dependent office at field level. This is also proposed to take this
approach for WRDIP wi th a PMO e stablished for the MEW components (supported by t wo PIOs)
and a PMO establish ed for the MAIL component at NVDA. PMO and PIOs will be staffed wi th
personnel seconded from the ministry with topped up salaries, which will work side by side with
national and international specialists hired for the implementation of Tran che 1. Special emphasis
should be p ut on English language skills of the staff delegated from the ministries. T he PMOs wi ll
have International and National Specialists in Procurement and Financial Management supported
by accountants (with accountants also prese nt in the PIOs). The national an d internatio nal
specialists will offer formal and on-the job training for the personnel seconded by the ministry.
91. Additionally and in coordination with other donor organizations training courses in project
administration in gener al, the u sage of spread sheets, computerized a ccounting systems, ADB’s
procurement and financial procedur es should be offered to the staff assigned to WRDIP within
MEW and MAIL. At least 6-8 per sons, also at supervisor levels, should receive such kin d of
training. The training courses shou ld take pla ce twice per year, the second time to be consid ered
as refreshment training.
Page 107

Energy and Water (MEW)

1.1 What is the entity’s legal status / State body. The Ministry of Ministry of Finance
registration? Energy and Water (MEW), (MoF) is the Executing
together with the Ministry of Agency for the WRDIP.
Agriculture, Irrigation and
Livestock (MAIL) are the
Implementing Agencies for
WRDIP
1.2 Has the entity implemented an externally- Yes, only the Department of Implementation is through
financed project in the past (if so, please Infrastructure of MoF, which MEW and MAIL, which
provide details)? is within MoF responsible for until now always
MEW takes care of 11 donor established PMOs/PIOs
financed projects, of which managed by externally
several are funded by ADB contracted consulting
(e.g. Western Basin Water firms to implement
Resources Management externally funded
Program; the Balkh River programs/projects
Basin Integrated Water
Resources Management in
the Water Sector and the
Regional Power
Transmission Interconnection
Project and Power
Transmission and
Distribution Project in the
Energy Sector; there are 3
more in the Energy Sector
1.3 What are the statutory reporting MoF is responsible for Statements will be
requirements for the entity? Budget and Financial prepared by the PMOs
Execution:

MoF prepares (AFMIS) and
disseminates monthly
statements for all allotments,
payments (made from the
ordinary and the
development budget).

supporting documentation on
expenditure. The financial
statements include inflow,
utilization and balance
against planned budget.
1.4 Is the governing body for the project Yes, there will be a PMO/PIO All budget and revenue
independent? under MEW/MAIL proposals need MoF
approval
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1.5 Is the organizational structure appropriate Yes The organizational
for the needs of the project? structure – though mostly
filled with highly paid
donor funded experts is
appropriate to handle the
part which corresponds to
MEW. For the
implementation and
management of the
WRDIP a PMO will be
established.
2.1 Describe (proposed) project funds flow ADB provides a grant/loan to See Appendix in the main
arrangements, including a chart and GoA of USD 300 million in repot (Vol. I) or RRP.
explanation of the flow of funds from ADB, form of a MFF. Standard
followed. Each
separate account (and code).
2.2 Are the (proposed) arrangements to transfer Yes, there are well Delays have occurred in
the proceeds of the loan (from the established procedures for the past
satisfactory? Budget”.
2.3 What have been the major problems in the There are no major problems It seems that in the past
past in receipt of funds by the entity? for externally funded “delays” in fund transfers
programs/projects. For have occurred also for
revenue funded activities externally funded projects
MoF cannot meet in all cases
the demands/requirements of
governmental institutions.
standards
unit have experience in the management of short-listed consulting
disbursements from ADB? companies for the
PMO/PIO have
experience in ADB
procedures (funds
management,
contribution expected from
GoA
counterpart funds?
communities or NGOs, does the PMO/PIO PMOs/PIOs will set-up a the PMOs/PIOs in case
have the necessary reporting and system for tracking and NGO’s and/or
monitoring features built into its systems to reporting on usage of communities will be
track the use of project proceeds by such program/project resources by involved in the
agencies? NGOs and/or communities implementation of WRDIP
Page 109

to project costs? If beneficiaries have an PMO/PIO will prepare
3. Staffing
3.1 What is the (proposed) organizational Please find attached an The PMOs/PIOs – as
structure of the accounting department? organizational chart of MEW. envisaged – will have a
Attach an organization chart. total of four Financial
Specialists (1
International and National
in PMO at MEW Kabul,
Finance and Accounting for and 1 International and
WRDIP will be managed by National in PMO at MAIL,
PMO/PIO staff. Jalalabad), who will be
supported by
accountants, plus
assistants and staff
seconded by MEW and
MAIL
3.2 Identify the (proposed) accounts staff, Job descriptions are in the Refer to the TOR for
including job title, responsibilities, TOR for consulting services. consulting services, which
educational background and professional The program director will be includes key ToR/Job
experience. Attach job descriptions and CVs assisted by International and descriptions.
of key accounting staff. National Finance and Responsibilities are
Procurement Specialists, mostly defined (once in
senior professional staff in practice adjustments may
finance and administration be necessary)
and support staff.
3.3 Is the project finance and accounting At this stage not yet. Staff will MEW own accounting and
function staffed adequately? be contracted once the finance staff (civil
program starts. Staff servants) have –
seconded from the measured against
Implementing Ministries international standards
needs skill enhancement and and against staff funded
training. by donors – lower
standards
3.4 Are the finance and accounts staff Yes, the assumption is that Staff from MEW/MAIL
adequately qualified and experienced? at least the staff hired for the have received only
PMO/PIO by the consultant training in job specific
firm which will be awarded fields. For the same
the contract is adequately position qualifications
qualified and experienced from Civil Servants are on
average one grade lower
than qualifications from
staff funded through
donors.
3.5 Are the project accounts and finance staff Yes, in the case of staff hired There is a chance that the
trained in ADB procedures? for the PMO/PIO it is staff seconded from
expected that during the MEW/MAIL to the
recruiting process emphasis PMO/PIO will have limited
will be put on experience with experience from previous
ADB procedures. ADB projects.
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3.6 What is the duration of the contract with the Within MEW it differs from Experts hired by a
finance and accounts staff? post to post; performance of Ministry have normally
permanent staff is reviewed one year contracts.
every 6 months. If
underperforming compared
to ToR the post is advertised.
For the program/project it

depends on the duration of Experts hired through a
the program and fluctuation consulting firm have
rate in the case of normally contracts of 1-3
consultants and on internal years with an option for
policies in case of the extension. Tranche 1 is
seconded MoF/MEW staff. for 5 years.
3.7 Indicate key positions not contracted yet, As the WRDIP is in a Budgetary allocations will
and the estimated date of appointment. preparatory stage, none of determine if all the
the positions have been accounting, administrative
contracted yet. and procurement staff
proposed in the final draft
of the PPTA report can be
hired and for how long.
3.10 Does the project have written position The draft final report for the Lines of supervision and
descriptions that clearly define duties, WRDIP PPTA has Job limits of authority have to
limits of authority for all of the officers, members, including the ones PMO/PIO is in place.
managers, and staff? for finance and procurement
staff A program organization
chart has been prepared.
3.11 At what frequency are personnel Cannot be determined at this Cannot be determined at
transferred? stage, neither for PMO/PIO this stage. The GoA
staff, nor for staff seconded system has 8 promotional
from MEW/MAIL. steps (previously 10)
same position
3.12 What is training policy for the finance and There is no specific training Seconded staff from
accounting staff? policy, but staff receives on- MEW/MAIL will receive
the-job, official and overseas on-the-job-training as well
training arranged by the as formal training in IT,
Capacity Building Unit, PRR Project Management and
and MoF. Computerized Accounting
Page 111

4.1 Does the entity have an accounting system Yes; e.g. the Budget and No, AFMIS has the
that allows for the proper recording of Accounting Directorate potential, but is not
project financial transactions, including the handles allocation of planned implemented in all line
allocation of expenditures in accordance expenditure ministries and not all
with the respective components, modules are activated
disbursement categories, and sources of and accessible. AFMIS
funds? Will the project use the entity does not meet (all) the
accounting system? program’s accounting and
recording purposes.
The PMO/PIO accounting It is expected however,

system will be based on that the PMO/PIO will
requirements of ADB and have fully computerized,
MoF and meet IAS double entry accounting
system with financial
reporting capability, which
meets ADB’s
requirements
4.2 Are controls in place concerning the Yes, each project has its own The following
preparation and approval of transactions, code in the system. Depts./Units/Offices are
ensuring that all transactions are correctly involved: Control Office,
made and adequately explained? Technical Control Office,
General Department of
Monitoring and Evaluation
and the Control Office
from MoF
4.3 Is the chart of accounts adequate to Yes No, the GoA chart of
properly account for and report on project accounts suits mostly the
activities and disbursement categories? needs of the GoA and
needs adjustments to
provide information for
Management Decisions of
WRDIP. An adequate
chart of accounts has to
be introduced which
meets the reporting and
MIS requirements of all
stake holders
sources made accurately and in accordance the line ministry monthly routine and
end
4.5 Are the General Ledger and subsidiary Yes, this is done using the
ledgers reconciled and in balance? M20 form
4.6 Are all accounting and supporting Yes
documents retained on a permanent basis
in a defined system that allows authorized
users easy access?
Page 112

4.7 Are the following functional responsibilities Yes, within MoF and the line
performed by different units or persons: (i) ministries the segregation is
authorization to execute a transaction; (ii) at departmental level
recording of the transaction; and (iii) custody (General Department of
of assets involved in the transaction? Admin – Minister/Deputy
Minister/Director – Budget
Directorate are the Units
involved).
Within the PMO/PIO it

depends if all proposed
finance, administration and
procurement staff is hired.
determine which
a) Project Director
d) Accountant(s).
4.8 Are the functions of ordering, receiving, Yes To which extent could not
accounting for, and paying for goods and be determined
services appropriately segregated?
Yes, within the PMO/PIO it
can be set-up in such way
that the functions are with
different persons
4.9 Are bank reconciliations prepared by Bank reconciliations are
someone other than those who make or based on documentation
approve payments? through the General Office of
Accounts, Expenses
Yes, within PMO/PIO it can

be set-up in such way; as an
alternative a system of
Budgeting System
4.10 Do budgets include physical and financial Yes, GoA budgets include Sometimes budgets are
targets? physical and financial based on plain needs
targets. (official answer)
4.11 Are budgets prepared for all significant Yes, and the details are
activities in sufficient detail to provide a monitored by the
meaningful tool with which to monitor corresponding authorities
4.12 Are actual expenditures compared to the Yes, monthly through AFMIS
budget with reasonable frequency, and (It seems that MoF allows a
explanations required for significant 1.3% variation).
variations from the budget? Justifications/explanations
are required; the extend
depends on the
amount/percentage
4.13 Are approvals for variations from the budget Yes, see above, variations of Mostly after the fact
required in advance or after the fact? up to 1.3% are built in; higher
variations require advance
notice (in theory). One
instrument is the mid year
budget review.
Page 113

4.14 Who is responsible for preparation and Finance and Accounts ..
approval of budgets? Department.

PMO/PIO led by the Program
Director and Finance
Specialist. The Program
Budget will be part of the
Development Budget
law.
4.15 Are procedures in place to plan project Yes No, PMO/PIO not yet
activities, collect information from the units established
in charge of the different components, and
prepare the budgets?
Payments
4.17 Do invoice-processing procedures provide Yes, this falls into the
for: (i) Copies of purchase orders and responsibility of the
receiving reports to be obtained directly MEW/MAIL
from issuing departments? (ii) Comparison
of invoice quantities, prices and terms, with
those indicated on the purchase order and
Comparison of invoice quantities with those The Contract’s Office is
indicated on the receiving reports? (iv) responsible for comparing
Checking the accuracy of calculations? invoice quantities, etc.
4.18 Are all invoices stamped PAID, dated, Yes, received invoices are
reviewed and approved, and clearly marked recorded, stamped and
for account code assignment? approval is signed
4.19 Do controls exist for the preparation of the Yes, salaries are paid
payroll and are changes to the payroll following a GoA salary
properly authorized? matrix. Mathematical errors
are corrected
accrual)?
and ensure staff accountability? procedures documentation on
financial procedures,
accountability and
procedures in general has
not been developed yet,
so no policy or
procedures for WRDIP
are in place.
Page 114

4.24 Do procedures exist to ensure that only Yes, there are procedures, Not well defined; not
authorized persons can alter or establish a but authorization does not transparent and/or difficult
new accounting principle, policy or depend on specific persons to understand for
procedure to be used by the entity? but depends on magnitude of outsiders
changes and who authorizes
is decided on a case by case
basis

procedures will be developed
4.25 Are there written policies and procedures Yes, government procedures
covering all routine financial management are controlled and
and related administrative activities? maintained by line managers

procedures will be developed
4.26 Do policies and procedures clearly define No, there is no procedure or Government Guidelines
conflict of interest and related party policy exist, but there is no
transactions (real and apparent) and provide “explicit” policy for
safeguards to protect the organization from For the program: Yes, “conflicts of interest”
them? procedures will be developed
4.27 Are manuals distributed to appropriate Yes, Budget Manual, Chart No, not specifically for
personnel? of Accounts WRDIP
Cash and Bank
4.28 Indicate names and positions of authorized MoF: Depending on amounts
signatories in the bank accounts. from Director level upwards
For WRDIP: PD, Accountant.

Finance Specialist may
substitute PD during his/her
absence
4.30 Do controls exist for the collection, timely Yes
4.31 Are bank and cash reconciled on a monthly Yes, monthly Delays have occurred
basis? occasionally
4.32 Are all unusual items on the bank Yes
reconciliation reviewed and approved by a
responsible official?
4.33 Are all receipts deposited on a timely basis? Yes
4.34 Is there a system of adequate safeguards to Yes, controlled at year’s end Falls into the
protect assets from fraud, waste and responsibility of the
abuse? Internal Audit Department
and the Attorneys Office
4.35 Are subsidiary records of fixed assets and Yes, by the Properties Office
stocks kept up to date and reconciled with
control accounts?
4.36 Are there periodic physical inventories of Yes, the “Properties Office” Insufficient
fixed assets and stocks? controls inventories once per
year
4.37 Are assets sufficiently covered by insurance No No budgetary allocation
policies? provided
Page 115

executing entities participating in MoF, implementing agencies
implementation? are the MEW and MAIL;
NVDA under MAIL will house
the PMO for the NVDA
improvement component
4.39 Has the project established controls and Yes, to which extent has
procedures for flow of funds, financial TBD, as the program has not
information, accountability, and audits in started yet
offices/implementing agencies flow in an responsibility of the Planning this stage
accurate and timely fashion? Department of MEW/MAIL
agencies?
Other
4.42 Has the project advised employees, No Not, yet. Once
beneficiaries and other recipients to whom established this should be
to report if they suspect fraud, waste or on the briefing list and
misuse of project resources or property? ADB’s website
http://www.adb.org/Integri
ty/howto.asp where the
Complaint Form can be
downloaded or filled
online; also the e-mail
addresses will be made
known
integrity@adb.org or
anticorruption@adb.org
and
Office of the Auditor
General
Integrity Division (OAGI)
Asian Development Bank
6 ADB Avenue
Mandaluyong City
1550 Metro Manila,
Philippines
5. Internal Audit
5.1 Is there an internal audit department in the Yes, General Department of Frequency of spot checks
entity? Investigation, General and investigations could
Department of Control. The not be verified.
later engages also in
administrative and functional
audits
5.2 What are the qualifications and experience Not known. Emphasis was
of audit department staff? put on experience
5.3 To whom does the internal auditor report? Minister and Directors,
case
Page 116

5.4 Will the internal audit department include No The Finance and
the project in its work program? Administration
Department should
include foreign aided
projects in the audits –
but due to shortage in
qualified staff not all
projects/programs can be
supervised
5.5 Are actions taken on the internal audit Yes, based on internal The findings are not
findings? instructions actions are taken always made available to
6. External Audit
6.1 Is the entity financial statement audited Yes, through the General
regularly by an independent auditor? Who is Attorney Department and
the auditor? Ministers Council
Budgetary provisions should

be made to have the
program accounts audited
once per year by an
international known and
reputed Audit Firm
6.2 Are there any delays in audit of the entity? The Annual Audit should take Could not be determined.
When are the audit reports issued? place within the first three The expression used was:
months of the next fiscal “after sometimes” which
period and in accordance suggests delays in the
with the donor’s issuance of the reports.
requirements. Results are
reported to the Ministry and
the Attorneys Office in case
of any violations.
Auditing? External audits of the
program/project will meet IAS
6.4 Were there any major accountability issues No major accountability
brought out in the audit report of the past issues; there were however
three years? some corrections necessary
with reconciliation of debits
6.5 Will the entity auditor audit the project Same auditors: Control Once per year by an
accounts or will another auditor be Department of the Ministry internationally renowned
appointed to audit the project financial once per year and the Audit Firm as required by
statements? Internal Auditors permanently ADB and suggested in the
final draft of the PPTA
Program: TBD report.
6.6 Are there any recommendations made by No, implementation is
the auditors in prior audit reports or responsibility of the
management letters that have not yet been concerned Department
implemented?
6.7 Is the project subject to any kind of audit Yes, Internal Audit from MoF
from an independent governmental entity (or MEW/MAIL, which also
(e.g., the supreme audit institution) in have Internal Audit
addition to the external audit? Departments)
Page 117

of reference for an annual project audit? be followed, but detailed ToR
will be prepared only after
establishment of the
PMO/PIO
7.1 Are financial statements prepared for the Yes GoA chart of accounts
entity? In accordance with which accounting
standards?
7.2 Are financial statements prepared for the Yes, the PMO/PIO will
implementing unit? prepare its own financial
statements, which will serve
also internal management
decisions
7.3 What is the frequency of preparation of Monthly If following the GoA chart
financial statements? Are the reports of accounts the reports
prepared in a timely fashion so as to useful will be of little value as a
to management for decision making? management tool.
7.4 Does the reporting system need to be For MEW/MAIL purposes: No Reporting to ADB
adapted to report on the project standards and formats will
components? For MIS/ADB and program require the development
management: Yes of a new system
7.5 Does the reporting system have the Yes Cannot be done
capacity to link the financial information with automatically. No MIS
the project's physical progress? If separate which links physical
synchronization/integratio
n
7.6 Does the project have established financial Not yet PMO/PIO will have to
decision making
7.7 Are financial management reports used by Concept was not understood: Though the question was
management? Answer was: Yes, parts from also asked in Dari and in
the old report can be cut and writing the concept was
pasted for the new one not understood.
7.9 Are financial reports prepared directly by the No, at the moment still Manual reporting and
automated accounting system or are they manually (written by hand) linking of financial and
prepared by spreadsheets or some other AFMIS (Free Balance) has physical progress is not
means? been newly implemented and done in a systematic way.
is not fully activated yet.
8.1 Is the financial management system Yes, there is a system Not fully functional yet in
computerized? named AFMIS all line ministries although
is in MEW and MAIL.
Reporting is still partly
manual or in the form of
spreadsheets
Page 118

8.2 Can the system produce the necessary Yes Once fully implemented
project financial reports? and all modules activated
and accessible: yes
8.3 Is the staff adequately trained to maintain No
the system?
8.4 Does the management organization and Yes
processing system safeguard the
confidentiality, integrity and availability of
the data?
Page 119

Agriculture, Irrigation and Livestock (MAIL)

1.1 What is the entity’s legal status / The Ministry of Executing Agency for the Water
registration? Agriculture, Irrigation Resources Development Program is
and Livestock (MAIL) the Ministry of Finance (MoF).
together with the Ministry
of Energy and Water are
the Implementing
Agencies.
1.2 Has the entity implemented an Yes, Rural Recovery The preferred solution by both
externally-financed project in the through Community- ministries (MAIL and MEW) so far for
past (if so, please provide details)? Based Irrigation the implementation of large donor
Rehabilitation funded projects/programs was
through PMOs/PIOs established for
this purpose and managed by
externally contracted consulting firms.
Execution:
The Treasury
Department MoF
prepares (through
AFMIS) and
disseminates monthly
statements for all
allotments, payments
(made from the ordinary
and the development
budget).
The Implementing
Agency (MEW and
MAIL) submits financial
statements with
supporting
documentation on
expenditure. The
financial statements
include inflow, utilization
and balance against
planned budget.
1.4 Is the governing body for the project Yes, there will be a All budget and revenue proposals
independent? PMO/PIO under need MoF approval
MEW/MAIL
1.5 Is the organizational structure Yes, though changes in WRDIP will be implemented and
appropriate for the needs of the the organizational managed by PMOs established for
project? structure, as well as for this purpose. Even if changes in the
AFMIS are planned for organizational structure of MAIL take
the near future and place impact on the functioning of the
might have PMO will be minimal.
consequences also for
WRDIP.
Page 120

2.1 Describe (proposed) project funds ADB provides a See Appendix in the Main Report (Vol
flow arrangements, including a chart grant/loan to GoA of I) and RRP
and explanation of the flow of funds USD 300 million in form
from ADB, government and other of a MFF. Standard ADB
financiers. procedures will be
followed. Each
code).
2.2 Are the (proposed) arrangements to Yes, there are well Delays have occurred in the past
transfer the proceeds of the loan established procedures
(from the government / Finance for the “External
Ministry) to the entity satisfactory? Development Budget”.
2.3 What have been the major problems There are no major It seems that in the past “delays” in
in the past in receipt of funds by the problems for externally fund transfers have occurred also for
entity? funded programs/project. externally funded projects
Existing problems (the
program was not
designed according to
MoF format and
indicators to measure
performance were not
clear) have been
resolved.
2.4 In which bank will the Imprest To Be Determined in
Account be opened? accordance with ADB
standards
2.5 Does the (proposed) project Yes It is expected that the short-listed
implementing unit have experience consulting companies for the
in the management of PMO/PIO and their proposed
disbursements from ADB? candidates for key positions have
experience in ADB procedures (funds
management, procurement,
monitoring)
2.7 Does the entity have/need a N/A Grant is in USD
capacity to manage foreign
exchange risks?
2.8 How are the counterpart funds N/A, there is no
accessed? monetary contribution
planned from GoA
counterpart funds?
2.10 If part of the project is implemented Yes, it is expected that Will be part of the ToR for the
by communities or NGOs, does the the PMOs/PIOs will set- PMOs/PIOs in case NGOs and/or
PMO have the necessary reporting up a system for tracking communities will be involved in the
and monitoring features built into its and reporting on usage implementation of WRDIP
systems to track the use of project of program/project
proceeds by such agencies? resources by NGOs
and/or communities
2.11 Are the beneficiaries required to TBD Once determined the PMO/PIO will
contribute to project costs? If prepare guidelines to record and
beneficiaries have an option to value contributions from beneficiaries
contribute in kind (in the form of
labor), are proper guidelines
formulated to record and value the
labor contribution?
Page 121

3. Staffing
3.1 What is the (proposed) Find attached an The PMOs/PIOs – as envisaged – will
organizational structure of the organizational chart of have a total of four Financial
accounting department? Attach an MAIL. The original was Specialists (1 International and
organization chart. in Dari. National in PMO at MEW Kabul, and 1
International and National in PMO at
Finance and Accounting MAIL, Jalalabad), who will be
for WRDIP will be supported by accountants, plus
managed by PMO/PIO assistants and staff seconded by
staff. MEW and MAIL.
3.2 Identify the (proposed) accounts Job descriptions are in Refer to the TOR for consulting
staff, including job title, the TOR for consulting services, which includes key ToR/Job
responsibilities, educational services. The program descriptions. Responsibilities are
background and professional director will be assisted mostly defined (once in practice
experience. Attach job descriptions by International and adjustments may be necessary)
and CVs of key accounting staff. National Finance and
Procurement Specialists,
senior professional staff
in finance and
administration and
support staff.
3.3 Is the project finance and At this stage not yet. MAIL’s own accounting and finance
accounting function staffed Staff will be contracted staff (civil servants) has – measured
adequately? once the program starts. against international standards and
Staff seconded from the against staff funded by donors – lower
Implementing Ministries standards
needs skill enhancement
and training.
3.4 Is the finance and accounts staff Yes, the assumption is MoFs staff and staff from MEW/MAIL
adequately qualified and that at least the staff have received only training in job
experienced? hired for the PMO/PIO specific fields. For the same position
by the consultant firm qualifications from Civil Servants are
which will be awarded on average one grade lower than
the contract is qualifications from staff funded
adequately qualified and through donors.
experienced
3.5 Is the project accounts and finance Yes, in the case of staff There is a chance that the staff
staff trained in ADB procedures? hired for the PMO/PIO it seconded from MEW/MAIL to the
is expected that during PMO/PIO will have limited experience
the recruiting process from previous ADB projects.
emphasis will be put on
experience with ADB
procedures.
No, in the case of staff

seconded from
MEW/MAIL (Civil
Servants)
Page 122

3.6 What is the duration of the contract Within MAIL it differs Experts hired by a Ministry have
with the finance and accounts staff? from post to post; normally one year contracts.
performance of
permanent staff is
reviewed every 6
months. If
underperforming
compared to ToR the
post is advertised.
For the program/project Experts hired through a consulting

it depends on the firm have normally contracts of 1-3
duration of the program years with an option for extension.
and fluctuation rate in Tranche 1 is for 5 years.
the case of consultants
and on internal policies
in case of the seconded
MoF/MEW staff.
3.7 Indicate key positions not contracted As the WRDIP is in a
yet, and the estimated date of preparatory stage, none
appointment. of the positions have
been contracted yet.
3.10 Does the project have written The draft final report for Lines of supervision and limits of
position descriptions that clearly the WRDIP PPTA has authority have to be determined when
define duties, responsibilities, lines Job Descriptions for all the PMO/PIO is in place
of supervision, and limits of authority key staff members,
for all of the officers, managers, and including the ones for
staff? finance and procurement
staff
3.11 At what frequency are personnel Cannot be determined at
transferred? this stage, neither for
PMO/PIO staff, nor for
staff seconded from
MEW/MAIL.
The official answer is:
transfers are on a
demand/need basis
3.12 What is training policy for the There is no specific Staff receives on-the-job and official
finance and accounting staff? training policy. training.
Staff seconded from MEW/MAIL to

the PMO of WRDIP will receive on-
the-job-training as well as formal
training in IT, Project Management
and Computerized Accounting
Page 123

4. Accounting Policies and
Procedures
4.1 Does the entity have an accounting Yes No, AFMIS has the potential, but is
system that allows for the proper not implemented in all line ministries
recording of project financial (although is in MEW and MAIL) and
transactions, including the allocation not all modules are activated and
of expenditures in accordance with accessible. AFMIS does not meet (all)
the respective components, the program’s accounting and
disbursement categories, and recording purposes.
sources of funds? Will the project The PMO/PIO
use the entity accounting system? accounting system will It is expected however, that the
be based on PMO/PIO will have fully computerized,
requirements of ADB double entry accounting system with
and MoF and meet IAS financial reporting capability, which
meets ADB’s requirements
4.2 Are controls in place concerning the
Yes, each project has its
preparation and approval of own code in the system.
transactions, ensuring that all If regular procedures
transactions are correctly made andand steps were not
adequately explained? followed AFMIS will
reject the transaction.
4.3 Is the chart of accounts adequate to Yes No, the GoA chart of accounts suits
properly account for and report on mostly the needs of the GoA and
project activities and disbursement needs adjustments to provide
categories? information for Management
Decisions of WRDIP. An adequate
chart of accounts has to be introduced
which meets the reporting and MIS
requirements of all stake holders
4.4 Are cost allocations to the various Yes, responsibility lies This is not part of a monthly routine
funding sources made accurately with the line ministry and completed only at year’s end
and in accordance with established
agreements?
4.5 Are the General Ledger and Yes
subsidiary ledgers reconciled and in
balance?
4.6 Are all accounting and supporting Yes, all documents are
documents retained on a permanent retained and arranged
basis in a defined system that allows for access by the Filing
authorized users easy access? Office
4.7 Are the following functional Yes the segregation is at
responsibilities performed by departmental level.
different units or persons: (i)
authorization to execute a
transaction; (ii) recording of the Within the PMO/PIO it
transaction; and (iii) custody of depends if all proposed
assets involved in the transaction? finance, administration
and procurement staff is
hired. The ToR for each
position determine which
responsibilities are with
the a) Project Director
b) PMO Finance
Specialist
d) Accountant(s).
Page 124

4.8 Are the functions of ordering, Not entirely (80% was
receiving, accounting for, and the answer); the
paying for goods and services functions and the
appropriately segregated? process within MAIL
needs revision.
Yes, within the PMO/PIO

it can be set-up in such
way that the functions
are with different
persons
4.9 Are bank reconciliations prepared by Carried out by the
someone other than those who Accounts Office
make or approve payments?
Yes, within PMO/PIO it
can be set-up in such
way; as an alternative a
system of double checks
can be used.
Budgeting System
4.10 Do budgets include physical and Yes
financial targets?
4.11 Are budgets prepared for all Yes, budgets are per
significant activities in sufficient project/program, which
detail to provide a meaningful tool are further broken down
with which to monitor subsequent into chapters.
performance?
4.12 Are actual expenditures compared Yes, monthly through Though compared monthly corrective
to the budget with reasonable AFMIS. actions are often not on time
frequency, and explanations
required for significant variations
from the budget?
4.13 Are approvals for variations from the Yes, in advance. One Mostly after the fact
budget required in advance or after instrument to determine
the fact? variations is the mid year
budget review.
4.14 Who is responsible for preparation In MAIL the Department ..
and approval of budgets? of Finance.
In the Program it will be

the PMO/PIO led by the
Program Budget will be
part of the Development
Budget (Planning
Department), which has
to go through all
approval steps required
by law.
4.15 Are procedures in place to plan Yes No, PMO/PIO not yet established; but
project activities, collect information will have a Unit (or Professionals)
from the units in charge of the responsible for Monitoring and
different components, and prepare Evaluation
the budgets?
Page 125

4.16 Are the project plans and budgets of Yes, the PMO will take ADB developing project cost
project activities realistic, based on care; the Monitoring and estimates within RRP based on final
valid assumptions, and developed Evaluation Unit is also PPTA draft report
by knowledgeable individuals? checking
Payments
4.17 Do invoice-processing procedures Yes, this falls into the
provide for: (i) Copies of purchase responsibility of the Line
orders and receiving reports to be Ministry
obtained directly from issuing
departments? (ii) Comparison of
invoice quantities, prices and terms,
with those indicated on the purchase
order and with records of goods
actually received? (iii) Comparison
of invoice quantities with those The Contract’s Office is
indicated on the receiving reports? responsible for
(iv) Checking the accuracy of comparing invoice
calculations? quantities, etc.
4.18 Are all invoices stamped PAID, Yes, received invoices
dated, reviewed and approved, and are stamped
clearly marked for account code
assignment?
4.19 Do controls exist for the preparation Yes, salaries are paid
of the payroll and are changes to the following a GoA salary
payroll properly authorized? matrix. MoF controls and
checks the payroll
4.20 What is the basis of accounting Cash
(e.g., cash, accrual)?
4.21 What accounting standards are Chart of Accounts
followed? approved by MoF,
following IAS
4.22 Does the project have an adequate To be prepared, As the PMO/PIO has not been
policies and procedures manual to observing ADB established yet the documentation on
guide activities and ensure staff guidelines and financial procedures, accountability
accountability? procedures and procedures in general has not
been developed yet, so no policy or
procedures for WRDIP are in place.
4.23 Is the accounting policy and N/A No, see above
procedure manual updated for the
project activities?
4.24 Do procedures exist to ensure that No, unknown to the
only authorized persons can alter or person who answered
establish a new accounting the questionnaire. MoF
principle, policy or procedure to be decides on a case by
used by the entity? case basis depending on
the magnitude of
changes

procedures will be
developed
Page 126

4.25 Are there written policies and All routine financial The same applies to MEW, but not yet
procedures covering all routine management and for WRDIP
financial management and related administrative activities
administrative activities? are carried out based on
MoF procedures

procedures will be
developed
4.26 Do policies and procedures clearly No Government Guidelines exist, but
define conflict of interest and related there is no “explicit” policy for
party transactions (real and “conflicts of interest”.
apparent) and provide safeguards to For the program: Yes,
protect the organization from them? procedures will be
developed
4.27 Are manuals distributed to Yes, Budget Manual, No, not specifically for WRDIP
appropriate personnel? Chart of Accounts,
Manual of Procedure
Cash and Bank
4.28 Indicate names and positions of MAIL: Depending on
authorized signatories in the bank amounts from Director
accounts. level upwards
For WRDIP: PD,

Accountant. Finance
Specialist may substitute
PD during his/her
absence
adequate, up-to-date cashbook,
recording receipts and payments?
4.30 Do controls exist for the collection, Yes
timely deposit and recording of
receipts at each collection location?
4.31 Are bank and cash reconciled on a Yes
monthly basis?
4.32 Are all unusual items on the bank Yes, so far none have
reconciliation reviewed and been mentioned; if the
approved by a responsible official? case occurs
responsibility of approval
is with the Minister
4.33 Are all receipts deposited on a Yes
timely basis?
4.34 Is there a system of adequate Yes Within MoF’s procedures audits and
safeguards to protect assets from controls are regarded as a measure to
fraud, waste and abuse? protect assets from fraud.
4.35 Are subsidiary records of fixed Not known
assets and stocks kept up to date
and reconciled with control
accounts?
4.36 Are there periodic physical Once per year The answer was that this falls under
inventories of fixed assets and the responsibility of the Procurement
stocks? Department
4.37 Are assets sufficiently covered by No There is no government policy for
insurance policies? insuring assets.
Page 127

4.38 Are there any other regional offices Executing Agency is the NVDA was subject to a separate
or executing entities participating in MoF, implementing financial management and
implementation? agencies are the MEW procurement assessment; though the
and MAIL; NVDA under response to the questionnaires (and
MAIL will house the during a visit) could not be verified.
PMO for the NVDA
Improvement
Component
4.39 Has the project established controls Yes, the setup of Details will be determined at a later
and procedures for flow of funds, controls and procedures stage as the program has not started
financial information, accountability, and relations to other yet.
and audits in relation to the other entities/offices will be
offices or entities? part of the ToR for the
consultants to be hired
for PMO and
implementation.
4.40 Does information among the N/A; this would fall into Cannot be determined at this stage
different offices/implementing the responsibility of the
agencies flow in an accurate and Planning Department of
timely fashion? the Line Ministry
4.41 Are periodic reconciliations Yes, will be done. Details will be determined
performed among the different
offices/implementing agencies?
Other
4.42 Has the project advised employees, No Not, yet. Once the PMO is established
beneficiaries and other recipients to this will be on the briefing list;
whom to report if they suspect fraud, reference will be made to ADB’s
waste or misuse of project website:
resources or property? http://www.adb.org/Integrity/howto.asp
where the Complaint Form can be
downloaded or filled online; also the
e-mail addresses will be made known
integrity@adb.org or
anticorruption@adb.org and
Office of the Auditor General
Integrity Division (OAGI)
Asian Development Bank
6 ADB Avenue
Mandaluyong City
1550 Metro Manila, Philippines
5. Internal Audit
5.1 Is there an internal audit department Yes Frequency of spot checks and
in the entity? investigations could not be verified.
5.2 What are the qualifications and Internal Audit
experience of audit department Department was
staff? established 5 years ago.
Staff in the Internal Audit
Department is highly
trained and well
experienced.
5.3 To whom does the internal auditor To the Minister and the
report? Audit and Control
Department
Page 128

5.4 Will the internal audit department No The Finance and Administration
include the project in its work Department should include foreign
program? aided projects in the audits – but due
to shortage in qualified staff not all
projects/programs can be supervised
5.5 Are actions taken on the internal Yes Could not be determined
audit findings?
6. External Audit
6.1 Is the entity financial statement Yes, daily through the Budgetary provisions should be made
audited regularly by an independent General Attorney to have the program accounts audited
auditor? Who is the auditor? Department once per year by an international
known and reputed Audit Firm
6.2 Are there any delays in audit of the No, when the report is .
entity? When are the audit reports finalized the results will
issued? disseminated after
approved by the Minister
according to the International
Standards on Auditing? External audits of the
program/project will
meet IAS
6.4 Were there any major accountability MAIL: Yes, there were
issues brought out in the audit report issues
of the past three years?
6.5 Will the entity auditor audit the Department of Once per year by an internationally
project accounts or will another Monitoring and known and reputed Audit Firm
auditor be appointed to audit the Evaluation of the
project financial statements? Ministry
Program: TBD
6.6 Are there any recommendations If yes, the same auditors
made by the auditors in prior audit will follow-up on the
reports or management letters that issue until resolved
have not yet been implemented?
6.7 Is the project subject to any kind of No, not directly. Only as
audit from an independent part of the work of the
governmental entity (e.g., the Financial Controller
supreme audit institution) in addition seconded by MoF to
to the external audit? MAIL
6.8 Has the project prepared acceptable ADB suggested format
terms of reference for an annual will be followed, but
project audit? detailed ToR will be
prepared only after
establishment of the
PMO/PIO
7.1 Are financial statements prepared Yes GoA chart of accounts
for the entity? In accordance with
which accounting standards?
7.2 Are financial statements prepared Yes, Accounts are The PMO/PIO will prepare its own
for the implementing unit? settled at the end of financial statements, which will serve
each year also internal management decisions
Page 129

7.3 What is the frequency of preparation Monthly to MoF and Monthly. If following the GoA chart of
of financial statements? Are the related institutions accounts the reports will be of little
reports prepared in a timely fashion value as a management tool.
so as to useful to management for
decision making?
7.4 Does the reporting system need to For MoF and MEW/MAIL Reporting to ADB standards and
be adapted to report on the project purposes: No formats will require the development
components? of a new system
For MIS/ADB and
program management:
Yes
7.5 Does the reporting system have the Yes Cannot be done automatically. No
capacity to link the financial MIS which links physical progress with
information with the project's expenses is in place.
physical progress? If separate
systems are used to gather and A simple MIS needs to be established
compile physical data, what controls which allows
are in place to reduce the risk that synchronization/integration
the physical data may not
synchronize with the financial data?
7.6 Does the project have established Not yet PMO/PIO will have to determine what
financial management reporting kind of reports are required to satisfy
responsibilities that specify what stakeholders and support
reports are to be prepared, what management decision making
they are to contain, and how they
are to be used?
7.7 Are financial management reports Yes TBD, depends on the context, quality
used by management? and contents of the reports
7.8 Do the financial reports compare Yes
actual expenditures with budgeted
and programmed allocations?
7.9 Are financial reports prepared AFMIS prepares monthly Manual reporting and linking of
directly by the automated reports for MoF. Not all financial and physical progress is not
accounting system or are they modules of AFMIS are done in a systematic way.
prepared by spreadsheets or some accessible for all line
other means? ministries. In many
cases reports (especially
those linking financial
progress with physical
progress) are still
prepared manually
(spreadsheet).
8.1 Is the financial management system Yes, AFMIS Not fully functional yet in all line
computerized? ministries. Reporting is still partly
manual or in form of spreadsheets
8.2 Can the system produce the Yes Once fully implemented in all line
necessary project financial reports? ministries and all modules activated
and accessible: yes
8.3 Is the staff adequately trained to No
maintain the system?
8.4 Does the management organization Unanswered The concept seems to be unknown
and processing system safeguard
the confidentiality, integrity and
availability of the data?
Page 130
Annex 3: Procurement System Review for MEW
Response Remark
How many st aff are worki ng for the The total number of staff wo rking fo r
1 Ministry/Entity? At the Center? In MEW i s: 2,3 33 of which 1,135 are at
the Provinces? Center level.
How many different MEW ha s 5 Gen eral Directorates
2 Departments/Units ha s the which are further structured into
Ministry/Entity? Directorates
Ministry?
Is the re a Depa rtment for Yes, the Procu rement Dep artment
Procurement? How is it structured? counts with 36 staff members
4
How many staffs are worki ng in
procurement?
In 2005 a procurement law wa s Within MEW the P rocurement
introduced, followed by e laborated Department is not conne cted to
5 procedure in 200 7? Do you have Internet/LAN and has no d ownloaded
copies available on site? copies of the law and procedures.
If no, describe how the procurement The p rocurement proce ss i s

6 procedure and staff is guided. explained in writing th rough circul ars
and audio media.
Did the staff handli ng p rocurement Yes, the USAID Institu te offered
have exposure or t raining related to training fo r 6 months. The Civil
7 procurement? If so, describe! Service Co mmission offered 3 terms
(When, how long, subjects) of training, 15 days ea ch an d a
number of staff were sent to India.
Is the Ministry/Entity Staff aware o r No
and documents?
How are p rocurement activities In accord ance with the Procurement
9 monitored at the different levels law procurement acti vities are
(central, province and district) monitored.
Once contra cts are awarded, how Yes, a com plete list of cont racts is
are th ey tracked ? Is t here are available and the list is updated when
10
complete list of contracts available? new contracts are signed.
Is the list regularly updated?
Is the tracki ng process No, such facility is not available
computerized? If ye s, w hich
What inte rnal ap provals a re Not answered
12 necessary for inviting
quotations/proposals?
Are the re th resholds? If yes, what Thresholds are stipulat ed in the
are th e thre sholds/authorization Procurement law and Procedures.
13
levels? Different on es fo r goo ds,
Are there Standard Bidding Yes
14 Documents available fo r Goo ds,
Services and Civil Works?
Do internal and/or external auditors Yes, frequently
look into compli ance of
15
procurement procedures? If so, with
what frequency?
Page 131
16
Are the repo rts of the Yes No copies were provided
17 internal/external audito rs available?
Copies?
If internal an d/or external auditors Not answered
look into the compli ance of
procurement pro cedures, wh at
18
Is th ere a p rocurement r elated There is n o co mplaint handli ng
complaint h andling sy stem in place system
19
in the a gency/ministry? If yes, ho w
are bidders made aware of it?
opportunities? How? through newspapers and radio.
Does the mi nistry p ut the tende r
20
documents a nd co ntract a wards o n
its we bsite? What i s th e we bsite
address?
Do you h ave a pro curement plan? Yes, and it is updated regularly.
Is it updat ed regula rly? Whi ch
21
software do you use to pre pare and There is no specific software.
update the procurement plan?
How is prog ress monito red again st Monitoring ta kes pla ce a ccording to
the procurement plan? the Procurement law and Procedures
22
and i nstructions given b y the Audit
and Control Department.
If there are d elays, what measures According t o the l aw and the
23
are taken to recover from delays? conditions stipulated in the contract.
efficient; i.e.
a) How did the price obtained
compare with prices for the
same items on the market
(value for money)|
b) Goods: What is the duration b: The p rocess as a whol e, inclu ding
of the procurement the biddi ng process take s ab out 2
process? Describe the months, in some cases 3-4 months
steps and time for each
step
c) Con sultants/Services: What c: the tend ering process for WRDIP
is the average duration for has not started yet
24
hiring services?
Specifically: How much
time does the selection
process take? Who is
involved in the selection
process? Is the quality of Yes, the q uality of the se rvice
the service provided provided is measured
measured?
If there were discrepancies between

expected qu ality/output detecte d,
analyzed?
25
Indenting/receiving
Page 132

available documentin g
Is there a m echanism in place to No
take fee dback fr om pr ocurement
26 staff and other official s how to
process in place?
Has your m inistry ever received Yes Details could not be given
funds from ADB?
27 If yes, for what purposes? No ADB manuals are available
Do you h ave any ADB manual s
available?
On ave rage how often are you/i s Promotion will be offered after 3 years
your staff promoted and relocated? of service, in exceptional cases – with
28
a certificate of app reciation – after 2
years.
In you opi nion: How can th e The n umber of pag es for Stan dard
procurement p rocess be Bidding Docum ents (Standard
improved/streamlined? Are there Conditions) is to o h igh. Als o th e
steps in the pro cess which can be number of p ages with inf ormation for
29 left out? Are there ste ps which the bidders and Specific Conditions is
should be included? too hig h. Appointment of no n-
professional staff for position s
involved in t he procurem ent pro cess
should be avoided.
In whi ch field (s) of p rocurement d o
you thin k yo u or your st aff need
support? What kind of support?
a) H ardware Yes
b) Software Yes
d) IT training Yes
30
e) Training on procurement e) Internatio nal Contra cts for Civil
specific issues? Works, Goo ds an d Services; al so
f) Are there to your national contracts und er spe cific
knowledge any training commission
facilities offering the kind of f) Yes, USAID and WB
Where?
Are there - to your knowledge - any Yes, but specifics are not known
changes planned i n the
31
procurement law/procedu res in th e
near future?
Include any other Salary level too low. The Procurement
important/noteworthy finding s / Section nee ds to be strengthened;
32
comments no t c onsidered in th e more IT hardware is necessary
questions above!
Page 133
Annex 4: Procurement System Review for MAIL
Response Remark
How many staffs are working for the The total number of staff wo rking fo r
1 Ministry/Entity? At the Center? In MAIL is: 9,299
the Provinces?
How many different MAIL has 69 Departments
2 Departments/Units ha s the
Ministry/Entity?
Ministry?
Is the re a Depa rtment for Yes, see o rganizational chart. The
Procurement? How is it structured? Finance and Administratio n
How many staffs are worki ng in Department incl udes Finance an d
4
procurement? Accounts, Procure ment an d
Transport. There a re ab out 30 staff
members working in Procurement.
In 2005 a procurement law wa s No, no do wnloaded copies of the law
introduced, followed by e laborated and procedures are available.
5
procedure in 200 7? Do you have
copies available on site?
If no, describe how the procurement The pr ocurement p rocess is
6 procedure and staff is guided. explained in writing thro ugh ci rculars,
brochures and instructional letters.
Did the staff handli ng p rocurement Yes, 15 sta ff members underwe nt
have exposure or t raining related to training in th e first term and 15 in the
7
procurement? If so, describe! second term
(When, how long, subjects)
and documents?
How are p rocurement activities In districts and provinces there are no
monitored at the different levels procurement offices. The Admi n
9 (central, province and district) Offices un der th e Departments of
Agriculture procure what is requi red
based on budget lines and allotments.
Once contra cts are awarded, how Yes, a com plete list of cont racts is
are th ey tracked ? Is t here are available and the list is updated.
10
complete list of contracts available?
Is the list regularly updated?
Is the tracki ng process Yes, MS Office (Excel) is used.
computerized? If ye s, w hich
What inte rnal ap provals a re The ap proval of the head of the
12 necessary for inviting requesting unit is necessary.
quotations/proposals?
Are the re th resholds? If yes, what Thresholds are stipulated in annex to
are th e thre sholds/authorization the Procurement law and instructional
13
levels? Different on es fo r goo ds, letters from MoF.
Are there Standard Bidding Yes
14 Documents available fo r Goo ds,
Services and Civil Works?
Do internal and/or external auditors Yes, au ditors from th e Gen eral
15
look into compli ance of Department of Audits and the
Page 134
procurement procedures? If so, with Attorney’s Office ch eck compliance of
what frequency? procedures
16
Are the repo rts of the Not available
17 internal/external audito rs available?
Copies?
If internal an d/or external auditors If the repo rt is ma de av ailable, the
look into the compli ance of relevant department/unit will act upon
procurement pro cedures, wh at remarks and observations.
18
Is th ere a p rocurement r elated No, there is no such system
complaint h andling sy stem in place
19
in the a gency/ministry? If yes, ho w
are bidders made aware of it?
opportunities? How? through newspapers and radio.
Does the mi nistry p ut the tende r No website publi shes bid
20
documents a nd co ntract a wards o n opportunities.
its we bsite? What i s th e we bsite
address?
Do you h ave a pro curement plan? Yes, and it is updated regularly.
Is it updat ed regula rly? Whi ch
21
software do you use to pre pare and There is no spe cific sof tware, MS
update the procurement plan? Office is used.
How is prog ress monito red again st The contracting age ncies mo nitor
22
the procurement plan? progress.
If there are d elays, what measures According t o the l aw and the
23
are taken to recover from delays? conditions stipulated in the contract.
efficient; i.e.
a) How did the price obtained
compare with prices for the
(value for money)|
b) Goods: What is the duration b: The p rocess as a whol e, inclu ding
of the procurement the bidding process takes about 2 – 3
process? Describe the months
steps and time for each
step
c) Con sultants/Services: What
is the average duration for
24
hiring services?
Specifically: How much
time does the selection
process take? Who is
involved in the selection
process? Is the quality of Yes, the q uality of the se rvice
the service provided provided is measured
measured?
If there were discrepancies between Yes, causes for discrep ancies are
expected qu ality/output detecte d, analyzed.
analyzed?
25
Indenting/receiving
Page 135

available documentin g
Is there a m echanism in place to Relevant staff are asked for reasons if
take fee dback fr om pr ocurement problems occur.
26 staff and other official s how to
process in place?
Has your m inistry ever received Not known
funds from ADB?
27 If yes, for what purposes?
Do you h ave any ADB manual s No ADB manuals available
available?
On ave rage how often are you/i s Promotion is acco rding t o capa city
28
your staff promoted and relocated? and relocation is need based.
In you opi nion: How can th e Improvements are always possible No specifics were given
procurement p rocess be
improved/streamlined? Are there
29
steps in the pro cess which can be
left out? Are there ste ps which
should be included?
In whi ch field (s) of p rocurement d o In all fields of procu rement supp ort
you thin k yo u or your st aff need and training is needed
support? What kind of support?
a) H ardware
b) Software
d) IT training
30
e) Training on procurement
specific issues?
f) Are there to your
knowledge any training
facilities offering the kind of
Where?
Are there - to your knowledge - any Yes, implementation of a procurement
changes planned i n the system in MAIL is under way.
31
procurement law/procedu res in th e
near future?
Include any other Not answered
important/noteworthy finding s /
32
comments no t c onsidered in th e
questions above!
Page 136
Annex 5: Organizational Chart of MEW
Minister of Energy and Water Service Staff:

(Over Rank) Position Number Position Number
of Staff of Staff
Translator, Grade-1 1 Computer 1
(G-1) Operator G-1
Housekeeper G-1 1 Driver G-1 2
Service Staff, G-6 1
Secretary Chief of Staff
Rank (3) Rank (1)
Advisor General Directorate of

(Above Higher Rank) Monitoring and Evaluation
Deputy Minister for Deputy Minister for

Deputy Minister of
Energy Water
Administration &
Executive Affairs
Directorate of Donor General Directorate of General Directorate of General Directorate of General Directorate of
Relations Coordination Service Coordination Energy Programming Water Management Finance and
Administration
Page 137
Deputy Ministry of Administrative and Excecutive Affairs
Service Staff:
Position Number Position Number
of Staff of Staff
Deputy Minister of Translator G-2 1 Computer 1
Administrative and operator G-2
Executive Affairs Housekeeper 1 Driver G-2 1
(Above Higher Rank) G-2
Service Staff 1
G-6
Secretary
Rank (3)
General Directorate of
General Directorate of General Directorate of General Directorate of General Directorate of Service Coordination
Energy Programming Finance and Donor Relations Water Resource
Administration Coordination Management
Page 138
Deputy Ministry of Energy of the Ministry of Energy and Water

Deputy Minister of
Energy
Above Higher Rank
Service Staff:
Position Number Position Number of
of Staff Staff
Secretary Computer Operator 3 Housekeeper G-2 1

Rank (3) G-2
Driver G-2 3 Service Staff G-6 1
Director of Socio – Director of

Economic Policy Technical Policy
(Higher rank) (Higher Rank)
Secretary Secretary
Rank (4) Rank (4)
Economic Legal Expert Gender Expert Head of Thermal Head of Head of new and Head of
Expert Rank (1) Rank (1) Energy Engineering Unit renewable Energy Hydropower Unit
Rank (1) Rank (1) Rank (1) Rank (1) Rank (1)
Environmental Socio-cultural Atomic Expert Mechanical Solar Energy Micro Hydropower

Expert
Expert Expert Rank (2) Engineer Expert Rank (2)
Rank (2) Rank (2) Rank (2) Rank (2)
Mechanical Power Engineer Wind Energy Macro Hydropower

Expert
Engineer Rank (2) Expert Rank (2)
Rank (2) Rank (2)
Expert of Thermal Civil Engineer Expert of Biogas

and Diesel Energy Rank (2) Energy
Rank (2) Rank (2)
Page 139
Deputy Ministry of Water of the Ministry of Energy and Water

Deputy Minister of Service Staff:
Water
(Above Higher Rank) Position Number of Position Number of
Staff Staff
Computer 1 Housekeeper 1
Operator G-2 G-2
Driver G-2 3 Service Staff 1

Secretary G-6
Rank (3)
Directorate of Directorate of
Legal and Technical Policy
Economic Policy (Higher Rank)
(Higher Rank)
Secretary Secretary
Rank (4) Rank (4)
Gender Socio- Hydrogeology Civil and

Environment Cultural Hydro- Rank (1) Meteorology
Economy Law Rank (1) Hydrology Geology Industrial
Rank (1) Rank (1) technic Rank (1)
Rank (1) Rank (1) Rank (1) Rank (1) Rank (1) buildings
Rank (1)
Page 140
Organization of the Chief of Staff Office

Chief of Staff Service Staff:
Rank (1) Number Position Number
Position of Staff of Staff
Secretary Spokesperson Computer Operator 3 Driver G-2
1
Rank (4) Rank (2) G-2
1 Service Staff G-6
Parliamentary Housekeeper G-2 2
Relations (2)
1 Cameraman G-2
Photographer G-2 1
Information and Secretariat
Publications
R k (2) Rank (2)
Publications Audiovisual Magazine Secretariat Confidential Archive

Manager Documents Rank (3)
Member Orders and Decrees Archive Manager
Records Rank (3)
Member Member Member Rank (4)
R k (4)
Rank (4) Rank (4) Rank (4) Member Orders Member
Rank (5) Rank (5) Rank (5)
Member Member Member
Rank (5) Rank (4) Rank (4) Member Decrees Member
Member Confidential Makhzan(Store)

Rank (4) Documents Rank (4)
Rank (4)

External Relations
Rank (4)
Scholarships
Manager
R k (5)
Cultural and
Relations
Rank (5)
Page 141
Organization of the General Directorate of Monitoring and Evaluation
General Director of Service Staff:

Monitoring and Evaluation Translator G-2 Number of Computer Operator G-2
(Above Higher Rank) Staff-1 Numbrer of Staff-4
Housekeeper G-2 Number of Driver G-2 Number of
Secretary Staff-1 Staff-2
Rank (3) Driver G-2 Number of Staff- Service Staff G-6 Number
3 of Staff-2
Auditor in Chief Director of Functional Director of Quality

(Higher Rank) Inspection Control
(Higher Rank) (Higher Rank)
Secretary Secretary Secretary

Experts of Head of Quality Control Head of Environment,

Rank (1) Gender and Law
Auditor Functional Rank (1)
Rank (1) inspection
No of Post: 3 Rank (1)
No of Post: 6
Civil Engineer Controller Gender Expert

Rank (2) No of Post: 3 Rank (2)
Energy Controller Environmental Expert

Rank (2) No of Posts: 3 Rank (2)
Hydro-technique Legal Expert

Controller Rank (2)
Rank (2) No of Posts: 3 Page 142
General
Director of General Directorate of Service Coordination
Service
Coordination
(Higher Rank) 1- Department of Training Center No of Contracted Employees:
Computer Operator G-2 No-2
Driver G-2 No-2
Secretary Housekeeper G-2 No-2
Rank (3) Service Staff G-6 No-5
Electrician G-3 No-1
Cashier G-3 No-1
Cook G-2 No-2
Director of
Director of Director of Director of Director of Training
Cook Assistant G-4 No-1
Director of
Projects Technical Technical Project
Water Center Gardener G-2 No-1
Coordination Supervisio Services Development
n Facilities Rank (1) Carpenter G-2 No-1
Mason G-2 No-1
Bookkeeper G-6 No-1
Mullah G-2 No-1
Education Executive Mosque Attendant G-6 No-1
Section Section
Rank (2) Guard G-4 No-4
Rank (2)
Education Professional General Dormitory Maintenance Service Accountin Personnel

al Education Education manager Manager Manager g
Planning Rank (3) Rank (3)
Manager
Principle Principle Rank (3) Manager Rank (3)
Manager
Rank (3)
Education Education Head of Laboratory Lecturer Lecturer Laboratory Lecturer Lecturer Dormitory Technical Storekeepe Inventory Manager Assistant Attendanc
Member Member technician technician instructor r Manager of e Assistant
Capacity Rank (6) Rank (4) Rank (3) Rank (6) Rank (4) Rank (3) Assistant Rank (6)
Rank (5) Rank (4) Building No of No of No of No of Rank (4) Rank (5) Rank (4) Payment Rank (5)
No of post: 3 No of post: 3 Rank (4)
No. of Orders
Rank (3) Post: 5 Post: 6 Post: 5 Post: 6 post: 2 Rank (4)
Dormitory Assistant Assistant Assistant Assistant

in-charge Rank (5)
Rank (5) No. Rank (5) Rank (6) Rank (5)
of post: 2
Page 143
Director of
Coordination Projects General Directorate of Service
Development
2- Directorate of Projects Development Rank (1)
Service Staff:
Translator G-3 No-1 Translator G-3 No-3
Secretary Advisory Board
Housekeeper G-3 No-2 Driver G-3 No-2 Rank (4) Water Supply Designer Rank (2) No-2
Energy Supply Designer Rank (2) No-2
Driver G-3 No-3 Service Staff G-6 No-6 Hydrology Expert Rank (2) No-1
Hydrogeoloyg Expert Rank (2) No-1
IT Specialist G-1 No-1
GIS Expert G-2 No-2
Head of Head of Economic Head of Project

Projects and Technical Design Unit
Survey Unit Analysis Unit Rank (2)
Rank (2) Rank (2)
General General General General General Economist Hydro- Power General Manager General Manager
Manager of for Designing for Designing Power
Manager of Manager of Manager of Manager of Rank (3) technique Engineer Power Distribution
Exploratory Transmission lines
Geophysics Hydrogeology Hydrology Topography Grids
Rank (3)
Drilling
Engineer Rank (3) Rank (3) Rank (3)
Rank (3)
Rank (3)
Drilling Hydrogeology Hydrology Calculation of Environment Hydrogeology Power Engineer Power grid High voltage
Engineer Engineer observations and Social Engineer Rank (4) power
Geophysics Engineer design
Rank (4) transmission
Engineer Rank (3) Rank (3) Rank (3) No Rank (4) Expert Engineer Engineer
Rank (3 No of Posts: 2 No of Posts: 3 of Posts: 3 No. of Post; 3 Rank (4) Rank (3)
No of Posts: 3 Rank (3)
No. of Post: No. of post: 3
3
Drilling Hydrology Hydrology Level man Engineer of Designing High voltage

Engineer Engineer Rank (4) Sub-stations and power
Geophysics Engineer transmission
Transformers of
Engineer Rank (3) Rank (3) Rank 3 No. of Post: 3 Stations Engineer
Rank (3) No of Posts: 2 No of Posts: 3 No of Posts: 3 Rank (3) No of Posts: 4
No of Posts: 3 Rank (4)
No. of post: 3
Engineer of Grids
Hydrology Designing
Geophysics Technician Hydrology Observer Foundations
Technician Rank (4) No of Engineer
Engineer Rank (5) Engineer Rank (4)
Rank (5) No of Posts: 2 Rank (4) Rank (5) No of No. of post: 3 Posts: 2 Rank (5)
No of Posts: 3 Posts: 3 No. of posts: 2
Page 144
Director of Projects
Development
Secretary
Rank (4)
Head of Technical Head of Research Center for Water, Soil Head of Water Projects
Documents Unit and Construction Materials
Rank (3) Rank (2) Design
Rank (2)
Head of Head of General General General Manager Laboratories ‫ﺁ‬Head of Head of Head of Head of
Manager of Manager of Designing Metal
Trace Maps Sedimentatio of Modeling Manager Hydro- drainage Designing
men Unit Printing Undergroun n Rank (3) Rank (3) technique designing Canals Elements and
d Water Rank (3) Pump-Stations
Rank (3) Rank (3) Resources
facilities Rank (3) Rank (3) Rank(3)
Rank (3) Design
Rank (3)
Trace Technical Undergroun Engineer for Engineer Water Engineer of Drainage Canals Gates
d Water calculation for physical Engineer Constructi storage Water
man of Assistant design Designing and
Management of Modeling of for physical on Soil Lab. dams diversion
maps of Map Engineer sedimentatio water Modeling of Materials dams and Engineer Engineer elevators
Rank (3) ns
Engineer design canals
Rank (3) Printing facilities power Lab. Rank (3) Rank (3) design
Rank (3) Rank (3) Engineer designing
No. 3 Rank (4) Rank (3) installations Engineer Rank (3) Rank (3) No-2 engineer
No: 2 No. 2
No. 2
Profession Undergrou Engineer for Engineer Engineer Engineer Engineer Water Engineer of Canals Pump Gates
al assistant nd Water calculation for physical for physical of water storage Water
Librarian of of soil diversion Drainage Designing Station and
in Regulation Modeling of Modeling of chemistry dams
Rank (4) sedimentatio water power mechanic dams and design Engineer Designing elevators
Technical Engineer ns and design canals
Archives Rank (4) facilities installations microbiolo
s lab Engineer
Engineer Rank (4) Engineer design
Rank (3) designing
Rank (5) Rank (4) Rank (4) gy lab Rank (4) Rank (4) Rank (4) Rank (4) No-2 Rank (4) engineer
Rank (4) No: 2 No. 2 No-2 Rank (4)
No. 2
Engineer of
Undergroun Engineer Power Engineer Water Water
Canals Gates and
d Water Installations diversion elevators design
for water of soil storage dams and Designing
Management Standard/no engineer
facilities chemistry dams canals Engineer
Engineer rm engineer Rank (5)
Rank (5) Standard/n Rank (4) design designing
orms
lab Engineer Rank (5)
Rank (5) No. 2
Rank (4) Rank (5) Rank (5) No. 2 No-2 Page 145
No: 2
Translator G-3 No-1

Projects Housekeeper G-3 No-1
Coordination Driver G-3 No-10
Department IT G-1 No-2
Rank (1) Mechanic G-2 No-1
Cashier G-2 No-1
Storekeeper G-2 No-1
Secretary Guard G-4 No-1
Head of Control Head of Finance Head of Head of Technical Head of Projects

and Supervision and Accounting Procurement Unit Reforms Unit
Unit Unite Rank (2)
and Advisory Board Rank (2)
R k (2) R k (2) Rank (2)
Environmental Hydro-technique Manager of Accounting Inventory Contracts Evaluation Construction Geodesy Engineer Planning
Engineer Committee Supervision Engineer Manager
Expert (money) orders Manager manager Rank (3) number of Rank (3) Number of Rank (3)
Rank (3) Rank (3) Number Rank (3) Rank (3)
Rank (3) Rank (3) Post: 3 Post: 2
fP t 2
Social Expert Agriculture Finance Bookkeeper Inventory Procurement Hydro-technique Hydrogeology Statistics
Engineer Assistant
Rank (3) Engineer Assistant Rank (4) Assistant Manager Rank (3) Number
Engineer
Rank (4)
Rank (3) Rank (4) Rank (4) Rank (3) fP t 3 Rank (3)
MIS Assistant Economics Storehouse Procurement Hydro-technique Hydrology Engineer Transportation

Engineer Rank (3) Number of Assistant
Rank (4) Expert assistant Assistant Rank (4) Number Post: 2 Rank (4)
Rank (3) Rank (4) Rank (4) fP t 2
Economist Meteorology Engineer

Rank (3) Number of
Rank (3) Post: 2
GIS Expert Environmental

Rank (3) Expert
Rank (3)
MIS Expert Social Expert

Rank (3) Rank (3)
Page 146
Maintenance director
Service Staff:
Water facilities
Rank (1) Housekeeper G-3 No-1
Service Staff G-6 No-2
Secretary
Rank (4) Driver G-3 No-3
Computer Operator G-3
Maintenance manager Machinery Technical Assistant Head of Dams Maintenance No 1
Canals and origin of canals in dams
Rank (4) Unit
Rank (2) Rank (2)
Maintenance engineer Drought management Engineer for determination of

Canals and origin of canals in dams flood related losses
Engineer
Rank (4) Rank (3)
( 4 ) ‫رﺗﺒﻪ‬ Rank (3)
Maintenance engineer Dam Safety Engineer Drought management Flood Control Engineer
Canals and origin of canals in dams
Rank (4) Engineer Rank (4)
Rank (4)
Rank (4)
Engineer Technical Maintenance Engineer for hydro-

Protection of water facilities Technical assessment of projects of
Engineer
Rank (4) storage dams
Rank (4) Rank (4)
Engineer for hydro-

technical assessment of projects
of canals and origin of canals in
dams
Rank (4)
Water Cadastre Engineer

Rank (4)
Page 147
Director of Technical
Service
Rank (1)
Secretary
Rank (4)
Head of Finance and Head of deep wells Head of Technical

Administration excavation Services
Rank (2) department
Rank (2)
Rank (2)
Operation and Finance HR Manager Hydro-Geology Drilling Transport Workshop Manager of

Maintenance
Manager Manager Rank (3) Manger Manager Manager Manager Description
Rank (3) Rank (3) Rank (3) Rank (3) Rank (3) Rank (3) Rank (3)
Service Assistant of Executive Hydro-Geology Compressor Measurement Technical Technical Mechanic Description
(money) orders Engineer pump Engineer
Manager Rank (4)
Assistant Assistant Assistant Assistant Engineer Assistant
Rank (4) Rank (4) Rank (3) rank (3) Rank (4) Rank (4) Rank (5) Rank (3) Rank (4)
Service Cash Assistant of Hydro-Geology Compressor Transport Technical Mechanic Description

attendance (book) Engineer pump Technician
Assistant Assistant rank (3)
Assistant Assistant Engineer Assistant
Rank (4) Rank (5) Rank (4) Rank (5) Rank (5) Rank (4) Rank (4)
Maintenance Inventory Admin Hydro-Geology Drilling

Assistant assistant Assistant Engineer Engineer
Gardener Draft man Mechanic

Rank (7) Rank (4) Engineer
Rank (3)
Technical Archive Drilling

Assistant
Rank (5)
Technician
Rank (4)
Technical
Assistant
Rank (6) Page 148
General Directorate of Service Coordination

6- Technical Supervision Directorate
Technical Supervision Director Service Staff:
Rank (1)
Housekeeper G-3 No-1
Driver G-3 No-3
Secretary Service Staff G-6 No-2
Rank (4)
Head of Technical Supervision of Head of Technical Supervision of

Water Projects Energy Projects
Rank (2) Rank (2)
Head of hydro-technical Engineering Head of hydro-technical Engineering Head of Energy Engineering Group # Head of Energy Engineering Group #
group#2 group#1 2 1
Member of Group #2 Member of group #1 Member of group #2 (energy Member of group #1 (energy
Hydro-technical engineer Hydro-technical engineer engineering) engineer)
Member of Group #2 Member of group #1 Member of group #2 (mechanics Member of group #1 (mechanics
Hydro-technical engineer Hydro-technical engineer engineer) engineer)
Member of Group #2 Member of group #1 Hydro-technique Engineer Hydro-technique Engineer

Metal structures engineer Metal structures engineer Rank (4) Rank (4)
Rank (4) Rank (5)
Technician Technician Civil Engineer Civil Engineer

Page 149
General Directorate of Energy Programming

General
Director of Service Staff:
Energy
Programming
Computer Operator G-2 Translator G-2 No-1
No-6
Driver G-3 No-2 Housekeeper G-2 No2
Secretary Advisors:
Rank (3) Õ Economic Rank Service Staff G-6 No3 Driver G-2 No-5
(1)
Õ Gender Rank (1)
Programming
Secretary
Rank (1)
IT Rank Databas
(2) e
Rank (1)
Thermal and Director of Director of Director of Department

Diesel Energy Water New and Energy of
Transmission Engineering
Director Energy Renewable and
Rank (1) Rank (1) Energy Rank (1)
Distribution
Secretar Secretar Secretar Secretar Secretar

y Rank y y y Rank y
(4) Rank (4) Rank (4) (4) Rank (4)
Head of Head of Head of Head of Macro hydraulic Micro Head Head of Head of Head of Head of Civil
power hydraulic
Energy Mechani
Thermal Diesel Atomic Coal Biogas Wind Solar high low voltage Head
Energy Energy Energy Energy
generation head power
Production Energy Energy voltage section
Head cs head
Rank (2) generation Engineer
Rank (2) Rank (2) Rank (2) Unit head Programs Unit Unit section rank (2) engineer engineer
Rank (2)
Thermal Diesel Atomic Coal Plant HydroTech HydroTech Biogas Wind Solar Engineer Engineer Power Constru Mechani
Energy Energy Energy Specialist nic Expert nic Expert Energy Energy Energy of of medium
Specialist Specialist Specialist Rank (3) Rank (3) Rank (3) Specialist Specialist Engineer transmissio voltage
Energy ction c
Rank (3) Rank (3) Rank (3) Rank (3) Rank (3) Rank (3) n lines power grid Enginee Enginee Enginee
Rank (3)
Thermal Diesel Atomic Water HydroTec HydroTec Organic Wind Solar Substation Engineer of
Energy Energy Chemistry Supply hnic hnic Chemistry Engineer low voltage
Specialist Specialist
Energy Energy Rank (3) power grid
Expert Expert Engineer Engineer Engineer
Rank ( 3) Rank (3) Enginee Enginee Rank (3
Atomic
Physics
Specialist
Rank (3)
Page 150
Directorate of Donors’ Relations Coordination
General Director of Service Staff:

Donors’ Relation Computer Operator G-3 No-4 Translator G-1 No-1
Coordination
Driver G-1 No-2 Housekeeper G-3 No-1
(Higher Rank)
Service Staff G-6 No-2 Driver G-2 No-1
Secretary
Rank (3)
Head of Head of Development Head of

Development Assistance Financial Information and
Management Unit
Assistance Rank (1)
Reporting Unit
Attraction Rank (1)
Rank (1)
Programming/Pla Economic Expert International Financial Expert Internal External

nning Relations on International Legal Agreements Economist Reporting Expert Reporting Expert
Expert funding Relations Expert Rank (2) Hydro-technique Hydro-technique
Rank (2) Rank (2) Rank (2) Engineer Engineer
Rank (2) Rank (2)
Page 151
General Directorate of Finance and Aministration

Finance and
Administration Director
(Higher Rank)
Service Staff:
Computer Operator G-3 No-1 Translator G-1 No-1
Driver G-1 No-1 Housekeeper G-3 No1
Secretary Driver G-2 No-3
Rank (4)
Human Resource Finance and Logistics Director Procurement Director IT

Director Accounting Director Rank (2) Rank (1) Rank (2)
Rank (1) Rank (1)
Head of Head of Accounting Unit Service Manager Head of Contracts Unit Software
Recruitment/Dismissals Rank (2) Rank (3) Rank (2) Rank3)
Rank (2)
Head of Organizational Head of Budget Unit Transport Manager Head of Quotations Receiving Hardware
Development, Evaluation Unit
Rank (3)
and Capacity Building
Rank (2)
Head of Awareness
Promotion and Work Safety
Rank (2) Page 152
Human Resource Department of the General Directorate of Finance and Admin

Finance and
Administration Director
Service Staff:
Secretary Rank (4) Computer Operator G-3
Human Resource Director No-6
Rank (1)
Secretary Rank (4) Driver G-3 No-1
Head of recruitment Rank (2) Head of Awareness Promotion and
Head of Organizational
Development, Evaluation Work Safety Service Staff G-6 No-3
and Capacity Building Rank (2)
Head of recruitment Rank (3) R k (3)
Awareness Manager Rank
Evaluation Manager
Head of interviews/ recruitment Legal Awareness Manger
Rank (3) Rank (4)
(4)
Manager of civil servant rank Member Rank (4) Member rank (5)
(5)
Credential s Evaluation
Assistant
Member Rank (4) Safety Manger Rank
Form Distribution and Filing Database Rank (4) Work Condition Supervise Rank
Rank (7)
Form Distribution and Filing Member Rank (5) Member rank (5)
Rank (7) Strategic Planning and
Interview Assistant Organizational Development Member Rank (5)
Rank (6) Manger Personal Protection
Rank (3) of Employees Rank
Candidates Files Assistant Rank Strategic Planning Manager
Member rank (5)
(7) Rank (4)
Candidates Files Assistant Rank Member rank (5)
Manager of interview with (7)
contact employees
Rank (5)
Assistant for forms distribution and

Document Evaluation
Assistant for interviews and

testing rank (6)
Personnel Manger Rank
Personal Affairs of Civil Servants
Rank (4)
Biodata Records
Rank (5)
Attendance Book Assistant of Civil
S t R k (6)
Capacity Development Recording
Rank (5)
Personal Affairs of Contracted Appointments In-charge

Employees Rank (6)
Biodata Records
Attendance Book Assistant of
Contracted Employees Rank (7)
Capacity Building and Promotion
Record Assistant Rank (6)
Page 153
Appointments in-charge
TARank
7088-AFG
(7) / Landell Mills Ltd / Final Report: Volume II – Supplementary Appendixes / September 2009
Department of Finance and Accounting of the General Directorate of Finance and Administration
Finance and
Service Staff:
Administration
Director Computer Operator G-3 No-4
Secretary
Rank (4) Cashier G-3 No-3
Finance and Accounting Director Driver G-3 No-1
Rank (1)

Secretary
Rank (4) Storekeeper G-2 No-3
Head of accounting section Budgets In-charge

Rank 2) Rank (2)
Cash accounting manager Development Budget

Rank (3)
Manager
Rank (3)
Salary orders manager

Rank Advance orders manager Accounting manager Member
(4)
Civil servant salary orders Ordinary budget accounting manager Development accounting manager
manager
Salary orders Ordinary orders Development rank (5) Member
manager manager orders manager Rank (5)
Rank (5) Rank (5)
Assistant accountant for miscellaneous
Member Member Member Logistic costs orders Miscelleneous Project accounting orders Member
Rank (6) Rank (6) Rank (6) Member accounting assistant accounting assistant rank (6) Rank (6) Rank (4)
Rank (6) Rank (6) assistant
Rank (6) Member
Member Member Member Rank (7) Member
Rank (7) Rank (7) Member Member
Rank (6) Member Rank (5)
Rank (7) Rank (7)
Rank (7) Member
Member Rank (7) Member Member Member
Member
Member
Member Rank (7) Member Member Member
Rank (8) Rank (8) Rank (8) Member
Rank (7)
Rank (7)
Member
Rank (8) Member Member Operating Budget
Rank (8) Manager
Rank (8)
Rank (3)
Inventory manager Central Budget Manager

Rank (3) Rank (4)
Member
Department of Department of
registration distribution Rank (5)
Rank (4) Rank (4)
Member
Member Member Rank (6)
Member Member Rank (5) Rank (5)
Rank (5) Rank (5) Member Rank (7)
Member Member Rank Provincial Budget
Rank (6) (6) Manager
Member Member Rank (4)
Rank (6) Rank (6)
Rank (7) Rank (5)
Rank (7)
Member
Rank (6)
Page 154
Member
TA 7088-AFG / Landell Mills Ltd / Final Report: Volume II – Supplementary AppendiRank
xes (7)
/ September 2009
Logistics Department of the General Directorate of Finance and Administration
Finance &
Mason G-2 No-1 Computer Operator G-3 No-2
Administration Director Carpenter G-2 No-1 Housekeeper G-3 No-1
Mullah G-2 No-1 Driver G-3 No-2
Secretary Mosque Attendant G-4 No-1 Driver G-2 No-1
Rank (4) Electricity Technician G-1 No-2 Driver G-1 No-1
Logistics Head Telephone Operator G-3 No-2 Blacksmith G-2 No-1
Rank (2) Guard G-4 No-10 Auto Mechanic G-2 N-2
Secretary Central Heater and Generator Welder G-2 No-1
Rank (3)
Operator G-2 No-2
Service Manager Transport Manager Painter G-2 No-1 Welder G-2 No-2
Rank (3) Rank (3) Plumber G-2 No-2 Assistants G-4 No-4
Maintenance Manager CookandG-2
Regulation No-3
oil manager Gardener G-2 No-4
Rank (4) Cook RankAssistant
(4) G-4 No-2 Dinning Room Attendant G-6 No-3
Construction Manager Vehicles Coordinator
Rank (5)
Rank (5)
Member Rank Member Rank (6)

(6)
Member Rank (7) Member Rank (7)
Facilities and networks Manager for calculation of oil

Rank (5)
Rank (5)
Power and Telephone Manager Member Rank (6)

Rank (6)
Member Rank (7) Member Rank (7)
Water Network Manger Technical repairs

Rank (6)
Technical Assistant Mechanical service engineer

Rank (7) R k (5)
Head of club Technical Assistant
Rank (6) Rank (6)
Engineer for mechanic heavy repairs
Rank (4)
Member Rank (7)
Manager for provision of daily services Mechanic Engineer
Rank (4) Rank (6)
Manager of cleaning Technical Assistant

R k (5) Rank (7)
Assistant Rank (6) Mechanic Engineer

Rank (6)
Manager of gardening Page 155

Technical Assistant
Rank (7)
Rank (5) TA 7088-AFG / Landell Mills Ltd / Final Report: Volume II – Supplementary Appendixes / September 2009
Assistant Rank (6)
Finance and
Administration
Service Staff:
Procurement Secretary Computer Operator G-3 No-2
Department Rank (4)
Procurement Director Driver G-3 No-1

Secretary
Rank (4)
Contracts Unit Section of getting quotations

Rank (2) Rank (2)
Administrative Contracts Administrative Procurement

Manager Rank (3) Manager Rank (3)
Manager of tenders Manager of orders and getting

Rank (4) quotations
Contract evaluation manager Manager of orders

Rank (5) Rank (5)
Member Member
Rank (6) Rank (6)
Manager of tenders Member

Rank (5) Rank (7)
Member Manager of getting quotations

Rank (6) Rank (5)
Development Contracts Member

Manager Rank (6)
Manager of evaluation Member

Rank (5) Rank (7)
Member Development Procurement

Rank (6) Manager Rank (3)
Manager of orders and quotations for the
Tenders Manager headquarters
Rank (5) Rank (4)
Member Manager of orders

Rank (6) Rank (5)
Customs Documents Process Member

Manager Rank (5) Rank (6)
Member
Rank (6)
Page 156
IT Department of the Directorate of Finance and Administration

Director of Finance
and Administration Service Staff:
Secretary
Rank (4)
IT Department Head
Secretary
Rank (4)
Software Hardware
Rank (3) Rank (3)
Software Technician
Hardware Technician
Rank (4)
Rank (4)
Technician Technician
Rank (5) Rank (5)
Software Technician Hardware Technician

Rank (4) Rank (4)
Technician Technician Page 157

Rank (5) TA 7088-AFG / Landell Mills Ltd / FinalRank (5)Volume II – Supplementary Appendixes / September 2009
Report:
Water Facilities Planning Department

Service Staff:
Water Management General

Translator G-2 No-1
Director
Higher Rank Computer Operator G-2 No-2

Secretary Economic Expert Rank (1)
Rank (3) Legal Expert Rank (1) Driver G-2 No-5
Water Rights Director Director of water facilities Water Resources Director

‫رﺋﻴﺲ ﭘﻼن ﺗﺎﺳﻴﺴﺎت ﺁب‬
Rank (1) planning Rank (1)
( ‫رﺗﺒﻪ ) اول‬
Rank (1)
Secretary
Rank (4)
Head of drinking water and Head of riverbank Head of canals and origin Head of storage dams
prevention of water pollution strengthening of canals Rank (2)
Rank (2)
Rank (2) Rank (2)
Engineer of drinking water and Engineer of riverbank Engineer of canals and Engineer of storage dams
prevention of water pollution strengthening origin of canals Rank (3)
Rank (3)
Rank (3) Rank (3)
Engineer of drinking water and Engineer of riverbank Engineer of canals and Engineer of storage dams
prevention of water pollution strengthening origin of canals Rank (4)
Rank (4)
Rank (4) Rank (4)
Technical assistant of drinking Technical assistant Technical assistant Engineer of estimation of

water and prevention of water Rank (5) Rank (5) damage to dams
pollution
Rank (2)
Rank (5)
Liaison assistant Technical assistant

Rank (6) Page(6)158
Rank
Organization of the Water Rights Director of Service Contract Staff:

Water Rights
Department of the General Rank (1) Computer Operator G-3 No-1
Directorate of Organizing Water Housekeeper G-3 No-1

Driver G-3 No-1
Resources
Secretary Service Staff G-6 No-2
Rank (4)
Underground Surface Water Border Rights

Water Rights Rights Administrator
Administrator Administrator Rank (2)
Rank (2) Rank (2)
Underground Hydro License Water Surface International Border

Water Geology Engineer Disputes Water Rights Water Rights Water Data
Sanitation Engineer Rank (3) Resolution Engineer Engineer Collection
Engineer Rank (3) Engineer Rank (3) Rank (3) Engineer
Underground License Water Water Statistics Relations Border

Water Issuance License Disputes Orders Assistant Water Data
Sanitation Engineer Assistant Resolution Evaluation Rank (5) Collection
Engineer Rank (4) Rank (4) Engineer Assistant Assistant
Water Technical
Sanitation Assistant of Page 159
Link License TA 7088-AFG / Landell Mills Ltd / Final Report: Volume II – Supplementary Appendixes / September 2009
Assistant Rank (5)
R k (4)
Directorate of Water Resources of the General Directorate of Water

Director of Water
Resources
Rank (1)
Contracted Employees:
Technical Archive Storekeeper G-3 No-1
Secretary Housekeeper G-4 No-1
Rank (5)
Meteorology Unit Hydrology Unit Plasterer G-5 No-6
Rank (2) Rank (2)
General General Manager Hydro Geology Modeling General Hydro Geology General
of Hydroroetry General Manager Manager Manager
Manager of Rank (3) Rannk (3) Rank (3)
Meteorology Rank (3)
Climate Assistant Hydrometry Accounting manager Statistics Collection Hydro Geologist
Observation Assistant Hydrometry Accounting assistant Statistics Collection Hydro Geologist

Metereology facilities Hydrometry Accounting assistant Statistics Collection

manager Rank (6) Engineer
Metereology facilities Metereology facilities Hydrometry Accounting assistant

manager manager Rank (7)
Accounting Unit Sedimentology Data base assistant

manager Rank (5)
Rank (5) Rank (4) (5) ‫رﺗﺒﻪ‬
Database Sedimentology Manager of facilities

assistant Rank (5) Rank (4)
Rank (5)
DEPARTMENT FOR Officer of facilities

SNOW AND
Lab technician
Rank (5)
GLACIERS SURVEY Rank (6)
RANK (3)
Accounting assistant Accounting assistant Officer of facilities

Rank (5) rank (5) Rank (6)
Manager of snow and Officer of facilities

glaciers survey rank Rank (7)
(4)
assistant of snow and glaciers

survey rank (5)
Page 160
Annex 6: MAIL Organogramme
MAIL
Gen Dep Prog Chief of

Impl.&(Coordination Staff
(Rank1) (Rank 2)
Directorate of
Emergency M&E Depar Depar of Prog Int. Audit Advisory
Response(Rank (Rank 2) Dev and Dep(2) boar (3) for
3) M Coor(2) 9 posts
Finance& Tech. Irrig. Natural

Admin.Deputy Deputy resources Deputy
(Over rank) (over rank
FIn
DG Fin.& DG HR & CB Dep Extension and Gen.Dep of Gen.Dep GD Food D. Const. Irrigation Dep. GD natural G.Dep Plan and
GD Properties Admin(1) Provincial resarch Gen. Agricul. Anim Security‫ﻣﺼﻮﻧﻴﺖ‬ Rank (2) resources coordination
&Land Affairs Dep(1) Services (1) Husbandry & Quality cont Agricul.Affair Rank (1)
Relation(2) Rank (1)
Management( ‫رﻳﺎﺳﺖ ﻋﻤﻮﻣﯽ ﻣﺎﻟﺪارﯼ‬
Rank (1) s
Rank-1) ‫ﺖ ﻴ اﻧ ﺑ ﺖ‬
Rank (2)
Land Admin Dep Publishing Research Protection Animal Eng. & Eco-Socail Forests Dep Statistic and
Dep. Survey Market info
Settlement Dep Rank (2) Dep. Rank Depa Rank
Rank(2)
Health Dep Estimation Rank (2)
(2) Rank(2) Director Directorate
Rank (2) (2) Directorate
(Rank 3) Rank (3)
(Rank 3)
Employment Extension
‫رﻳﺎﺳﺖ ﺗﻨﻈﻴﻢ و ﺗﻮزﻳﻊ‬ Tech & Dep.(Rank 2) Agric. Anim Const Irrig Plan Rangeland Invest. Dep
‫زﻣﻴﻦ ﺑﺴﺖ دوم‬ Transport Employees'
Dep(Rank 2) Modernizatio Husbandry Design and Dep Rank in Agr.
Engineering
Dep(Rank2) Relation n Dep Services Directorate Management (2) sector Rank
Directorate (Rank 2) (Rank 2) Rank (3) Rank (3) (2)
(Rank3) Horticulture
directorate
Foreign
(Rank 3) Alternative Nomads O&M of Irrig Protected
Relation‫ﻣﺮﻳﺖ‬
Consolidation Finance& Evaluatio&Bio Employment System s
torate livelihood Directorat Aread Dep.
and Accounting Directorate Rank (3) Directorate
Date of Dep e Rank Rank (2)
Coordination Dep(Rank- Household Rank (3)
Dep (Rank-2) 2)
employees (Rank-3) Economy
(Rank 2) (3)
(Rank3)
Dep(Rank2)
Cooperative Cereals Implement.&
Procur. Dep Admin CB s Dep. Strategic Supervision Gen Office
(Rank-2) Development Directorate Veg. (Rank 2) Reservoir for Dev. and
Irrig
Directorate (Rank 3) Directorate Dep Rank implem of
Directorate
(Rank 3) (Rank(3) Agr. Laws
Rank (3)
Rank (4)
G.Office for Food stuff
Flowering (Rank4) Quality
control
Rank (2)
Dep. For plant
cereals Dev
(Rank2)
Page 161
Appendix I – Financial Management Assessment of NVDA
APPENDIX I – FINANCIAL MANAGEMENT ASSESSMENT OF THE NANGARHAR

VALLEY DEVELOPMENT AUTHORITY (NVDA)
1. Introduction
1. ADB intents to finance in form of a grant of US$ 300 millio n under the instrument of a MFF
the Water Resources Development Investment Program (W RDIP) in Af ghanistan. The Executi ng
Agency – as for other programs and projects in ot her sectors – is the Ministry of Finance (MoF).
Agriculture, Irrigation and Water (MAIL). Under MAIL, a PMO will be set up at the Nangarhar Valley
Development Authority (NVDA), which belongs to MAIL, in Jalalabad for management of the NVDA
Improvement Component.
assessment of the Financial Management Capacity of the EA and IEs, includ ing NVDA. This
includes a review of the internal structure and man agement capacity regarding fina ncial
management and procurement, a vailability of resources including personnel; the scope of
budgetary support and other income; availabilit y of IT equipment and software and experience in
implementing externally financed programme, specifically ADB funded projects. An analysis of the
EA, IEs an d the planned PMO/PI O including accounting , reporting, auditing, internal cont rol
systems, IT and capacity of personnel was carried out.
3. ADB’s Financial Management and Analysis of Projects (the Guidelines, 2005) and Financial
Due Diligence Methodology were u sed as guid ance for the assessme nt. In the case of NVDA,
interviews with the Vice-President (Tech) and the Director of Finance took place. A consultant paid
by USAID provided a translation and explanation of the organizatio nal chart of NVDA he was
working on (see the Co mponent 2 feasibility report). The interviews we re followed up by sendi ng a
translated version of the questionnaire ADB uses for this purpose to Jalalabad. ADB’s checklist for
the Executing Agency Capacity Assessment in Procur ement was used for a questionn aire
regarding procurement issues. Once returned the question naires were re-translated into English.
Some of the information gathered during the meeting and th rough the filled questionnaires was re-
confirmed or compleme nted by pho ne calls. Th e structure of the FMA follows the sequence of
topics in the questionnaire.
2. Summary Findings of the FMA for NVDA
4. Implementing Agency: MoF is the Executing Agen cy; MEW and MAIL are the
Implementing Agencies. Over the l ast few yea rs MoF has gathered experience with externally
financed programs/projects; including programs/projects funded by ADB. By contract NVDA has no
experience with the imp lementation of externally funded projects/progra ms. Many of the long term
civil servants working fo r NVDA are approaching retirement age and might over the coming years
be substituted by university graduates with bett er qualifications – thoug h the salary levels offer ed
do not work as an incentive.
5. NVDA prep ares regular and reliable financia l statements and keeps record of financial
transactions and balances. Safegu ards for assets are in place. NVDA prepare s and submits
required financial documents to MAIL, the Municipality and the Provincial Governor.
6. Fund Flow Arrangements: The bu dgeting and fund flow system established for NVDA is
inadequate; delays in the approval process an d payments cause freq uently problems as ma ny
activities are linked to the seasons of the year.
7. NVDA Staffing: In th e Finance and Procurement Dep artments NVDA count s with a
number of staff working for several years in the same depa rtments and position s; the majority of
staff working at the headquarters of NVDA lack English language skills completely.
Page 162
8. Accounting Policies and Procedures: Policies and Procedures are based on GoA
standards. Accounting is manual (f orms filled by hand and spreadsh eets) and i s based on GoA
standards.
9. Internal Audit: MoF maintains within NVDA a Financial Controller.
10. External Audit: Local Govern ment Authorities (Municipality and Go vernor’s Office) have
the right to audit NVDA at any given time.
11. The PMOs and PIOs under the Implementing Agencies MEW and MAIL will be au dited by
independent external auditors. Auditing will be done in accordance with International Standards on
Auditing; this will be stipulated in the FFA and RRP.
12. Reporting and Monitoring: Reporting (reports are manua lly prepared) is regular. The
financial monitoring syst em (AFMIS) introduced by MoF for line ministrie s has not re ached NVDA
yet.
13. Information Systems: The use of computers and software packages, specif ically in
Finance and Procurement, is not common.
3. NVDA Present Situation
14. NVDA has no experience with mana gement and implementation of ADB programs/projects
and no knowledge of ADB guidelines and procedures.
15. While MoF i s the Execu ting Agency for WRDIP, MEW and MAIL will be the Imple menting
Agencies. The Program Steering Committee (PSC) to be established to provide guidance on policy
and program related issues will be chaired by MEW and meet quarterly (or six-monthly).
16. NVDA is proposed for the implementation of the NVDA ImprovementComponent of WRDIP.
17. Though NVDA owns a number of income ge nerating enterprises, fin ancial reso urces to
cover operational costs are scarce.
18. The HQ of NVDA in Jalalabad consists of several older building s located on a wide
gardenlike terrain which is surround ed by high walls. The offices are sp acious, but come only with
a minimum of old and worn down of fice furniture. Only a few offices are equipped with Computers
and ACs.

19. Grant proceeds will be disbursed in accordance with ADB’s Loan Disbur sement Handbook
(January 2007). A first generation i mprest account will be opened at a bank acce ptable to ADB.
The imprest account will be managed, replenish ed and liquidated by th e PMO in accordance with
ADB procedures. Details will be part of the agreement between the Beneficiary and ADB. A second
generation imprest account for the field office in Jalalabad might be considered.
Staffing
20. NVDA has 17 Departments, includ ing the Finance and Accounting Department an d the
Service Department under which the Procureme nt section is located. NVDA keeps a liaison off ice
in Kabul headed by an Executive Manager. NVDA has a total staff number of approximately 1,700
of which several hundred work at headquarters in Jalalabad. Most o f the
administrative/finance/procurement staff are n ot far away from retirement. Youn g well train ed
professionals cannot be attracted to work as civil servants by the lo w s alary levels NVDA has t o
offer.
Page 163
21. With two exceptions – t he Vice Pre sident (Tech) of NVDA, Mr. Abdul Ahmad Loqmani and
Mr. Matiullah Mujaddidi, Finance Director of NVDA – all the ot her staffs working at the
headquarters of NVDA lack Engli sh language skills complet ely. There i s also a la ck of computer
skills and knowledge of the overall financia l management and procure ment process (everybod y
knows the part where working well).
ministries, including MEW and MAIL. PMOs wi thin MEW and MAIL will be set-up to manage and
coordinate program activities; the PMOs will have staff with adequate qualifications and experience
to impleme nt WRDIP. The PMOs will be h eaded by a Program Director a ppointed by the
Implementing Ministries and endorsed by ADB. The PMO will have specialized staff for finance and
procurement. It is envisaged that the PMO es tablished at NVDA for the implementation of the
NVDA Improvement Component w ill have at least one international and one n ational fina nce
specialist, one international and one national procurement specialist, and an accountant.
23. Financial management and implementation of WRDIP lies with MEW a nd MAIL, which will
recruit addit ional qualified staff at market pr ices and place them wh ere needed to meet ADB
standards.

25. Accounts in NVDA are prepared manually, as is the pa yroll for 1,700 staff members.
Reporting is also manual. All re cords – since the estab lishment of NVDA – are kept in t he
basement of one of the office buildings; searching for specific documents from several years a go
might prove to be difficult.
26. The Internat ional Finan cial Management Specialist at the PMO with support from senior
finance staff at NVDA will assi st in the preparation of financial reports, compilation of supportin g
documents for expenditure, approval of payments and timely submission of finan cial re cords to
MoF.
27. As practice d and preferred in other donor funded programs and projects the P MO will
procedures are up-to date with accounting policy changes issued by MoF and/or ADB. The PMO
applied by the PMO. Program accounts will be consolidated through the Special Disbursement Unit
of MoF.
28. A clear segregation of duties and responsibilities will be implemented in the PMO. The
Program Director is a uthorized to execute pr ogram tran sactions. The International Financial
Management Specialist will ensure t hat all trans actions are adequately recorded. Payments are
approved by the PD. A s econd signatory will be appoi nted to counter sign all financial documents.
At field level a Sr. Finance Officer will record all transactions and report to PMO.
Budgeting System
29. As common for GoA ag encies the NVDA budget is divided into an Operational Budget and
a Development Budget.
30. The annual budget is formulated by the Government (Ministries) an d approved by th e

National Assembly, steps and procedures are described in the Budget Law and regulation s
complementing the law.
Page 164
31. The Implementing Agencies for WRDIP are the MEW and the MAIL. The Nangarhar Valley
Development Authority, which belo ngs to MAIL is envisa ged as a h ost for the PIO/Field Offic e
responsible for the implementation of the Lower Kabul Basin Water Resources Development Sub-
Program.
Internal Audit
32. The MoF has an Internal Audit Department (IAD), which is staffed with well versed auditors.
Manpower and technical capacity to conduct audits with in other ministries is limited. Audits are
undertaken on an annu al basis. Th ough formally WRDIP c an be inclu ded in the internal audits
conducted by MoF an d the contr ollers de legated to MEW and MAIL it i s doub tful that th is will
happen in practice.
External Audit
Fiscal Year on the financial statements of the pr evious year. The audit report includ es opinions on
revenues a nd expenditure, provide s certificat ion on the u se of the b udget and recommend s
MAIL) it seems that findings and recommendations are rarely shared with those staff that would be
of systems.
34. MEW and MAIL will prepare and maintain through the PMOs separate account s for all
program related transa ctions. Stan dards will b e at a level acceptable t o ADB and in accordan ce
with the stip ulations of t he FFA, the recommen dations of t he financia l manageme nt assessment
and ADB guidelines. The PMOs will consol idate the ac counts for a ll activities and submit them to
MEW/MAIL from where they will be reviewed and forwarded to MoF and ADB. MEW and MAIL will
propose an d establish an external audit pro cess which include s n ot only fina nces, but a lso
performance.

35. MAIL through the PMO will submit quarterly and annual progress re ports to ADB linking
physical accomplishments with expenditure, poi nting out problems encountered and remedial
action taken to resolve the problems. The reports will give also an outl ook on activities planne d,
targets to be reached for the following period and performance moni toring data. Additionally the
reports may include any other relevant informati on relating to the Program request ed by ADB or
GoA. The reports are t o be submit ted within o ne month after the end of which t o which the y
correspond.
Information Systems
36. The PMO will prepare the accou nts and fin ancial statements usin g a computerized
accounting system or any other software which is suita ble for the purpose. Financial statements
enable the PMO to respond to ope rational and program related querie s corresponding to spe cific
such a system will be strengthened through on-the-job and formal training as indica ted in the final
draft of the PPTA report.
Procurement
37. NVDA has a procurement department headed by a Director of Procurement, who has 7
subordinates working f ull-time. The GoA proc urement law (from 20 05) and the compleme nting
elaborated procurement procedures (from 2007) are well known in the Procurement Section;
however, there were no hard- or soft-copies of the documents available at NVDA.
38. All staff working in procurement ha ve many years of experience working in their specific
field of procurement.
Page 165
39. There is no regular training program for the staff working in the procurement department.
40. A yearly budget is pre pared and t hough proc urement needs are identified, the period
between requisition and delivery – especially for goods - is in many cases over two months; these
delays cause frequently problems when the goods are needed at a cert ain point of the agricultur al
production cycle.
41. Requests for proposals are published in the local newspapers and over the radio, as is the
awarding of contract s. A Procurement Committ ee reviews all propo sals. Techn ical specificat ions
are drafted at the sour ce by technical spe cialists/engineers. Late bid s are not accepted; queries
from bidders are answered in writing.
42. As NVDA has no experience in ADB procurement procedures. The PMO will be responsible
for the pro curement of all good s, services a nd ci vil wor ks. All procurement activities will b e
conducted i n accordance with ADB’s Guidelines for Procurement. ADB will finance civil works,
goods and equipment and services as listed in t he procurement plan; t his plan has to be updat ed
at least once per year. Procurement methods and thresholds are described in the procurement
plan. The relevant sections of ADB’s Policy on Anticorruption will be included in all bidding
documents.
43. NVDA: when having to pay higher amount s the approval and signat ure of the Depu ty
Minister or even Minister of MAIL i n Kabul is required, which caused in the past delays, when the
authorized persons were not available. Once paid all invoices are stamped PAID.
Handbook. An imprest account will be esta blished at a commercial bank acceptab le to ADB. The
arrangements agreed to by the Beneficiary and ADB.

4. Conclusions and Recommendations
46. NVDA has no experience with the implementation of ADB projects and the existing staff are
not qualified to underta ke the addit ional accou nting and p rocurement activities re quired for t he
NVDA Improvement Component under WRDIP.
47. The internal organizatio nal structur e is comple x and makes the lin e o f report difficult to
understand. In addition NVDA lacks the nece ssary hard- and software t o computerize steps in t he
disbursement and procurement pro cess. In fact staff has experience only with the OS and word-
processing.
48. There is also a shortage of other equipment like photocopiers and printers, fast internet
connections, phones, etc. which normally helps staff to work more efficiently.
49. The Vice – President (Tech) of NVDA, Mr. Loqmani, openly acknowledged that NVDA lacks
the capacity to impleme nt WRDIP. NVDA would need (financial) support to hire qu alified English-
speaking st aff, to purchase vehicles, comput er hard- a nd software , etc. The present G oA
procedures are considered too slow and inefficient.
50. There is also awarene ss that training in IT, procurement and fina ncial manag ement is
needed.
Page 166
51. Though available in Jalalabad the salary level offered by NVDA is too low to attract
qualified and experienced professionals. In fact there are cases where NVDA staff take on second
jobs to improve their income.
52. For the implementation of the WRDIP Compo nent it would be necessary to esta blish a
PMO at NVDA staffed with person nel secon ded from NVDA with topp ed up salaries, which w ill
work at the side of S enior procu rement and financial management specialists hired for t he
implementation of Tranche 1. The specialists ca n also offer on-the job training for th e personnel
seconded b y NVDA and assist in procurement ac tivities which fall u nder Shopping and Nationa l
Competitive Bidding rules.
53. Additionally, and in coor dination with other donor organizations, training courses in project
administration in gener al, the usa ge of sprea dsheets, co mputerized accounting systems, and
ADB’s procurement and financial procedures should be off ered to the staff assign ed by NVDA to
WRDIP. The training co urses should take place twice per year, the second time to be considered
as refreshment training.
Page 167
Annex 1: Financial Management Assessment Questionnaire for Nangarhar Valley

Development Authority (NVDA)

1.1 What is the entity’s legal status / NVDA is a state body under Ministry of Finance (MoF);
registration? the authority of MAIL. NVDA the MoF is the Executing
will house a PMO for Agency for the WRDIP.
implementation of
Component 2: NVDA Ministry of Energy and
Improvement, under MAIL Water (MEW) is also an
as the Implementing implementing agency
Agency.
1.2 Has the entity implemented an externally- No Implementation is through
financed project in the past (if so, please MEW and MAIL, which
provide details)? until now always
established PMOs/PIOs
managed by externally
contracted consulting
firms to implement
externally funded
programs/projects. A PMO
at NVDA with experienced
and trained staff will be
established.
Execution:

MoF prepares (through
AFMIS) and disseminates
monthly statements for all
allotments, and payments
(made from the ordinary and
the development budget).

supporting documentation
on expenditure. The
financial statements include
inflow, utilization and
balance against planned
budget.
NVDA reports to MAIL.

1.4 Is the governing body for the project Yes, there will be a PMO All budget and revenue
independent? under MAIL based at NVDA proposals need MoF
approval
1.5 Is the organizational structure appropriate No The organizational
for the needs of the project? structure of NVDA would
need changes. A PMO for
WRDIP at NVDA will
attend to the needs of the
project.
Page 168

2.1 Describe (proposed) project funds flow ADB provides a grant/loan See Appendix in the Main
arrangements, including a chart and to GoA of USD 300 million Report (Vol I) and RRP.
explanation of the flow of funds from ADB, in form of a MFF. Standard
followed. Each
code). NVDA has a
separate account for the
Development Budget;
projects funded by
international NGOs have
their own offices under the
Finance Department of
NVDA
2.2 Are the (proposed) arrangements to transfer Yes, there are well
the proceeds of the loan (from the established procedures for
satisfactory? Budget” in the Ministries.
NVDA states sufficient
capacity/manpower in the
finance and procurement
department to process
additional ADB-funds
2.3 What have been the major problems in the Budget for activities to be Delays in fund transfers
past in receipt of funds by the entity? financed by the cause problems because
Development Budget Line activities to be financed
were requested, but could depend on seasons and
not always be carried out. In the agricultural cycle.
general the allocation is
insufficient and money
comes frequently too late.
standards
unit have experience in the management of short-listed consulting
disbursements from ADB? companies for the
PMO/PIO have experience
in ADB procedures (funds
management,
contribution from GoA
counterpart funds?
communities or NGOs, does the PMO have PMOs/PIOs will set-up a the PMOs/PIOs in case
the necessary reporting and monitoring system for tracking and NGO’s and/or
features built into its systems to track the reporting on usage of communities will be
use of project proceeds by such agencies? program/project resources involved in the
by NGOs and/or implementation of WRDIP
communities
Page 169

to project costs? If beneficiaries have an PMO/PIO will prepare
3. Staffing
3.1 What is the (proposed) organizational An organizational chart of The PMOs/PIOs – as
structure of the accounting department? NVDA is provided in the envisaged – will have a
Attach an organization chart. Component 2 feasibility total of four Financial
report as an appendix so to Specialists (1 International
avoid repitision is not and National in PMO at
repeated here (as it is 19 MEW Kabul, and 1
pages). The Finance International and National
Department of NVDA is in PMO at MAIL/NVDA,
structured as follows: Jalalabad), who will be
1. Gn. Office for Planning supported by accountants,
2. Admin Office plus assistants and staff
3. Revenue Office seconded by MEW and
4. Actualization Office MAIL.
5. Salaries Office
6. Cheques Office
7. Catharsis Office (?)
The Planning Office has the

following Units:
a. Design and Analysis
b. Exploitation
c. Properties&Topography
d. International Contract
e. Documentation
Finance and Accounting for

WRDIP will be managed by
PMO staff.
3.2 Identify the (proposed) accounts staff, Job descriptions are in the Refer to the TOR for
including job title, responsibilities, TOR for consulting services. consulting services, which
educational background and professional The program director will be includes key ToR/Job
experience. Attach job descriptions and CVs assisted by International descriptions.
of key accounting staff. and National Finance and Responsibilities are mostly
Procurement Specialists, defined (once in practice
senior professional staff in adjustments may be
finance and administration necessary)
and support staff.
3.3 Is the project finance and accounting At this stage not yet. Staff NVDA’s accounting and
function staffed adequately? will be contracted once the finance staff is used to
program starts. Staff work manually.
seconded from the
Implementing Ministries
needs skill enhancement
and training.
3.4 Is the finance and accounts staff adequately Yes, the assumption is that NVDA staff has received
qualified and experienced? at least the staff hired for the only training in job specific
PMO/PIO by the consultant fields.
firm which will be awarded
the contract is adequately
qualified and experienced
Page 170

3.5 Is the project accounts and finance staff Yes, in the case of staff
trained in ADB procedures? hired for the PMO/PIO it is
expected that during the
recruiting process emphasis
will be put on experience
with ADB procedures.
No, NVDA staff have no

experience with ADB
procedures
3.6 What is the duration of the contract with the Assignment of NVDA staff is Experts hired by a Ministry
finance and accounts staff? not according to contract have normally one year
contracts.
For the program/project it Experts hired through a

depends on the duration of consulting firm have
the program and fluctuation normally contracts of 1-3
rate in the case of years with an option for
consultants and on internal extension. Tranche 1 is for
policies in case of the 5 years.
seconded MAIL/MEW staff.
3.7 Indicate key positions not contracted yet, As the WRDIP is in a
and the estimated date of appointment. preparatory stage, none of
the positions have been
contracted yet.
3.10 Does the project have written position The TOR for consulting Lines of supervision and
descriptions that clearly define duties, services has Job limits of authority have to
limits of authority for all of the officers, members, including the PMO is in place.
managers, and staff? ones for finance and
procurement staff
3.11 At what frequency are personnel If needed new staff are hired
transferred? after approval by MAIL/MoF
once per year
Cannot be determined at
this stage, neither for
PMO/PIO staff, nor for staff
seconded from MEW/MAIL.
same position
3.12 What is training policy for the finance and There is no training policy in Seconded staff from
accounting staff? place MEW/MAIL will receive
on-the-job-training as well
as formal training in IT,
Project Management and
Computerized Accounting
Page 171

4.1 Does the entity have an accounting system Though AFMIS is known, It is expected however,
that allows for the proper recording of NVDA uses the previous that the PMO will have
project financial transactions, including the manual system, based on fully computerized, double
allocation of expenditures in accordance forms and accounting entry accounting system
with the respective components, ledgers (books). with financial reporting
disbursement categories, and sources of capability, which meets
funds? Will the project use the entity ADB’s requirements
accounting system?
4.2 Are controls in place concerning the Yes, once per year
preparation and approval of transactions, (Monitoring and Control
ensuring that all transactions are correctly Office)
made and adequately explained?
4.3 Is the chart of accounts adequate to properly Yes, every project financed An adequate chart of
account for and report on project activities by an international NGO has accounts has to be
and disbursement categories? its own code (see above) introduced which meets
the reporting and MIS
requirements of all stake
holders
sources made accurately and in accordance MAIL monthly routine and
end
4.5 Are the General Ledger and subsidiary Yes, Reconciliation Office is
ledgers reconciled and in balance? responsible
4.6 Are all accounting and supporting Yes, well typed, easy legible
documents retained on a permanent basis in and available
a defined system that allows authorized
users easy access?
4.7 Are the following functional responsibilities Yes, within MoF and the line
performed by different units or persons: (i) ministries the segregation is
authorization to execute a transaction; (ii) at departmental level.
recording of the transaction; and (iii) custody
of assets involved in the transaction? NVDA: see above under
3.1: there are separate
Offices for Cheques,
Payments and
Procurement.
Within the PMO it depends if

all proposed finance,
administration and
procurement staff are hired.
determines which
a) Project Director
d) Accountant(s).
Page 172

4.8 Are the functions of ordering, receiving, NVDA: see above under
accounting for, and paying for goods and 3.1: there are separate
services appropriately segregated? Offices.
Yes, within the PMO it can

be set-up in such way that
the functions are with
different persons
4.9 Are bank reconciliations prepared by Yes, within PMO it can be
someone other than those who make or set-up in such way; as an
approve payments? alternative a system of
Budgeting System
4.10 Do budgets include physical and financial Yes
targets?
4.11 Are budgets prepared for all significant Yes, there are project codes
activities in sufficient detail to provide a and chapters
meaningful tool with which to monitor
4.12 Are actual expenditures compared to the Yes, actual expenditures are
budget with reasonable frequency, and compared to the budget.
explanations required for significant
variations from the budget?
4.13 Are approvals for variations from the budget This has not happened so
required in advance or after the fact? far.
4.14 Who is responsible for preparation and In MoF/MAIL and MEW the ..
approval of budgets? Finance and Accounts
Department.
NVDA: The Head of Acconts

PMO/PIO led by the
Program Budget will be part
of the Development Budget
law.
4.15 Are procedures in place to plan project Yes, planning takes place in No, PMO has not yet been
activities, collect information from the units the fourth quarter and after established
in charge of the different components, and internal consultations
prepare the budgets? workplans are submitted for
approval.
Page 173

Payments
4.17 Do invoice-processing procedures provide Yes, this falls into the
for: (i) Copies of purchase orders and responsibility of the Line
receiving reports to be obtained directly from
Ministry. For NVDA the
issuing departments? (ii) Comparison of following process is in place:
invoice quantities, prices and terms, with Purchase Orders are
those indicated on the purchase order and referred to the Finance
Office for the Nangarhar
Comparison of invoice quantities with those Province; Prices and
indicated on the receiving reports? (iv) Quantities are compared;
Checking the accuracy of calculations? normally the supplier with
the lowest price gets the
contract awarded; the order
is checked by the
Governor’s Office and paid
through the Provincial
Finance Office.
4.18 Are all invoices stamped PAID, dated, Yes, once the invoice is
reviewed and approved, and clearly marked prepared/processed by
for account code assignment? NVDA it is sent to
Governor’s Office for
approval
4.19 Do controls exist for the preparation of the Yes, a representative of the
payroll and are changes to the payroll Finance Office controls the
properly authorized? payroll
accrual)?
and ensure staff accountability? procedures documentation on financial
procedures, accountability
and procedures in general
has not been developed
yet, so no policy or
procedures for WRDIP are
in place.
4.24 Do procedures exist to ensure that only NVDA: No (unknown to
authorized persons can alter or establish a Finance and Procurement
new accounting principle, policy or staff of NVDA)
procedure to be used by the entity?
There are procedures, but
authorization depends on
magnitude of changes and
who authorizes is decided
on a case by case basis

procedures will be
developed
Page 174

4.25 Are there written policies and procedures For MoF: Yes, government Manuals and procedures
covering all routine financial management procedures are controlled based on ADB’s
and related administrative activities? and maintained by line guidelines will be
managers developed.
NVDA: No

procedures will be
developed
4.26 Do policies and procedures clearly define NVDA: No, there is no policy
conflict of interest and related party for conflicts of interest
transactions (real and apparent) and provide
safeguards to protect the organization from For the program: Yes,
them? procedures will be
developed
4.27 Are manuals distributed to appropriate NVDA: No No, not specifically for
personnel? WRDIP
Cash and Bank
4.28 Indicate names and positions of authorized NVDA: authorization of
signatories in the bank accounts. payments is from Director
level upwards. Actual
payments are made through
The Provincial Finance
Office.
For WRDIP: PD,

Accountant. Finance
Specialist may substitute PD
during his/her absence
4.30 Do controls exist for the collection, timely NVDA: Yes, mostly monthly
4.31 Are bank and cash reconciled on a monthly Yes
basis?
4.32 Are all unusual items on the bank Yes, this is the task of the
reconciliation reviewed and approved by a Finance Officer responsible
responsible official? in MAIL for NVDA
4.33 Are all receipts deposited on a timely basis? Yes
4.34 Is there a system of adequate safeguards to NVDA: Yes, assets are in
protect assets from fraud, waste and abuse? custody of reliable persons;
personnel and a security
platoon safeguard the
movable and unmovable
assets
4.35 Are subsidiary records of fixed assets and NVDA: Yes, at the end of
stocks kept up to date and reconciled with each FY by a team assigned
control accounts? to this task.
4.36 Are there periodic physical inventories of NVDA: Yes, “stock keepers”
fixed assets and stocks? have custody and check
4.37 Are assets sufficiently covered by insurance No
policies?
Page 175

executing entities participating in MoF, implementing
implementation? agencies are the MEW and
MAIL; a PMO will be set up
at NVDA under MAIL for
implementation of one
Program Component
4.39 Has the project established controls and Yes, to which extent has to
procedures for flow of funds, financial be determined, as the
information, accountability, and audits in program has not started yet
offices/implementing agencies flow in an responsibility of the this stage
accurate and timely fashion? Planning Department of the
Line Ministry
agencies?
Other
4.42 Has the project advised employees, No Not, yet. Once established
beneficiaries and other recipients to whom this should be on the
to report if they suspect fraud, waste or briefing list and ADB e-
misuse of project resources or property? mail addresses, forms and
procedures will be made
known to all employees.
5. Internal Audit
5.1 Is there an internal audit department in the NVDA itself has no Internal Frequency of spot checks
entity? Audit Department; MAIL, the and investigations could
line ministry to which NVDA not be verified. There is a
belongs, however, has one. financial controller from
MoF.
5.2 What are the qualifications and experience N/A, see above
of audit department staff?
5.3 To whom does the internal auditor report? Director level and up,
case
5.4 Will the internal audit department include the No This would fall into the
project in its work program? responsibility of MAIL.
5.5 Are actions taken on the internal audit Not known Findings – if any - are not
findings? always made available to
6. External Audit
6.1 Is the entity financial statement audited NVDA: Yes, once a year Budgetary provisions
regularly by an independent auditor? Who is through the Municipality and should be made to have
the auditor? the Provincial control and the program accounts
Audit Department audited once per year by
an international known
and reputed Audit Firm
6.2 Are there any delays in audit of the entity? NVDA: The Annual Audit .
When are the audit reports issued? takes place within the first
three months of the next
fiscal period and is
published in the 3rd or 4th
quarter of the year.
Page 176

Auditing? External audits of the
program/project will meet
IAS and ADB’s
requirements
6.4 Were there any major accountability issues NVDA: No
brought out in the audit report of the past
three years?
6.5 Will the entity auditor audit the project Was not answered
accounts or will another auditor be
appointed to audit the project financial
statements? Program: TBD
6.6 Are there any recommendations made by NVDA: Most were
the auditors in prior audit reports or implemented
management letters that have not yet been
implemented?
6.7 Is the project subject to any kind of audit Was not answered
from an independent governmental entity
(e.g., the supreme audit institution) in
addition to the external audit?
of reference for an annual project audit? be followed, but detailed
ToR will be prepared only
after establishment of the
PMO
7.1 Are financial statements prepared for the NVDA: Yes, financial
entity? In accordance with which accounting statements follow the format
standards? indicated by MAIL/MoF and
are sent quarterly to MAIL
7.2 Are financial statements prepared for the Yes, the PMO will prepare
implementing unit? its own financial statements,
which will serve also internal
management decisions
7.3 What is the frequency of preparation of NVDA: Quarterly on time If following the GoA chart
financial statements? Are the reports of accounts the reports will
prepared in a timely fashion so as to useful be of little value as a
to management for decision making? management tool.
7.4 Does the reporting system need to be For MoF and MEW/MAIL Reporting to ADB
adapted to report on the project purposes: No standards and formats will
components? require the development of
For MIS/ADB and program a new system
management: Yes
7.5 Does the reporting system have the capacity Yes Cannot be done
to link the financial information with the automatically. No MIS
project's physical progress? If separate which links physical
synchronization/integration
Page 177

7.6 Does the project have established financial Not yet PMO will have to
decision making
7.7 Are financial management reports used by NVDA: Yes
management?
TBD, depends on the
context, quality and contents
of the reports
7.9 Are financial reports prepared directly by the NVDA: Prepared by filling Manual reporting and
automated accounting system or are they forms and spreadsheets linking of financial and
prepared by spreadsheets or some other physical progress is not
means? done in a systematic way.
8.1 Is the financial management system NVDA: No, the system is
computerized? based on forma and
spreadsheets
8.2 Can the system produce the necessary NVDA: Yes, once
project financial reports? computerized
8.3 Is the staff adequately trained to maintain NVDA: No, staff lacks
the system? capacity and training
8.4 Does the management organization and NVDA: Yes
processing system safeguard the
confidentiality, integrity and availability of the
data?
Page 178
Annex 2: Procurement System Review of NVDA

Response Remark
How m any staffs are worki ng for th e Parts of th e question do not apply to
1 Ministry/Entity? At the Center? In th e NVDA. The total number of staff
Provinces? working for NVDA is approx 1700
How ma ny d ifferent Depa rtments/Units NVDA has 17 Departments
2
has the Ministry/Entity?
Is there an org anigram available See orga nizational ch art as an
3 showing the structure of the Ministry? appendix to the Component 2
feasibilioty report
Is there a Department for Procure ment? Yes, u nder t he Se rvice Department
4 How is it structured? Ho w many staffs there is a Procurement Unit
are working in procurement?
In 2005 a pro curement law wa s As NVDA has no internet access and
introduced, followed by elab orated is not co nnected to the LAN of the
5 procedure in 2007? Do you have copies Ministry (MA IL), (soft-) copie s are
available on site? available.
If no, de scribe h ow t he pro curement Staff members are expe rienced and Hardcopies i n Da ri
6 procedure and staff is guided. know the la w. All purchases a re are available
carried out according to the law.
Did the staff handli ng procurement have Until today no one has received
exposure o r trai ning relate d to training in procurement.
7
procurement? If s o, de scribe! (W hen,
how long, subjects)
8 familiar with ADB procurement rules and
documents?
How are pro curement activities By direct superiors
9 monitored at the different levels (central,
province and district)
Once contracts are a warded, h ow are Once the contract i s a warded, it is
they trac ked? Is there are c omplete lis t tracked ba sed on la w a nd inte rnal
10
of contract s available? Is the li st procedures
regularly updated?
Is the trackin g process computerized? If Correspondence, contract awardin g
yes, which software is used? If yes, can letters a nd contracts a re pre pared
11
you plea se attach a p rint-out of on e using a wordprocessor.
What inte rnal approval s a re ne cessary Ministry a pproval is necessary fo r
12
for inviting quotations/proposals? request for proposals and quotations
Are the re thresh olds? If yes, what a re As NV DA a nd WRDIP belon gs to
the thre sholds/authorization level s? MAIL, authorization level s will be
13
Different o nes for g oods, servi ces an d according to the Ministry’s norms and
civil works? procedures.
Are there St andard Biddi ng Do cuments Bidding do cuments fo r Good s an d
available fo r Goods, Servi ces an d Civil Equipment contain detaile d techni cal
14
Works? specifications and are prep ared
according to procedures.
Do internal and/or external auditors look Bi-annually, the internal a nd extern al
into co mpliance of pro curement auditors lo ok into procurement
15
procedures? If so, with what frequency? procedures. I f the need arises m ore
frequent reviews will be undertaken.
What aspects of th e procure ment All aspe cts and step s of the
16
Are the reports of the internal/exte rnal Was n ot an swered – th ere i s no
17
auditors available? Copies? Internal Audit Department in NVDA.
Page 179
If internal and/or external auditors loo k No ob servations/recommendations
into the co mpliance of procure ment were brought to notice.
18 procedures, what follow-up actions have
been initiat ed o n p revious ye ar’s
Is there a procurement related complaint As invitatio ns fo r bi dding are
handling system in pl ace in th e published through the media (Public
19 agency/ministry? If yes, how are bidders Press, TV, Radio, Newspape rs) all
made aware of it? bidders are expected to b e awa re of
the possibility to complain.
Does the ministry di sclose th e bi d Through the media. Opportunities are
opportunities? How? broadcasted through the public
20 Does the ministry p ut the tende r press, TV, Radio and printed in news
documents a nd contra ct awards on it s papers.
website? What is the website address?
Do you have a procure ment plan ? Is i t No, no and N/A
updated reg ularly? Which soft ware d o
21
you use to pre pare an d upd ate th e
procurement plan?
How i s p rogress mo nitored ag ainst the The progress is reviewed based on
22 procurement plan? plan and accordi ng to the
procurement law and procedures.
If there are delays, what measures are If there are delays, they will be acted
taken to recover from delays? on according to the stipulations in the
contract a nd b ased on the
23
procurement la w. F ines mig ht be
imposed if there is no reasonable and
acceptable justification for the dealy.
Are the procu rement arrang ements
efficient; i.e.
a) How did the price obtained a: The offers are reviewed comparing
compare with prices for the the cheapest and highest price.
(value for money)|
b) Goods: What is the duration of b: The p rocess as a whole, including
the procurement process? the biddin g process ta kes abo ut 28
Describe the steps and time for days (according to p rocurement la w.
each step The major steps are: Advertisement –
Reception of Bids – Evaluation o f
Offers – Approval th rough the
24 Governor or the Ministry
c) Consultants/Services: What is c: for one year
the average duration for hiring
services? Specifically: How
much time does the selection
process take? Who is involved
in the selection process? Is the
quality of the service provided
measured?
If there we re discrepan cies betwee n

expected q uality/output d etected, were
causes for the discrepancies analyzed? No
Is there a separation of d uties b etween In the pro curement pro cess all the The con cept is not
various functions? Indenting/receiving affairs a re carried o ut by staff understood
Procuring/releasing funds assigned to the duty a nd ea ch one
has his/h er own aut hority and
25
responsibility.
Is there a process flow chart availa ble
documenting pro curement, recei pt of No
goods/services an d pay ments? If ye s,
Page 180
please attach a copy to the filled out
questionnaire! The chart sh ould al so
show segre gation and delegation o f
duties!
Is there a m echanism in place to take An admin session is held whe re all
feedback fro m pro curement staff and staff has the opportu nity to express
26 other officials how to reduce delays and their opinion; if prob lems are
improve the process in place? detected solutions are discussed and
sought
Has you r mi nistry eve r receive d fund s No
from ADB?
27 If yes, for what purposes?
Do you h ave any ADB manu als No ADB manuals are available
available?
On avera ge how often a re you/is your Once per ye ar po sitions are filled. If
staff promoted and relocated? more staff is required the approval of
28
the Ministry is req uired. Promotion
will be offered after 3 years of service
In you opinion: Ho w can th e Now th e pr ocurement pr ocess is to o
procurement process b e long an d ca uses a lot of proble ms.
improved/streamlined? Are there steps Required go ods are not put at ou r
29 in the pro cess which can be left out ? disposal on time.
Are there steps whi ch shoul d be Our proposal is that the authorization
included? level for pro curement sh ould be at
director’s level.
In whi ch field (s) of p rocurement do yo u Training i n I nformation T echnology,
think yo u o r your staff n eed support? Transportation/Logistics and in
What kind of support? Special P rocurement Issu es i s
g) H ardware needed.
h) Software
i) What kind of software
30 j) IT training
k) Training on procurement
specific issues?
l) Are there to your knowledge
any training facilities offering the
kind of training you propose?
Where?
Are there - to your kno wledge - an y Don’t know
31 changes pl anned i n the pro curement
law/procedures in the near future?
Include any other impo rtant/noteworthy N/A
32 findings / co mments not considered i n
the questions above!
Page 181
Appendix J – Economic and Financial Analysis
APPENDIX J – ECONOMIC AND FINANCIAL ANALYSIS
Detailed Table 1: Economic Analysis of Bangala Weir AFG Millions

year 1 2 3 4 5 6 7 8 9 10 15 20 25
A. Without Project Situation
1. Farm Production
a. Gross farm production cost 22.07 22.07 22.07 22.07 22.07 22.07 22.07 22.07 22.07 22.07 22.07 22.07 22.07
b. Gross value of production 55.32 55.32 55.32 55.32 55.32 55.32 55.32 55.32 55.32 55.32 55.32 55.32 55.32
c. Gross margin 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24
2. Canal O&M Cost
a. Routine Labor for O&M 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002
b. Wages for intake repair 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008
c. Material for intake repair 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001
d. Labor for canal breaches repair 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002 0.002
e. Material for canal breaches repair 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000
Subtotal 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014
B. With Project Situation
1. Farm Production
a. Gross cost of production 22.1 22.1 22.1 22.4 22.6 22.9 23.2 23.5 23.5 23.5 23.5 23.5 23.5
c. Gross margin 33.2 33.2 33.2 33.9 34.6 35.2 35.9 36.6 36.6 36.6 36.6 36.6 36.6
2. Canal O&M Cost
Subtotal 0.014 0.014 0.014 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001
D. Incremental Benefits and Costs
1. Benefits
a. Incremental value of production 0.00 0.00 0.00 0.66 1.33 1.99 2.66 3.32 3.32 3.32 3.44 3.44 3.44
b. Value of labor saved on canal maintenan 0.00 0.00 0.00 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01
c. Subtotal 0.00 0.00 0.00 0.68 1.34 2.01 2.67 3.34 3.34 3.34 3.45 3.45 3.45
2. Costs
a. Bangala Weir
i. Construction cost 2.03 5.93 1.96
ii. O&M cost 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20
Subtotal 2.03 5.93 1.96 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20
E. Incremental Cash Flow ‐2.03 ‐5.93 ‐1.96 0.48 1.14 1.81 2.47 3.14 3.14 3.14 3.25 3.25 3.25
F. EIRR 18.9%
Page 182
Detailed Table 2: Economic Analysis of EIRRP AFG Millions

year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24 33.24
2. Canal O&M Cost
Subtotal 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014 0.014
1. Farm Production
c. Gross margin 33.2 33.2 33.2 33.6 34.0 34.3 34.7 35.0 35.0 35.0 35.0 35.0 35.0
2. Canal O&M Cost
Subtotal 0.014 0.014 0.014 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001 0.001
1. Benefits
c. Subtotal 0.00 0.00 0.00 0.37 0.72 1.07 1.43 1.78 1.78 1.78 1.78 1.78 1.78
2. Costs
a. EIRRP structures
i. Construction cost 0.00 2.66 2.66 0.00 0.00
ii. O&M cost 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11
Subtotal 0.00 2.66 2.66 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11
E. Incremental Cash Flow 0.00 ‐2.66 ‐2.66 0.26 0.61 0.97 1.32 1.68 1.68 1.68 1.68 1.68 1.68
F. EIRR 19.9% Page 183
Detailed Table 3: Economic Analysis of Northern Basin Program AFG Millions

year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 66.5 66.5 66.5 66.5 66.5 66.5 66.5 66.5 66.5 66.5 66.5 66.5 66.5
2. Canal O&M Cost
Subtotal 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027
1. Farm Production
c. Gross margin 66.5 66.5 66.5 67.5 68.5 69.5 70.6 71.6 71.6 71.6 71.6 71.6 71.6
2. Canal O&M Cost
Subtotal 0.03 0.03 0.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
1. Benefits
b. Value of labor saved on canal maintenance 0.00 0.00 0.00 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03
c. Subtotal 0.00 0.00 0.00 1.04 2.06 3.08 4.10 5.12 5.12 5.12 5.23 5.23 5.23
2. Costs
i. Construction costs 2.03 8.59 4.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ii. O&M cost 0.00 0.00 0.00 0.30 0.30 0.30 0.30 0.30 0.30 0.30 0.30 0.30 0.30
Subtotal 2.03 8.59 4.61 0.30 0.30 0.30 0.30 0.30 0.30 0.30 0.30 0.30 0.30
F. EIRR 19.2%
Page 184
Detailed Table 4: Economic Analysis of NVDA Private Farms Canal Distribution System AFG Millions
year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 39.7 39.7 39.7 39.7 39.7 39.7 39.7 39.7 39.7 39.7 39.7 39.7 39.7
2. Canal O&M Cost
f. Subtotal 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005
1. Farm Production
c. Gross margin 39.7 39.7 39.7 40.4 41.0 41.7 42.4 43.0 43.0 43.0 43.0 43.0 43.0
2. Canal O&M Cost
f. Subtotal 0.005 0.005 0.005 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003
C. Incremental Benefits and Costs
1. Benefits
c. Subtotal 0.00 0.00 0.00 0.67 1.33 1.99 2.65 3.32 3.32 3.32 3.32 3.32 3.32
2. Costs
a. Civil works 0.00 2.04 4.08 2.04
b. O&M cost 0.00 0.04 0.12 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16
d. Subtotal 0.00 2.04 4.13 2.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16
E. Incremental Cash Flow 0.00 ‐2.04 ‐4.13 ‐1.50 1.16 1.83 2.49 3.15 3.15 3.15 3.15 3.15 3.15
F. EIRR 24.9%
Page 185
Detailed Table 5: Economic Analysis of NVDA State Farms Canal Distribution System AFG Millions
year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92
2. Canal O&M Cost
f. Subtotal 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005
2. Farm Production
c. Gross margin 0.9 0.9 1.3 1.7 2.2 2.6 3.0 3.0 3.0 3.0 3.0 3.0 3.0
2. Canal O&M Cost
f. Subtotal 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1. Benefits
c. Subtotal 0.00 0.00 0.41 0.83 1.24 1.66 2.07 2.07 2.07 2.07 2.07 2.07 2.07
2. Costs
a. S&T Canal R&U 0.00 2.53 5.05 2.53 0.00
b. O&M cost 0.00 0.05 0.15 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20
c. Subtotal 0.0 2.5 5.1 2.7 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
F. EIRR 15.6% Page 186
Detailed Table 6: Economic Analysis of Lower kabul River Basin Program AFG Millions
year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 40.6 40.6 40.6 40.6 40.6 40.6 40.6 40.6 40.6 40.6 40.6 40.6 40.6
2. Canal O&M Cost
Subtotal 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01
1. Farm Production
c. Gross margin 40.6 40.6 41.1 42.1 43.2 44.3 45.4 46.0 46.0 46.0 46.0 46.0 46.0
2. Canal O&M Cost
Subtotal 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1. Benefits
c. Subtotal 0.00 0.00 0.41 1.49 2.57 3.65 4.72 5.39 5.39 5.39 5.39 5.39 5.39
2. Costs
i. Construction costs (NVDA Private & State Farms) 0.00 4.57 9.14 4.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ii. O&M cost 0.00 0.00 0.09 0.27 0.37 0.37 0.37 0.37 0.37 0.37 0.37 0.37 0.37
Subtotal 0.00 4.57 9.23 4.84 0.37 0.37 0.37 0.37 0.37 0.37 0.37 0.37 0.37
F. EIRR 20.3%
Page 187
Detailed Table 7: Economic Analysis of River Training Embankment AFG Millions
year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Routine Government Expenditure 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10
2. Value of flood losses
a. Gross Value of crop lost 0.20 0.41 0.61 0.82 1.02 1.22 1.43 1.63 1.83 2.04 3.06 4.08 5.09
b. Value of grazing land loss 0.00 0.01 0.01 0.01 0.01 0.02 0.02 0.02 0.02 0.03 0.04 0.05 0.06
c. Value of houses lost 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03
d. Relocation cost of affectees 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04
e. Probable damage to Yangi Qala town 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
f. Reconstruction/relocation Cost of Yangi qala Town 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3
Total Value of losses 0.77 0.98 1.18 1.39 1.59 1.80 2.01 2.21 2.42 2.63 3.66 4.69 5.72
B. With Project Scenario
1. Incremental Benefits and Costs
a. Losses avoided 0 0 0 1.39 1.59 1.80 2.01 2.21 2.42 2.63 3.66 4.69 5.72
2. Cost of River Training Works & Resettlement cost
a. Civil works (river embankment) 0.13 3.25 3.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
b. Land acuisition & resettlement cost 0.06 0.08 0.01
c. O&M cost 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12
Subtotal 0.19 3.32 3.26 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12 0.12
F. EIRR 26.3%
Page 188
Detailed Table 8: Economic Analysis of Yatim Tapa Canal Distribution System AFG Millions
year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65
2. Canal O&M Cost
f. Subtotal 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038
1. Farm Production
c. Gross margin 9.65 9.65 9.65 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19
2. Canal O&M Cost
b. Wages for intake repair 0 0 0 0 0 0 0 0 0 0 0 0 0
c. Material for intake repair 0 0 0 0 0 0 0 0 0 0 0 0 0
d. Labor for canal breaches repair 0 0 0 0 0 0 0 0 0 0 0 0 0
e. Material for canal breaches repair 0 0 0 0 0 0 0 0 0 0 0 0 0
f. Subtotal 0.005 0.005 0.005 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003
1. Benefits
a. Value of Crop damages averted 0.000 0.000 0.000 0.542 0.542 0.542 0.542 0.542 0.542 0.542 0.542 0.542 0.542
c. Subtotal 0.000 0.000 0.000 0.58 0.58 0.58 0.58 0.58 0.58 0.58 0.58 0.58 0.58
2. Weir R&U Costs
a. Civil works 0 0.186922 0.186922 0 0
b. O&M cost 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04
c. Subtotal 0 0.186922 0.186922 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04
E. Incremental Cash Flow 0.00 ‐0.19 ‐0.19 0.54 0.54 0.54 0.54 0.54 0.54 0.54 0.54 0.54 0.54
F. EIRR 96.9%
Page 189
Detailed Table 9: Economic Analysis of Bank Erosion & Flood Control AFG Millions
year 1 2 3 4 5 6 7 8 9 10 15 20 25
1. Farm Production
c. Gross margin 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65 9.65
2. Canal O&M Cost
f. Subtotal 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038
3. Flood Damages at Yangi Qala
1. Gross Value of crop lost 0.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
2. Value of grazing land loss 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
3. Value of houses lost 0.03 6.79 6.79 6.79 6.79 6.79 6.79 6.79 6.79 6.79 6.79 6.79 6.79
4. Relocation cost of affectees 0.04 16.44 16.44 16.98 16.98 16.98 16.98 16.98 16.98 16.98 16.98 16.98 16.98
5. Probable damage to Yangi Qala town 0.20 9.65 9.65 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19
6. Reconstruction/relocation Cost of Yangi qala Town 0.30
f. Subtotal 0.77 32.88 32.88 33.96 33.96 33.96 33.96 33.96 33.96 33.96 33.96 33.96 33.96
4. Routine Government Expenditure 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100
1. Farm Production
c. Gross margin 9.65 9.65 9.65 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19 10.19
2. Canal O&M Cost
f. Subtotal 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038 0.038
1. Benefits
Subtotal 0.000 0.000 0.000 1.965 2.171 2.378 2.584 2.790 2.996 3.203 4.234 5.265 6.296
2. Costs
a. Civil works (river embankment) 0.13 3.25 3.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
b. Land acuisition & resettlement cost 0.06 0.26 0.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
c. O&M cost 0.00 0.00 0.00 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16
c. Subtotal 0.19 3.51 3.45 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16 0.16
F. EIRR 29.9%
Page 190
Detailed Table 10: Economic Analysis of WRDP AFG Millions

year 1 2 3 4 5 6 7 8 9 10 15 20
Incremental Cash Flows
1. Northern Basin ‐2.0 ‐8.6 ‐4.6 0.7 1.8 2.8 3.8 4.8 4.8 4.8 4.9 4.9
2. Lower Kabul Basin 0.0 ‐4.6 ‐8.8 ‐3.3 2.2 3.3 4.4 5.0 5.0 5.0 5.0 5.0
3. Bank Erosion & Flood Mangement ‐0.19 ‐3.51 ‐3.45 1.81 2.01 2.22 2.42 2.63 2.84 3.04 4.07 5.11
Subtoat ‐2.2 ‐16.7 ‐16.9 ‐0.8 6.0 8.3 10.6 12.5 12.7 12.9 14.0 15.1
EIRR 21.8%
Page 191
Cost of Production Table A-1: Without Project Per Jareeb Cost of Production in the Head Reach (Balkh River Basin)
A. Physical Parameters
Crops Unit Wheat Barley Turnip Cotton Corn Carrot Cauliflower Cucumber Canola Melon Alfalfa Almonds Apricot Grapes Peaches Pistachio Plum Pomegranate
Output (main crop) kg 546 280 1,500 480 300 400 5,000 900 0 8,000 6,000 300 1,500 1,600 1,500 175 1,500 600
Output (byproduct) kg 466 270 0 180 250 0 0 0 0 0 0 0 0 0 0 0 0 0
Tractor use hours 1 1 1 1 1 1 1 1 0 1 0 0 0 0 0 0 0 0

Seed kg 34 25 14 12 25 4 0 1 0 1 8 0 0 0 0 0 0 0
Sowing labor days 1 1 2 1 1 3 3 3 0 3 2 0 0 0 0 0 0 0
Farm yard manure mt 2 2 0 2 2 2 1 1 0 3 0 0 0 0 0 0 0 0
Urea kg 50 40 25 50 40 50 50 35 0 40 0 20 20 20 20 10 20 10
DAP kg 50 40 25 50 40 50 50 35 0 50 0 10 10 10 10 0 10 5
Weedicide Afg 300 0 0 500 0 0 0 300 0 500 0 1,000 1,000 1,000 1,000 2 1,000 500
Weeding labor days 3 0 5 3 0 5 5 5 0 5 0 4 4 4 4 0 4 4
Harvesting/picking labor days 3 3 4 10 3 3 3 3 0 3 6 6 6 10 12 12 6 10
Threshing labor days 3 3 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0
Thresher charges Percent 7 7 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0
Irrigation ost c Afg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning day s 0 0 0 0 0 0 0 0 0 0 0 8 8 12 8 8 8 12
Any other cost Afg 0 0 0 0 0 300 300 300 0 300 0 300 300 300 300 300 300 300
B. Value of inputs/output & Other Costs

B.1 Value of Output
Output (main crop) Afg 14,196 5,880 10,714 13,440 7,500 14,286 50,000 18,000 0 48,000 30,000 15,000 52,500 40,000 45,000 8,750 45,000 30,000
Output (byproduct) Afg 8,388 2,700 0 1,800 3,000 0 0 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 22,584 8,580 10,714 15,240 10,500 14,286 50,000 18,000 0 48,000 30,000 15,000 52,500 40,000 45,000 8,750 45,000 30,000
B.2 Value of Inputs
Tractor use Afg 800 800 800 30 800 800 800 800 0 800 0 0 0 0 0 0 0 0
Seed Afg 850 650 6,720 360 1,000 1,750 2,000 3,000 0 300 2,000 0 0 0 0 0 0 0
Sowing labor Afg 150 150 300 150 150 450 450 450 0 450 300 0 0 0 0 0 0 0
Farm yard manure Afg 4,000 3,000 0 3,600 3,000 4,000 2,000 1,600 0 5,000 0 0 0 0 0 0 0 0
Urea Afg 950 760 475 950 760 950 950 665 0 760 0 380 380 380 380 190 380 190
DAP Afg 1,900 1,520 950 1,900 1,520 1,900 1,900 1,330 0 1,900 0 380 380 380 380 0 380 190
Weedicide Afg 300 0 0 500 0 0 0 300 0 500 0 1,000 1,000 1,000 1,000 2 1,000 500
Weeding labor Afg 450 0 750 450 0 750 750 750 0 750 0 600 600 600 600 0 600 600
Harvesting/picking labor Afg 450 450 600 1,500 450 450 450 450 0 450 900 900 900 1,500 1,800 1,800 900 1,500
Threshing labor Afg 450 450 0 0 450 0 0 0 0 0 0 0 0 0 0 0 0 0
Thresher charges Afg 994 412 0 0 525 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 1,200 1,200 1,800 1,200 1,200 1,200 1,800
Total Cost of Production Afg 11,294 8,192 10,595 9,440 8,655 11,350 9,600 9,645 0 11,210 3,200 4,760 4,760 5,960 5,660 3,492 4,760 5,080
Gross Margin (GVP-TCOP) Afg 11,290 388 119 5,800 1,845 2,936 40,400 8,355 0 36,790 26,800 10,240 47,740 34,040 39,340 5,258 40,240 24,920
Page 192
Cost of Production Table A-2: Without Project Per Jareeb Cost of Production in the Middle Reach (Balkh River Basin)
Output (main crop) kg 462 280 1,500 480 0 1,350 4,000 900 250 0 6,000 300 1,500 1,600 1,500 175 1,500 600

Seed kg 31 25 14 12 0 1 0 1 25 0 8 0 0 0 0 0 0 0
Urea kg 38 40 25 50 0 25 50 35 40 0 0 20 20 20 20 10 20 10
DAP kg 46 40 25 50 0 0 50 35 40 0 0 10 10 10 10 0 10 5
Weedicide Afg 300 0 0 500 0 300 0 300 0 0 0 1,000 1,000 1,000 1,000 2 1,000 500
Pruning day s 0 0 0 0 0 0 0 0 0 0 0 8 8 12 8 8 8 12

B.1 Value of Output
Output (main crop) Afg 12,012 5,880 10,714 13,440 0 48,214 40,000 18,000 42,857 0 30,000 15,000 52,500 40,000 45,000 8,750 45,000 30,000
Output (byproduct) Afg 6,480 2,700 0 1,800 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 18,492 8,580 10,714 15,240 0 48,214 40,000 18,000 42,857 0 30,000 15,000 52,500 40,000 45,000 8,750 45,000 30,000
B.2 Value of Inputs
Tractor use Afg 800 800 800 0 0 800 800 2,400 800 0 0 0 0 0 0 0 0 0
Seed Afg 775 650 6,720 360 0 500 2,000 3,000 9,500 0 2,000 0 0 0 0 0 0 0
Sowing labor Afg 150 150 300 150 0 450 450 450 150 0 300 0 0 0 0 0 0 0
Farm yard manure Afg 4,000 3,000 0 3,600 0 2,000 4,000 1,600 1,000 0 0 0 0 0 0 0 0 0
Urea Afg 722 760 475 950 0 475 950 665 760 0 0 380 380 380 380 190 380 190
DAP Afg 1,748 1,520 950 1,900 0 0 1,900 1,330 1,520 0 0 380 380 380 380 0 380 190
Weedicide Afg 300 0 0 500 0 300 0 300 0 0 0 1,000 1,000 1,000 1,000 2 1,000 500
Harvesting/picking labor Afg 450 450 600 1,500 0 450 450 450 450 0 900 900 900 1,500 1,800 1,800 900 1,500
Thresher charges Afg 841 412 0 806 0 0 0 0 3,000 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 1,200 1,200 1,800 1,200 1,200 1,200 1,800
Total Cost of Production Afg 10,686 8,642 10,595 10,216 0 6,025 11,600 11,245 17,630 0 3,200 4,760 4,760 5,960 5,660 3,492 4,760 5,080
Gross Margin (GVP-TCOP) Afg 7,806 -62 119 5,024 0 42,189 28,400 6,755 25,227 0 26,800 10,240 47,740 34,040 39,340 5,258 40,240 24,920
Page 193
Cost of Production Table A-3: Without Project Per Jareeb Cost of Production in the Tail Reach (Balkh River Basin)
Output (main crop) kg 276 280 1,500 480 300 400 4,000 1,000 0 1,225 6,000 300 1,500 1,600 0 175 1,500 0

Seed kg 31 25 14 12 25 4 0 1 0 1 8 0 0 0 0 0 0 0
Urea kg 43 40 25 50 40 50 50 35 0 40 0 20 20 20 0 10 20 0
DAP kg 46 40 25 50 40 50 50 35 0 40 0 10 10 10 0 0 10 0
Weedicide Afg 300 0 0 500 0 0 0 300 0 500 0 1,000 1,000 1,000 0 2 1,000 0
Pruning day s 0 0 0 0 0 0 0 0 0 0 0 8 8 12 0 8 8 0

B.1 Value of Output
Output (main crop) Afg 7,176 5,880 10,714 13,440 7,500 14,286 40,000 20,000 0 7,350 30,000 15,000 52,500 40,000 0 8,750 45,000 0
Output (byproduct) Afg 4,500 2,700 0 1,800 3,000 0 0 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 11,676 8,580 10,714 15,240 10,500 14,286 40,000 20,000 0 7,350 30,000 15,000 52,500 40,000 0 8,750 45,000 0
B.2 Value of Inputs
Tractor use Afg 800 800 800 0 800 800 800 800 0 800 0 0 0 0 0 0 0 0
Seed Afg 775 650 6,720 360 1,000 1,750 2,000 3,000 0 300 2,000 0 0 0 0 0 0 0
Sowing labor Afg 300 300 300 150 150 450 450 450 0 300 300 0 0 0 0 0 0 0
Farm yard manure Afg 4,000 3,000 0 3,600 3,000 4,000 4,000 1,600 0 5,000 0 0 0 0 0 0 0 0
Urea Afg 817 760 475 950 760 950 950 665 0 760 0 380 380 380 0 190 380 0
DAP Afg 1,748 1,520 950 1,900 1,520 1,900 1,900 1,330 0 1,520 0 380 380 380 0 0 380 0
Weedicide Afg 300 0 0 500 0 0 0 300 0 500 0 1,000 1,000 1,000 0 2 1,000 0
Harvesting/picking labor Afg 450 450 600 1,500 450 450 450 300 0 300 900 900 900 1,500 0 1,800 900 0
Thresher charges Afg 502 412 0 806 525 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 1,200 1,200 1,800 0 1,200 1,200 0
Total Cost of Production Afg 10,592 8,792 10,595 10,816 8,655 11,350 11,600 9,495 0 10,230 3,200 4,760 4,760 5,960 0 3,492 4,760 0
Gross Margin (GVP-TCOP) Afg 1,084 -212 119 4,424 1,845 2,936 28,400 10,505 0 -2,880 26,800 10,240 47,740 34,040 0 5,258 40,240 0
Page 194
Cost of Production Table B-1: With Project (FDS) Per Jareeb Cost of Production in the Head Reach (Balkh River Basin)
Crops Unit Wheat Barley Turnip Cotton Corn Carrot Cauliflower Alfalfa Almonds Apricot
Output (main crop) kg 557 286 1,530 490 306 408 5,100 6,120 306 1,530
Output (byproduct) kg 475 275 0 184 255 0 0 0 0 0
Tractor use hours 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00
Seed kg 34.00 25.00 14.00 12.00 25.00 3.50 0.20 8.00 0.00 0.00
Sowing labor days 1.01 1.01 2.02 1.01 1.01 3.03 3.03 2.02 0.00 0.00
Farm yard manure mt 2.02 1.52 0.00 1.82 1.52 2.02 1.01 0.00 0.00 0.00
Urea kg 50.50 40.40 25.25 50.50 40.40 50.50 50.50 0.00 20.20 20.20
DAP kg 50.50 40.40 25.25 50.50 40.40 50.50 50.50 0.00 10.10 10.10
Weedicide Afg 303.00 0.00 0.00 505.00 0.00 0.00 0.00 0.00 1,010.00 1,010.00
Weeding labor days 3.03 0.00 5.05 3.03 0.00 5.05 5.05 0.00 4.04 4.04
Harvesting/picking labor days 3.03 3.03 4.04 10.10 3.03 3.03 3.03 6.06 6.06 6.06
Threshing labor days 3.03 3.03 0.00 0.00 3.03 0.00 0.00 0.00 0.00 0.00
Thresher charges Percent 7.00 7.00 0.00 0.00 7.00 0.00 0.00 0.00 0.00 0.00
Irrigation cost Afg 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Pruning d ays 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.08 8.08
Any other cost Afg 0.00 0.00 0.00 0.00 0.00 303.00 303.00 0.00 303.00 303.00

B.1 Value of Output
Output (main crop) Afg 14,480 5,998 10,929 13,709 7,650 14,571 51,000 30,600 15,300 53,550
Output (byproduct) Afg 8,556 2,754 0 1,836 3,060 0 0 0 0 0
Groos Value of output (GVOP) Afg 23,036 8,752 10,929 15,545 10,710 14,571 51,000 30,600 15,300 53,550
B.2 Value of Inputs
Tractor use Afg 800 800 800 30 800 800 800 0 0 0
Seed Afg 850 650 6,720 360 1,000 1,750 2,000 2,000 0 0
Sowing labor Afg 152 152 303 152 152 455 455 303 0 0
Farm yard manure Afg 4,040 3,030 0 3,636 3,030 4,040 2,020 0 0 0
Urea Afg 960 768 480 960 768 960 960 0 384 384
DAP Afg 1,919 1,535 960 1,919 1,535 1,919 1,919 0 384 384
Weedicide Afg 303 0 0 505 0 0 0 0 1,010 1,010
Weeding labor Afg 455 0 758 455 0 758 758 0 606 606
Harvesting/picking labor Afg 455 455 606 1,515 455 455 455 909 909 909
Threshing labor Afg 455 455 0 0 455 0 0 0 0 0
Thresher charges Afg 1,014 420 0 0 536 0 0 0 0 0
Irrigation cost Afg 0 0 0 0 0 0 0 0 0 0
Pruning Af g 0 0 0 0 0 0 0 0 1,212 1,212
Any other cost Afg 0 0 0 0 0 303 303 0 303 303
Total Cost of Production Afg 11,400 8,263 10,626 9,531 8,729 11,438 9,668 3,212 4,808 4,808
Gross Margin (GVP-TCOP) Afg 11,636 488 303 6,014 1,981 3,133 41,332 27,388 10,492 48,742
Page 195
Cost of Production Table B-2: With Project (FDS) Per Jareeb Cost of Production in the Middle Reach (Balkh River Basin)
Output (main crop) kg 476 288 1,545 494 0 1,391 4,120 6,180 309 1,545
Seed kg 31.00 25.00 14.00 12.00 0.00 1.00 0.20 8.00 0.00 0.00
Urea kg 38.38 40.40 25.25 50.50 0.00 25.25 50.50 0.00 20.20 20.20
DAP kg 46.46 40.40 25.25 50.50 0.00 0.00 50.50 0.00 10.10 10.10
Weedicide Afg 303.00 0.00 0.00 505.00 0.00 303.00 0.00 0.00 1010.00 1010.00
Pruning d ays 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.16 8.16

B.1 Value of Output
Output (main crop) Afg 12,372 6,056 11,036 13,843 0 49,661 41,200 30,900 15,450 54,075
Output (byproduct) Afg 6,674 2,781 0 1,854 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 19,047 8,837 11,036 15,697 0 49,661 41,200 30,900 15,450 54,075
B.2 Value of Inputs
Tractor use Afg 800 800 800 0 0 800 800 0 0 0
Seed Afg 775 650 6,720 360 0 500 2,000 2,000 0 0
Sowing labor Afg 152 152 303 152 0 455 455 303 0 0
Farm yard manure Afg 4,040 3,030 0 3,636 0 2,020 4,040 0 0 0
Urea Afg 729 768 480 960 0 480 960 0 384 384
DAP Afg 1,765 1,535 960 1,919 0 0 1,919 0 384 384
Weedicide Afg 303 0 0 505 0 303 0 0 1,010 1,010
Thresher charges Afg 866 424 0 831 0 0 0 0 0 0
Pruning Af g 0 0 0 0 0 0 0 0 1,224 1,224
Total Cost of Production Afg 10,794 8,722 10,626 10,331 0 6,072 11,688 3,212 4,820 4,820
Gross Margin (GVP-TCOP) Afg 8,253 116 410 5,366 0 43,588 29,512 27,688 10,630 49,255
Page 196
Cost of Production Table B-3: With Project (FDS) Per Jareeb Cost of Production in the Tail Middle Reach (Balkh River Basin)
Output (main crop) kg 290 294 1575 504 315 420 4200 6300 315 1575
Seed kg 31.00 25.00 14.00 12.00 25.00 3.50 0.20 8.00 0.00 0.00
Urea kg 43.43 40.40 25.25 50.50 40.40 50.50 50.50 0.00 20.20 20.20
DAP kg 46.46 40.40 25.25 50.50 40.40 50.50 50.50 0.00 10.10 10.10
Weedicide Afg 303.00 0.00 0.00 505.00 0.00 0.00 0.00 0.00 1010.00 1010.00
Pruning d ays 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.08 8.08

B.1 Value of Output
Output (main crop) Afg 7,535 6,174 11,250 14,112 7,875 15,000 42,000 31,500 15,750 55,125
Output (byproduct) Afg 4,725 2,835 0 1,890 3,150 0 0 0 0 0
Groos Value of output (GVOP) Afg 12,260 9,009 11,250 16,002 11,025 15,000 42,000 31,500 15,750 55,125
B.2 Value of Inputs
Tractor use Afg 800 800 800 0 800 800 800 0 0 0
Seed Afg 775 650 6,720 360 1,000 1,750 2,000 2,000 0 0
Sowing labor Afg 303 303 303 152 152 455 455 303 0 0
Farm yard manure Afg 4,040 3,030 0 3,636 3,030 4,040 4,040 0 0 0
Urea Afg 825 768 480 960 768 960 960 0 384 384
DAP Afg 1,765 1,535 960 1,919 1,535 1,919 1,919 0 384 384
Weedicide Afg 303 0 0 505 0 0 0 0 1,010 1,010
Thresher charges Afg 527 432 0 847 551 0 0 0 0 0
Pruning Af g 0 0 0 0 0 0 0 0 1,212 1,212
Total Cost of Production Afg 10,703 8,881 10,626 10,953 8,745 11,438 11,688 3,212 4,808 4,808
Gross Margin (GVP-TCOP) Afg 1,557 128 624 5,049 2,280 3,562 30,312 28,288 10,942 50,317
Page 197
Cost of Production Table C-1: Without Project Per Jareeb Cost of Production in the Head Reach (NVDA Private Area Canal System)
Potato Onion
Crops Unit Wheat
(Autumn) (Autumn)
Radish Clover Paddy Cotton Corn Sugarcane Vetch Cauliflower Garlic Peas Pepper Spinach Tomato Alfalfa Almonds Apricot Cherries Grapes Guava Lime Oranges Peaches Persimmon Plum Pomegranate
Output (main crop) kg 698.0 2,500.0 3,600.0 3,000.0 3,800.0 800.0 250.0 624.0 7,000.0 450.0 3,700.0 1,000.0 700.0 2,500.0 2,500.0 4,000.0 3,800.0 1,500.0 750.0 1,600.0 2,100.0 1,750.0 1,500.0 2,100.0 1,750.0 1,750.0 2400.0
Output (byproduct) kg 466.0 930.0 180.0 1,248.0 11,000.0 400.0
Tractor use hours 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Seed kg 34.0 300.0 1.0 5.0 3.0 24.0 10.0 21.0 14.0 0.5 70.0 15.0 5.0 5.0 0.2 3.0
Sowing labor days 1.0 3.0 3.0 1.0 1.0 4.0 1.0 1.0 3.0 1.0 5.0 3.0 2.0 1.0 1.0 3.0 1.0
Farm yard manure mt 1.5 2.5 1.4 3.0 1.6 1.5 1.2 1.2 2.0 0.6 2.0 1.0 1.7 2.0 2.0 2.5 1.6 1.0 1.0 1.0 1.0 1.0 1.0 0.5 0.8 0.5
Urea kg 75.0 125.0 75.0 50.0 75.0 60.0 60.0 100.0 125.0 50.0 50.0 75.0 75.0 100.0 75.0 20.0 50.0 20.0 25.0 15.0 20.0 20.0 50.0 15.0 10.0
DAP kg 45.0 50.0 50.0 50.0 50.0 40.0 45.0 50.0 75.0 50.0 50.0 50.0 50.0 100.0 50.0 10.0 25.0 10.0 25.0 15.0 10.0 10.0 50.0 15.0 5.0
Weedicide Afg 970.0 800.0 800.0 700.0 600.0 600.0 800.0 1,000.0 300.0 300.0 1,500.0 1,000.0 500.0 1,000.0 500.0 200.0 1,000.0 1,000.0 100.0 500.0 500.0
Weeding labor days 3.0 5.0 5.0 1.0 1.0 3.0 3.0 3.0 5.0 1.0 5.0 3.0 5.0 3.0 3.0 5.0 1.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0
Harvesting/picking labor days 3.0 4.0 3.0 3.0 3.0 4.0 10.0 4.0 4.0 3.0 3.0 3.0 4.0 3.0 3.0 4.0 3.0 6.0 6.0 10.0 5.0 5.0 5.0 6.0 5.0 5.0 10.0
Threshing labor days 3.0 4.0 4.0 3.0
Thresher charges Percent 6.0 7.0 6.0
Irrigation cost Afg
Pruning da ys 8.0 12.0 6.0 6.0 8.0 8.0 8.0 12.0
Any other cost Afg 300.0 300.0 300.0 300.0 300.0 300.0 300.0 150.0 150.0 300.0 300.0 100.0 300.0 300.0

B.1 Value of Output
Output (main crop) Afg 18,148 25,000 36,000 15,000 11,400 18,400 7,000 15,600 50,400 9,450 37,000 15,000 18,200 37,500 42,857 120,000 19,000 0 52,500 37,500 40,000 42,000 35,000 37,500 63,000 52,500 52,500 120,000
Output (byproduct) Afg 8,388 0 0 0 0 13,950 1,800 14,976 11,000 0 0 0 400 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 26,536 25,000 36,000 15,000 11,400 32,350 8,800 30,576 61,400 9,450 37,000 15,000 18,600 37,500 42,857 120,000 19,000 0 52,500 37,500 40,000 42,000 35,000 37,500 63,000 52,500 52,500 120,000
B.2 Value of Inputs
Tractor use Afg 800 800 800 800 800 800 30 800 800 800 800 800 800 800 800 800 800 0 0 0 0 0 0 0 0 0 0 0
Seed Afg 850 12,000 400 2,000 750 672 300 840 0 378 5,000 6,300 600 9,000 1,250 560 750 0 0 0 0 0 0 0 0 0 0 0
Sowing labor Afg 150 450 450 150 150 600 150 150 450 150 750 450 300 150 150 450 150 0 0 0 0 0 0 0 0 0 0 0
Farm yard manure Afg 3,000 5,000 2,800 6,000 3,200 3,000 2,400 2,400 4,000 1,200 4,000 2,000 3,400 4,000 4,000 5,000 3,200 0 2,000 2,000 2,000 2,000 2,000 2,000 0 1,000 1,600 1,000
Urea Afg 1,425 2,375 1,425 950 1,425 0 1,140 1,140 1,900 0 2,375 950 950 1,425 1,425 1,900 1,425 0 380 950 380 475 285 380 380 950 285 190
DAP Afg 1,710 1,900 1,900 1,900 1,900 0 1,520 1,710 1,900 0 2,850 1,900 1,900 1,900 1,900 3,800 1,900 0 380 950 380 950 570 380 380 1,900 570 190
Weedicide Afg 970 800 800 0 0 700 600 0 600 0 800 0 1,000 300 300 1,500 0 0 1,000 500 1,000 500 200 1,000 1,000 100 500 500
Weeding labor Afg 450 750 750 150 150 450 450 450 750 150 750 450 750 450 450 750 150 0 600 600 600 600 600 600 600 600 600 600
Harvesting/picking labor Afg 450 600 450 450 450 600 1,500 600 600 450 450 450 600 450 450 600 450 0 900 900 1,500 750 750 750 900 750 750 1,500
Threshing labor Afg 450 0 0 0 0 600 0 600 0 450 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Thresher charges Afg 1,089 0 0 0 0 1,288 420 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Irrigation ost c Afg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning Af g 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,200 1,800 900 900 1,200 1,200 0 1,200 1,800
Any other cost Afg 0 0 300 0 0 0 0 0 0 0 300 0 300 0 0 300 0 0 300 300 300 150 150 300 300 100 300 300
Total Cost of Production Afg 11,344 24,675 10,075 12,400 8,825 8,710 8,510 8,690 11,000 3,578 18,075 13,300 10,600 18,475 10,725 15,660 8,825 0 5,560 7,400 7,960 6,325 5,455 6,610 4,760 5,400 5,805 6,080
Gross Margin (GVP-TCOP) Afg 15,192 325 25,925 2,600 2,575 23,640 290 21,886 50,400 5,872 18,925 1,700 8,000 19,025 32,132 104,340 10,175 0 46,940 30,100 32,040 35,675 29,545 30,890 58,240 47,100 46,695 113,920
Page 198
Cost of Production Table C-2: Without Project Per Jareeb Cost of Production in the Middle Reach (NVDA Private Area Canal System)
Potato Onion
Crops Unit Wheat
(Autumn) (Autumn)
Output (main crop) kg 616.0 2500.0 3600.0 3,000.0 3800.0 800.0 250.0 480.0 7000.0 450.0 3700.0 1000.0 700.0 2500.0 2500.0 3000.0 3,800.0 300.0 1500.0 2100.0 1750.0 1500.0 2100.0 1750.0 1750.0 2400.0
Output (byproduct) kg 700.0 930.0 180.0 960.0 11000.0 400.0
Tractor use hours 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Seed kg 31.0 300.0 1.0 5.0 3.0 24.0 10.0 21.0 14.0 0.5 70.0 15.0 5.0 5.0 0.2 3.0
Sowing labor days 1.0 3.0 3.0 1.0 1.0 4.0 1.0 2.0 3.0 1.0 5.0 3.0 2.0 1.0 1.0 3.0 1.0
Farm yard manure mt 1.5 2.5 1.4 3.0 1.6 1.5 1.2 1.2 2.0 0.6 2.0 1.0 1.7 2.0 2.0 2.5 1.6 1.0 1.0 1.0 1.0 0.5 0.8 0.5
Urea kg 75.0 125.0 75.0 50.0 75.0 60.0 60.0 100.0 125.0 50.0 50.0 75.0 75.0 100.0 75.0 20.0 20.0 25.0 15.0 20.0 20.0 50.0 15.0 10.0
DAP kg 45.0 50.0 50.0 50.0 50.0 40.0 45.0 50.0 75.0 50.0 50.0 50.0 50.0 100.0 50.0 10.0 10.0 25.0 15.0 10.0 10.0 50.0 15.0 5.0
Weedicide Afg 600.0 800.0 800.0 700.0 600.0 600.0 600.0 800.0 1000.0 300.0 300.0 1000.0 1000.0 1000.0 500.0 200.0 1000.0 1000.0 100.0 500.0 500.0
Weeding labor days 3.0 5.0 5.0 1.0 1.0 3.0 3.0 3.0 5.0 1.0 5.0 3.0 5.0 3.0 3.0 5.0 1.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0
Harvesting/picking labor days 3.0 4.0 3.0 3.0 3.0 4.0 10.0 4.0 4.0 3.0 3.0 3.0 4.0 3.0 3.0 4.0 3.0 6.0 6.0 5.0 5.0 5.0 6.0 5.0 5.0 10.0
Threshing labor days 3.0 4.0 4.0 3.0
Thresher charges Percent 6.0 7.0 6.0
Irrigation cost Afg
Pruning da ys 8.0 8.0 6.0 6.0 8.0 8.0 4.0 8.0 12.0
Any other cost Afg 300.0 300.0 300.0 300.0 300.0 300.0 150.0 150.0 300.0 300.0 100.0 300.0 300.0

B.1 Value of Output
Output (main crop) Afg 16,016 25,000 36,000 15,000 11,400 18,400 7,000 12,000 50,400 9,450 37,000 15,000 18,200 37,500 42,857 90,000 19,000 15,000 52,500 0 0 42,000 35,000 37,500 63,000 52,500 52,500 120,000
Output (byproduct) Afg 12,600 0 0 0 0 13,950 1,800 11,520 11,000 0 0 0 400 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 28,616 25,000 36,000 15,000 11,400 32,350 8,800 23,520 61,400 9,450 37,000 15,000 18,600 37,500 42,857 90,000 19,000 15,000 52,500 0 0 42,000 35,000 37,500 63,000 52,500 52,500 120,000
B.2 Value of Inputs
Tractor use Afg 800 800 800 800 800 800 0 800 800 800 800 800 800 800 800 800 800 0 0 0 0 0 0 0 0 0 0 0
Seed Afg 775 12,000 600 2,000 750 672 300 840 0 378 5,000 6,300 600 9,000 1,250 560 750 0 0 0 0 0 0 0 0 0 0 0
Sowing labor Afg 150 450 450 150 150 600 150 300 450 150 750 450 300 150 150 450 150 0 0 0 0 0 0 0 0 0 0 0
Farm yard manure Afg 3,000 5,000 2,800 6,000 3,200 3,000 2,400 2,400 4,000 1,200 4,000 2,000 3,400 4,000 4,000 5,000 3,200 0 2,000 0 0 2,000 2,000 2,000 0 1,000 1,600 1,000
Urea Afg 1,425 2,375 1,425 950 1,425 0 1,140 1,140 1,900 0 2,375 950 950 1,425 1,425 1,900 1,425 380 380 0 0 475 285 380 380 950 285 190
DAP Afg 1,710 1,900 1,900 1,900 1,900 0 1,520 1,710 1,900 0 2,850 1,900 1,900 1,900 1,900 3,800 1,900 380 380 0 0 950 570 380 380 1,900 570 190
Weedicide Afg 600 800 800 0 0 700 600 600 600 0 800 0 1,000 300 300 1,000 0 1,000 1,000 0 0 500 200 1,000 1,000 100 500 500
Harvesting/picking labor Afg 450 600 450 450 450 600 1,500 600 600 450 450 450 600 450 450 600 450 900 900 0 0 750 750 750 900 750 750 1,500
Thresher charges Afg 961 0 0 0 0 1,288 420 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Irrigation ost c Afg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning Af g 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,200 1,200 0 0 900 900 1,200 1,200 600 1,200 1,800
Total Cost of Production Afg 10,771 24,675 10,275 12,400 8,825 8,710 8,480 9,440 11,000 3,578 18,075 13,300 10,600 18,475 10,725 15,160 8,825 4,760 6,760 0 0 6,325 5,455 6,610 4,760 6,000 5,805 6,080
Gross Margin (GVP-TCOP) Afg 17,845 325 25,725 2,600 2,575 23,640 320 14,080 50,400 5,872 18,925 1,700 8,000 19,025 32,132 74,840 10,175 10,240 45,740 0 0 35,675 29,545 30,890 58,240 46,500 46,695 113,920
Page 199
Cost of Production Table C-3: Without Project Per Jareeb Cost of Production in the Tail Reach (NVDA Private Area Canal System)
Potato Onion
Crops Unit Wheat
(Autumn) (Autumn)
Output (main crop) kg 370.0 2600.0 3,000.0 3800.0 800.0 250.0 390.0 450.0 3700.0 900.0 0 0 3000.0 3,800.0 300.0 2400.0
Output (byproduct) kg 400.0 930.0 180.0 780.0 0 0
1.0 0 0
Tractor use hours 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Seed kg 30.0 1.0 5.0 3.0 24.0 10.0 21.0 14.0 0.5 70.0 0 0 0.2 3.0
Sowing labor days 1.0 3.0 1.0 1.0 4.0 1.0 2.0 1.0 5.0 3.0 0 0 3.0 1.0
Farm yard manure mt 1.5 1.0 3.0 1.6 1.5 1.2 1.2 0.6 2.0 1.0 0 0 2.5 1.6 0.5
Urea kg 75.0 75.0 50.0 75.0 60.0 40.0 125.0 50.0 0 0 100.0 75.0 20.0 10.0
DAP kg 45.0 50.0 50.0 50.0 40.0 40.0 75.0 50.0 0 0 100.0 50.0 10.0 5.0
Weedicide Afg 540.0 800.0 700.0 600.0 800.0 0 0 1000.0 1000.0 500.0
Weeding labor days 3.0 5.0 1.0 1.0 3.0 3.0 3.0 1.0 5.0 3.0 0 0 5.0 1.0 4.0 4.0
Harvesting/picking labor days 3.0 3.0 3.0 3.0 4.0 10.0 4.0 3.0 3.0 3.0 0 0 4.0 3.0 6.0 10.0
Threshing labor days 3.0 4.0 4.0 3.0 0 0
Thresher charges Percent 6.0 7.0 6.0 0 0
Irrigation cost Afg 0 0
Pruning da ys 0 0 8.0 12.0
Any other cost Afg 300.0 300.0 0 0 300.0 300.0 300.0
0 0
B. Value of inputs/output & Other Costs 0 0
B.1 Value of Output 0 0
Output (main crop) Afg 9,620 0 26,000 15,000 11,400 18,400 7,000 9,750 0 9,450 37,000 13,500 0 0 0 90,000 19,000 15,000 0 0 0 0 0 0 0 0 0 120,000
Output byproduct) ( Afg 7,200 0 0 0 0 13,950 1,800 9,360 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 16,820 0 26,000 15,000 11,400 32,350 8,800 19,110 0 9,450 37,000 13,500 0 0 0 90,000 19,000 15,000 0 0 0 0 0 0 0 0 0 120,000
B.2 Value of Inputs
Tractor use Afg 800 0 800 800 800 800 0 800 0 800 800 800 0 0 0 800 800 0 0 0 0 0 0 0 0 0 0 0
Seed Afg 750 0 600 2,000 750 672 300 840 0 378 5,000 6,300 0 0 0 560 750 0 0 0 0 0 0 0 0 0 0 0
Sowing labor Afg 150 0 450 150 150 600 150 300 0 150 750 450 0 0 0 450 150 0 0 0 0 0 0 0 0 0 0 0
Farm yard manure Afg 3,000 0 2,000 6,000 3,200 3,000 2,400 2,400 0 1,200 4,000 2,000 0 0 0 5,000 3,200 0 0 0 0 0 0 0 0 0 0 1,000
Urea Afg 1,425 0 1,425 950 1,425 0 1,140 760 0 0 2,375 950 0 0 0 1,900 1,425 380 0 0 0 0 0 0 0 0 0 190
DAP Afg 1,710 0 1,900 1,900 1,900 0 1,520 1,520 0 0 2,850 1,900 0 0 0 3,800 1,900 380 0 0 0 0 0 0 0 0 0 190
Weedicide Afg 540 0 800 0 0 700 600 0 0 0 800 0 0 0 0 1,000 0 1,000 0 0 0 0 0 0 0 0 0 500
Harvesting/picking labor Afg 450 0 450 450 450 600 1,500 600 0 450 450 450 0 0 0 600 450 900 0 0 0 0 0 0 0 0 0 1,500
Thresher charges Afg 577 0 0 0 0 1,288 420 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Irrigation ost c Afg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,200 0 0 0 0 0 0 0 0 0 1,800
Total Cost of Production Afg 10,302 0 9,475 12,400 8,825 8,710 8,480 8,270 0 3,578 18,075 13,300 0 0 0 15,160 8,825 4,760 0 0 0 0 0 0 0 0 0 6,080
Gross Margin (GVP-TCOP) Afg 6,518 0 16,525 2,600 2,575 23,640 320 10,840 0 5,872 18,925 200 0 0 0 74,840 10,175 10,240 0 0 0 0 0 0 0 0 0 113,920
Page 200
Cost of Production Table D-1: With Project (FDS) Per Jareeb Cost of Production in the Head Reach (NVDA Private Farms Canal Distribution System)
Potato Onion
Crops Unit Wheat
(Autumn) (Autumn)
Radish Clover Paddy Cotton Corn Sugarcane Vetch Cauliflower Garlic Peas Pepper Spinach Tomato Alfalfa Almonds Pomegranate
Output (main crop) kg 712 2,550 3,672 3,060 3,876 816 300 636 7,140 459 3,774 1,020 714 2,550 2,550 4,080 4,000 0 2,448
Output (byproduct) kg 475 0 0 0 0 949 184 1,273 11,220 0 0 0 408 0 0 0 0 0 0
Tractor use hours 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00
Seed kg 34.00 300.00 1.00 5.00 3.00 24.00 10.00 21.00 0.00 14.00 0.50 70.00 15.00 5.00 5.00 0.20 3.00 0.00 0.00
Sowing labor days 1.01 3.03 3.03 1.01 1.01 4.04 1.01 1.01 3.03 1.01 5.05 3.03 2.02 1.01 1.01 3.03 1.01 0.00 0.00
Farm yard manure mt 1.52 2.53 1.41 3.03 1.62 1.52 1.21 1.21 2.02 0.61 2.02 1.01 1.72 2.02 2.02 2.53 1.62 0.00 0.51
Urea kg 75.75 126.25 75.75 50.50 75.75 0.00 60.60 60.60 101.00 0.00 126.25 50.50 50.50 75.75 75.75 101.00 75.75 0.00 10.10
DAP kg 45.45 50.50 50.50 50.50 50.50 0.00 40.40 45.45 50.50 0.00 75.75 50.50 50.50 50.50 50.50 101.00 50.50 0.00 5.05
Weedicide Afg 979.70 808.00 808.00 0.00 0.00 707.00 606.00 0.00 606.00 0.00 808.00 0.00 1,010.00 303.00 303.00 1,515.00 0.00 0.00 505.00
Weeding labor days 3.03 5.05 5.05 1.01 1.01 3.03 3.03 3.03 5.05 1.01 5.05 3.03 5.05 3.03 3.03 5.05 1.01 0.00 4.04
Harvesting/picking labor days 3.03 4.04 3.03 3.03 3.03 4.04 10.10 4.04 4.04 3.03 3.03 3.03 4.04 3.03 3.03 4.04 3.03 0.00 10.10
Threshing labor days 3.03 0.00 0.00 0.00 0.00 4.04 0.00 4.04 0.00 3.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Thresher charges Percent 6.00 0.00 0.00 0.00 0.00 7.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Irrigation cost Afg 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Pruning day s 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.12
Any other cost Afg 0.00 0.00 300.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 300.00 0.00 300.00 0.00 0.00 300.00 0.00 0.00 300.00

B.1 Value of Output
Output (main crop) Afg 18,511 25,500 36,720 15,300 11,628 18,768 8,400 15,912 51,408 9,639 37,740 15,300 18,564 38,250 43,714 122,400 20,000 0 122,400
Output (byproduct) Afg 8,556 0 0 0 0 14,229 1,836 15,276 11,220 0 0 0 408 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 27,067 25,500 36,720 15,300 11,628 32,997 10,236 31,188 62,628 9,639 37,740 15,300 18,972 38,250 43,714 122,400 20,000 0 122,400
B.2 Value of Inputs
Tractor use Afg 800 800 800 800 800 800 30 800 800 800 800 800 800 800 800 800 800 0 0
Seed Afg 850 12,000 400 2,000 750 672 300 840 0 378 5,000 6,300 600 9,000 1,250 560 750 0 0
Sowing labor Afg 152 455 455 152 152 606 152 152 455 152 758 455 303 152 152 455 152 0 0
Farm yard manure Afg 3,030 5,050 2,828 6,060 3,232 3,030 2,424 2,424 4,040 1,212 4,040 2,020 3,434 4,040 4,040 5,050 3,232 0 1,010
Urea Afg 1,439 2,399 1,439 960 1,439 0 1,151 1,151 1,919 0 2,399 960 960 1,439 1,439 1,919 1,439 0 192
DAP Afg 1,727 1,919 1,919 1,919 1,919 0 1,535 1,727 1,919 0 2,879 1,919 1,919 1,919 1,919 3,838 1,919 0 192
Weedicide Afg 980 808 808 0 0 707 606 0 606 0 808 0 1,010 303 303 1,515 0 0 505
Weeding labor Afg 455 758 758 152 152 455 455 455 758 152 758 455 758 455 455 758 152 0 606
Harvesting/picking labor Afg 455 606 455 455 455 606 1,515 606 606 455 455 455 606 455 455 606 455 0 1,515
Threshing labor Afg 455 0 0 0 0 606 0 606 0 455 0 0 0 0 0 0 0 0 0
Thresher charges Afg 1,111 0 0 0 0 1,314 504 0 0 0 0 0 0 0 0 0 0 0 0
Irrigation ost c Afg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,818
Any other cost Afg 0 0 300 0 0 0 0 0 0 0 300 0 300 0 0 300 0 0 300
Total Cost of Production Afg 11,452 24,794 10,161 12,496 8,898 8,795 8,672 8,761 11,102 3,602 18,195 13,362 10,689 18,562 10,812 15,800 8,898 0 6,138
Gross Margin (GVP-TCOP) Afg 15,615 706 26,559 2,804 2,730 24,202 1,564 22,427 51,526 6,037 19,545 1,938 8,283 19,688 32,903 106,600 11,102 0 116,262
Page 201
Cost of Production Table D-2: With Project (FDS) Per Jareeb Cost of Production in the Middle Reach (NVDA Private Farms Canal Distribution System)
Potato Onion
Crops Unit Wheat
(Autumn) (Autumn)
Output (main crop) kg 638 2,588 3,726 3,105 3,933 828 300 497 7,245 466 3,830 1,035 725 2,588 2,588 3,105 4,000 311 2,484
Output (byproduct) kg 725 0 0 0 0 963 186 994 11,385 0 0 0 414 0 0 0 0 0 0
Seed kg 31.00 300.00 1.00 5.00 3.00 24.00 10.00 21.00 0.00 14.00 0.50 70.00 15.00 5.00 5.00 0.20 3.00 0.00 0.00
Urea kg 75.75 126.25 75.75 50.50 75.75 0.00 60.60 60.60 101.00 0.00 126.25 50.50 50.50 75.75 75.75 101.00 75.75 20.20 10.10
DAP kg 45.45 50.50 50.50 50.50 50.50 0.00 40.40 45.45 50.50 0.00 75.75 50.50 50.50 50.50 50.50 101.00 50.50 10.10 5.05
Weedicide Afg 606.00 808.00 808.00 0.00 0.00 707.00 606.00 606.00 606.00 0.00 808.00 0.00 1010.00 303.00 303.00 1010.00 0.00 1010.00 505.00
Pruning day s 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.08 12.12

B.1 Value of Output
Output (main crop) Afg 16,577 25,875 37,260 15,525 11,799 19,044 8,400 12,420 52,164 9,781 38,295 15,525 18,837 38,813 44,357 93,150 20,000 15,525 124,200
Output (byproduct) Afg 13,041 0 0 0 0 14,438 1,863 11,923 11,385 0 0 0 414 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 29,618 25,875 37,260 15,525 11,799 33,482 10,263 24,343 63,549 9,781 38,295 15,525 19,251 38,813 44,357 93,150 20,000 15,525 124,200
B.2 Value of Inputs
Tractor use Afg 800 800 800 800 800 800 0 800 800 800 800 800 800 800 800 800 800 0 0
Seed Afg 775 12,000 600 2,000 750 672 300 840 0 378 5,000 6,300 600 9,000 1,250 560 750 0 0
Sowing labor Afg 152 455 455 152 152 606 152 303 455 152 758 455 303 152 152 455 152 0 0
Farm yard manure Afg 3,030 5,050 2,828 6,060 3,232 3,030 2,424 2,424 4,040 1,212 4,040 2,020 3,434 4,040 4,040 5,050 3,232 0 1,010
Urea Afg 1,439 2,399 1,439 960 1,439 0 1,151 1,151 1,919 0 2,399 960 960 1,439 1,439 1,919 1,439 384 192
DAP Afg 1,727 1,919 1,919 1,919 1,919 0 1,535 1,727 1,919 0 2,879 1,919 1,919 1,919 1,919 3,838 1,919 384 192
Weedicide Afg 606 808 808 0 0 707 606 606 606 0 808 0 1,010 303 303 1,010 0 1,010 505
Thresher charges Afg 995 0 0 0 0 1,333 504 0 0 0 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,212 1,818
Total Cost of Production Afg 10,887 24,794 10,361 12,496 8,898 8,815 8,642 9,518 11,102 3,602 18,195 13,362 10,689 18,562 10,812 15,295 8,898 4,805 6,138
Gross Margin (GVP-TCOP) Afg 18,731 1,081 26,899 3,029 2,901 24,668 1,621 14,825 52,447 6,179 20,100 2,163 8,562 20,251 33,545 77,855 11,102 10,720 118,062
Page 202
Cost of Production Table D-3: With Project (FDS) Per Jareeb Cost of Production in the Tail Reach (NVDA Private Farms Canal Distribution System)
Potato Onion
Crops Unit Wheat
(Autumn) (Autumn)
Output (main crop) kg 389 0 2730 3150 3990 840 300 410 0 473 3885 945 0 0 0 3150 4000 315 2520
Output (byproduct) kg 420 0 0 0 0 977 189 819 0 0 0 0 0 0 0 0 0 0 0
Seed kg 30.00 0.00 1.00 5.00 3.00 24.00 10.00 21.00 0.00 14.00 0.50 70.00 0.00 0.00 0.00 0.20 3.00 0.00 0.00
Urea kg 75.75 0.00 75.75 50.50 75.75 0.00 60.60 40.40 0.00 0.00 126.25 50.50 0.00 0.00 0.00 101.00 75.75 20.20 10.10
DAP kg 45.45 0.00 50.50 50.50 50.50 0.00 40.40 40.40 0.00 0.00 75.75 50.50 0.00 0.00 0.00 101.00 50.50 10.10 5.05
Weedicide Afg 545.40 0.00 808.00 0.00 0.00 707.00 606.00 0.00 0.00 0.00 808.00 0.00 0.00 0.00 0.00 1010.00 0.00 1010.00 505.00
Pruning day s 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.08 12.12

B.1 Value of Output
Output (main crop) Afg 10,101 0 27,300 15,750 11,970 19,320 8,400 10,238 0 9,923 38,850 14,175 0 0 0 94,500 20,000 15,750 126,000
Output (byproduct) Afg 7,560 0 0 0 0 14,648 1,890 9,828 0 0 0 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 17,661 0 27,300 15,750 11,970 33,968 10,290 20,066 0 9,923 38,850 14,175 0 0 0 94,500 20,000 15,750 126,000
B.2 Value of Inputs
Tractor use Afg 800 0 800 800 800 800 0 800 0 800 800 800 0 0 0 800 800 0 0
Seed Afg 750 0 600 2,000 750 672 300 840 0 378 5,000 6,300 0 0 0 560 750 0 0
Sowing labor Afg 152 0 455 152 152 606 152 303 0 152 758 455 0 0 0 455 152 0 0
Farm yard manure Afg 3,030 0 2,020 6,060 3,232 3,030 2,424 2,424 0 1,212 4,040 2,020 0 0 0 5,050 3,232 0 1,010
Urea Afg 1,439 0 1,439 960 1,439 0 1,151 768 0 0 2,399 960 0 0 0 1,919 1,439 384 192
DAP Afg 1,727 0 1,919 1,919 1,919 0 1,535 1,535 0 0 2,879 1,919 0 0 0 3,838 1,919 384 192
Weedicide Afg 545 0 808 0 0 707 606 0 0 0 808 0 0 0 0 1,010 0 1,010 505
Thresher charges Afg 606 0 0 0 0 1,352 504 0 0 0 0 0 0 0 0 0 0 0 0
Pruning A fg 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,212 1,818
Total Cost of Production Afg 10,413 0 9,556 12,496 8,898 8,834 8,642 8,336 0 3,602 18,198 13,362 0 0 0 15,298 8,898 4,808 6,141
Gross Margin (GVP-TCOP) Afg 7,248 0 17,744 3,254 3,072 25,134 1,648 11,729 0 6,321 20,652 813 0 0 0 79,202 11,102 10,942 119,859
Page 203
Cost of Production Table E-1: With Project Per Jareeb Cost of Production in NVDA State Farms
Crops Unit Wheat Oranges Olive
Output (main crop) kg 550.0 1,200.0 54.0
Output (byproduct) kg 466.0
Tractor use hours 1.0

Seed kg 34.0
Sowing labor days 1.0
Farm yard manure mt 1.5 1.0 2.0
Urea kg 75.0 20.0 2.0
DAP kg 45.0 10.0 2.0
Weedicide Afg 970.0 1,000.0 4,000.0
Weeding labor days 3.0 4.0 5.0
Harvesting/picking labor days 3.0 5.0
Threshing labor days 3.0
Thresher charges Percent 6.0
Irrigation cost Afg
Pruning day s 8.0 8.0
Any other cost Afg 300.0

B.1 Value of Output
Output (main crop) Afg 14,300 30,000 21,600
Output (byproduct) Afg 8,388 0 0
Groos Value of output (GVOP) Afg 22,688 30,000 21,600
B.2 Value of Inputs
Tractor use Afg 800 0 0
Seed Afg 850 0 0
Sowing labor Afg 150 0 0
Farm yard manure Afg 3,000 2,000 4,000
Urea Afg 1,425 380 38
DAP Afg 1,710 380 76
Weedicide Afg 970 1,000 4,000
Weeding labor Afg 450 600 750
Harvesting/picking labor Afg 450 750 0
Threshing labor Afg 450 0 0
Thresher charges Afg 858 0 0
Irrigation cost Afg 0 0 0
Pruning Af g 0 1,200 1,200
Any other cost Afg 0 300 0
Total Cost of Production Afg 11,113 6,610 10,064
Gross Margin (GVP-TCOP) Afg 11,575 23,390 11,536
Page 204
Cost of Production Table F-1: With Project Per Jareeb Cost of Production in NVDA State Farms
Crops Unit Wheat Corn Alfalfa Oranges Olive
Output (main crop) kg 900.0 1,000.0 3,500.0 2,100.0 120.0
Output (byproduct) kg 900.0 2,000.0
Tractor use hours 1.0 1.0 1.0

Seed kg 34.0 21.0 10.0
Sowing labor days 1.0 2.0 2.0
Farm yard manure mt 1.5 1.2 2.0 1.0 2.0
Urea kg 100.0 100.0 75.0 20.0 2.0
DAP kg 50.0 50.0 75.0 10.0 2.0
Weedicide Afg 1,000.0 800.0 1,000.0 6,000.0
Weeding labor days 3.0 3.0 3.0 4.0 7.0
Harvesting/picking labor days 3.0 5.0 9.0 7.0
Threshing labor days 3.0 5.0
Thresher charges Percent 8.0 0.0
Irrigation cost Afg 0.0
Pruning d ays 0.0 8.0 8.0
Any other cost Afg 0.0 300.0

B.1 Value of Output
Output (main crop) Afg 23,400 25,000 17,500 52,500 48,000
Output (byproduct) Afg 16,200 24,000 0 0 0
Groos Value of output (GVOP) Afg 39,600 49,000 17,500 52,500 48,000
B.2 Value of Inputs
Tractor use Afg 800 800 800 0 0
Seed Afg 850 840 2,500 0 0
Sowing labor Afg 150 300 300 0 0
Farm yard manure Afg 3,000 2,400 4,000 2,000 4,000
Urea Afg 1,900 1,900 1,425 380 38
DAP Afg 1,900 1,900 2,850 380 76
Weedicide Afg 1,000 800 0 1,000 6,000
Weeding labor Afg 450 450 450 600 1,050
Harvesting/picking labor Afg 450 750 1,350 1,050 0
Threshing labor Afg 450 750 0 0 0
Thresher charges Afg 1,872 0 0 0 0
Irrigation cost Afg 0 0 0 0 0
Pruning Af g 0 0 0 1,200 1,200
Any other cost Afg 0 0 0 300 0
Total Cost of Production Afg 12,822 10,890 13,675 6,910 12,364
Gross Margin (GVP-TCOP) Afg 26,778 38,110 3,825 45,590 35,636
Page 205
Cost of Production Table G-1: Per Jareeb Cost of Production in Yatim Tapa Canal System
Crops Unit Wheat Clover Paddy Corn Vetch Onion (Spring) Sesame Almonds Apple Peaches Plum Poplar
Output (main crop) kg 560.0 2000.0 800.0 600.0 450.0 2600.0 400.0 300.0 1400.0 1500.0 1500.0 1.0
Output (byproduct) kg 500.0 1200.0
Tractor use hours 1.0 1.0 1.0 1.0 1.0 1.0

Seed kg 30.0 8.0 35.0 25.0 14.0 1.0 5.0
Sowing labor days 1.0 2.0 4.0 2.0 1.0 3.0 1.0
Farm yard manure mt 1.0 1.2 0.6 1.0
Urea kg 50.0 25.0 50.0 50.0 75.0 25.0 20.0 20.0 20.0 20.0 50.0
DAP kg 50.0 25.0 50.0 50.0 50.0 25.0 10.0 10.0 10.0 10.0 50.0
Weedicide Afg 300.0 600.0 800.0 1000.0 1000.0 1000.0 1000.0 500.0
Weeding labor days 2.0 2.0 3.0 1.0 5.0 1.0 4.0 4.0 4.0 4.0 4.0
Harvesting/picking labor days 3.0 6.0 3.0 4.0 3.0 3.0 3.0 6.0 6.0 12.0 6.0
Threshing labor days 4.0 4.0 4.0 3.0 3.0
Thresher charges Percent 7.0 7.0
Irrigation cost Afg
Pruning day s 8.0 10.0 20.0 8.0 8.0
Any other cost Afg 300.0 300.0 300.0 300.0 300.0 300.0

B.1 Value of Output
Output (main crop) Afg 14,560 6,000 18,400 15,000 9,450 18,200 16,800 15,000 70,000 45,000 45,000 100,000
Output (byproduct) Afg 9,000 0 0 14,400 0 0 0 0 0 0 0 0
Groos Value of output (GVOP) Afg 23,560 6,000 18,400 29,400 9,450 18,200 16,800 15,000 70,000 45,000 45,000 100,000
B.2 Value of Inputs
Tractor use Afg 800 0 800 800 800 800 800 0 0 0 0 0
Seed Afg 750 2,000 980 1,000 378 300 900 0 0 0 0 0
Sowing labor Afg 150 300 600 300 150 450 150 0 0 0 0 0
Farm yard manure Afg 2,000 0 0 2,400 1,200 2,000 0 0 0 0 0 0
Urea Afg 950 475 950 950 0 1,425 475 380 380 380 380 950
DAP Afg 1,900 950 1,900 1,900 0 1,900 950 380 380 380 380 1,900
Weedicide Afg 300 0 600 0 0 800 0 1,000 1,000 1,000 1,000 500
Weeding labor Afg 300 0 300 450 150 750 150 600 600 600 600 600
Harvesting/picking labor Afg 450 900 450 600 450 450 450 900 900 1,800 900 0
Threshing labor Afg 600 0 600 600 450 0 450 0 0 0 0 0
Thresher charges Afg 1,019 0 1,288 0 0 0 0 0 0 0 0 0
Irrigation ost c Afg 0 0 0 0 0 0 0 0 0 0 0 0
Pruning Af g 0 0 0 0 0 0 0 1,200 1,500 3,000 1,200 1,200
Any other cost Afg 0 0 0 0 0 300 0 300 300 300 300 300
Total Cost of Production Afg 9,219 4,625 8,468 9,000 3,578 9,175 4,325 4,760 5,060 7,460 4,760 5,450
Gross Margin (GVP-TCOP) Afg 14,341 1,375 9,932 20,400 5,872 9,025 12,475 10,240 64,940 37,540 40,240 94,550
Page 206
Model Budget Table 1: With and Without Project One Ha Model Budget For Farmers
Located in Different Reaches of Downstream of Bangala Weir
Afgahnis
Without
Location on The Canal Project With Project Increment % Change
A. Head Reach
1. Cropping Intensity (%) 113 116 2.3 2.0%
2. Cropped Area (ha) 5.7 5.8 0.1 2.0%
3. Gross Value of Production 134,686 141,501 6,815.1 5.1%
4. Gross Cost of Production 52,472 54,002 1,529.5 2.9%
5. Gross Margin 82,213 87,499 5,286 6.4%
B. Middle Reach
2. Cropped Area (ha) 5.8 6.06 0.3 5.0%
5. Gross Margin 50,927 57,660 6,733 13.2%
C. Tail Reach
2. Cropped Area (ha) 1.1 1.3 0.2 20.0%
5. Gross Margin 5,599 7,755 2,156 38.5%
D. Overall (Weighted)
2. Cropped Area (ha) 4.2 4.4 0.2 4.9%
5. Gross Margin 46,246 50,971 4,725 10.2%
Page 207
Model Budget Table 2: With and Without Project One Ha Model Budget For Farmers
Located in Different Reaches of Balkh River (EIRRP)
A. Head Reach
2. Cropped Area (ha) 5.7 5.7 0.1 1.0%
4. Gross Cost of Production 52,472 53,459 986.8 1.9%
5. Gross Margin 82,213 85,294 3,081 3.7%
B. Middle Reach
2. Cropped Area (ha) 5.8 5.9 0.1 2.0%
5. Gross Margin 50,927 54,430 3,503 6.9%
C. Tail Reach
2. Cropped Area (ha) 1.1 1.12 0.1 5.0%
5. Gross Margin 5,599 6,612 1,013 18.1%
2. Cropped Area (ha) 4.2 4.24 0.1 1.8%
5. Gross Margin 46,246 48,779 2,532 5.5%
Page 208
Model Budget 3: With and Without Project One Ha Model Budget For Farmers Located in
Different Reaches of NVDA Private FarmDown Area
Afgahnis
Without
Location on The Canal Project With Project Increment % Change
A. Head Reach
2. Cropped Area (ha) 7.6 7.9 0.3 4.0%
5. Gross Margin 230,147 245,573 15,426 6.7%
B. Middle Reach
2. Cropped Area (ha) 10.0 10.8 0.8 8.0%
5. Gross Margin 211,688 240,290 28,602 13.5%
C. Tail Reach
2. Cropped Area (ha) 10.2 11.2 1.0 10.0%
5. Gross Margin 140,962 167,741 26,779 19.0%
2. Cropped Area (ha) 9.3 10.0 0.7 7.6%
5. Gross Margin 194,266 217,868 23,602 12.1%
Model Budget Table 4: With and Without Project One Ha Model Budget For NVDA State
Farms
2. Cropped Area (ha) 0.4 0.7 0.3 90.5%
5. Gross Margin 4,506 13,885 9,380 208.2%
Page 209
Appendix K – Land Acquisition and Resettlement Framework
APPENDIX K – LAND ACQUISITION AND RESETTLEMENT FRAMEWORK
LIST OF ACRONYMS

APs/AFs Affected Parties / Affected Families
EA Executing Agency
DMS Detailed Measurement Survey
MOF Ministry Of Finance
ICs Implementation Consultants
IPs Indigenous Peoples
IR Involuntary Resettlement
LAL Land Acquisition Law
LAMD Land Affairs Management Department
LAR Land Acquisition and Resettlement
LARF Land Acquisition and Resettlement Framework
LARP Land Acquisition and Resettlement Plan
M&E Monitoring and Evaluation
MFF Multitranche Financing Facility
NGO Nongovernment Organization
NOC No-objection Certificate
PIO Project Implementation Unit
PFR Periodic Financial Requests
PMO Project Management Unit
R&R Resettlement and Rehabilitation
RPs Resettlement Plans
RRP Report and Recommendation of the President
SIA Social Impact Assessment
SLARP Short Land Acquisition and Resettlement Plan
TOR Terms of Reference
WRDIP Water Resources Development Investment Program
Page 210
GLOSSARY
Affected Family: All members of a family living under one roof and op erating as a single social
unit, who are affected by the project or its component.
Affected Person/People: All the people affected by the project through lan d acquisitio n,
relocation, loss of in come, loss of livelihood, lo ss of employment or an y other type of loss; include
any person (Men, women, childr en, disable d, si ck, refu gees, etc.), household, firms, public or
private organizations, community organizations, religious institutions. Accordingly, APs include: (a)
persons whose place of living is affected; (b) farmers and nomads whose main form of livelihood is
affected due to loss of tr ees, crops, grazing areas, forests, etc.; (c) persons whose businesses are
affected an d who may experience loss of th eir business income d ue to proje ct activitie s; (d)
persons who lose their employment and income due to project activitie s; and (e) persons who lose
their community activities, contacts, and resources due to project impacts.
Compensation: Payment in cash or in kind a s cost of replacement of their assets, r esources, and
income opportunities due to the project.
Cut-off date: The date after which APs will not be considered eligible for receiving compensation.
They are hence not included in the list of APs/AFs as defined by the survey census. Under nor mal
circumstances, the cut-off date is the date on wh ich the Detailed Me asurement Surve y will be
commenced.
Detailed Measurement Survey: The detailed inventory of losses that is completed after detailed
design and after marking of project boundaries on the ground.
Entitlement: Range of measures comprising of compensation, in come restoration, transfer
assistance, and income substitution.
Income Restoration: The process of re-establishing APs' income to th e level s/he enjoyed prior to
relocation.
Inventory of Losses: T he pre-appr aisal inventory of assets as a preliminary record of affe cted
and/or lost assets.
Land Acquisition: The process w hereby a person is compelled by a government agency to
alienate all or part of the land the person owns or possesses to the ownership and possession of
the government agency requiring the land for public purpose in return for compensation.
Livelihood: The total p ackage of e arnings eith er in cash o r kind a per son generates for his/h er
survival.
No-Objection-Certificate: The certificate issu ed by an independent monitoring agency aft er
conducting a comprehensive audit to ensure that APs and their assets have been completel y
removed from the site to begin civil work.
Non-titled: Those who have no recognizable rights or clai ms to the land that they are occupying.
Also includ es people u sing private or state la nd without permission, permit, or grant i.e. tho se
people without legal titles to land and/or stru ctures occupied or used by them. ADB’s policy
explicitly states that such people cannot be denied compensation for the land that they occupy.
Poor: Those falling below the official national poverty line (equivalent to 2,350 calories per day) of
Afghani 700 per person per month (2009).
Rehabilitation: Compe nsatory me asures provided under the policy framework o n involuntar y
resettlement other than payment of the replacement cost of acquired assets.
Relocation: Physical relocation of an AP from a pre-project location of his/her residence.
Shura: The formal institution established for coor dination and impleme ntation of all developme nt
activities including conflicts resolution at the community level.
Vulnerable people: Those who are (i) the poorest, living clo se to, on or below the poverty line; ( ii)
without legal title to assets; (iii) hou seholds headed by women; (iv) the disabled or those unable to
work; (v) indigenous peoples; (vi) ethnic minorities; (vii) nomadic pastoralists with out a town or
village base; (viii) isolated communi ties; and (ix) left behind when the majority of t heir community
becomes eligible for relocation.
Page 211
LAND ACQUISITION AND RESETTLEMENT FRAMEWORK

I. INTRODUCTION
1. The Asian Development Bank's (ADB) Water Resources Development Investment Program
(WRDIP – t he Program) for Afgha nistan involves r ehabilitation, improvement or construction of
irrigation an d flood management infrastructure. The program will be financed by ADB throug h a
Multitranche Financial Facility (MFF). There will be three tranches asso ciated with the Program . In
addition to p roject management and a project prepar ation facility to prepare subsequ ent tranches,
tranche 1 will comprise three main invest ment components in cluding (i) N orthern Basins
Development, (ii) Nang ahar Valley Developme nt Authority (NVDA) I mprovement, and (iii) F lood
Management. The Ministry of Finance is the Executing Agency (EA) for the WRMIP; the Ministry of
Energy and Water (MEW) is the Implementing Agency (IA) for the first and third components; and
the Ministry of Agriculture, Irrigation, and Livestock (MAIL) is the IA for the second component.
2. Construction activities under the first tranc he of the Program are e xpected to cause no o r
very little i mpacts on land ac quisition and resettlem ent (LAR ). This Land Acquisition and
Resettlement Framework (LARF) is prepared to address LAR issues if a nd when they occur in th e
course of planning an d implemen tation of the whole WRDIP. The LARP presented in this
document establishe s p rinciples and procedures for the compensation of possible loss of lan d,
houses, bu ildings, cro ps, and livelihoods durin g Program implementat ion in line with the ADB
Policy on Involuntary Resettlement and the relevant policies and guidelines on land acquisition of
the Government of Afghanistan. S ubproject Land Acquisition and Resettlement Plans (LARPs), if
necessary, will be prep ared in a ccordance with this LARF. This docu ment has b een approved by
the MOF, MAIL, and MEW.
II. LAR PROCESSING REQUIREMENTS
3. Based on ADB policy/practice, th e appraisal of the MFF/tranche 1 a nd the provision of

Periodic Financial Requests (PFRs) for each successive tranche, will require the preparation of the
following documents:
(i) An updated LARF. The present LARF will be reviewed, if necessary updated, and then
submitted for ADB approval at the start of the preparation of each tranche after the first;
(ii) An Initial Poverty and Social Assessment (IPSA) indi cating for e ach tranche ,
whether LAR impacts will occur, if so, their type and magnitude. The same
screening will also apply for likely impact on Indigenous Peoples (IP) as defined by
ADB's Policy on Indigenous Peoples (1998).
(iii) A LARP based on detailed design for each project with LAR impacts and, if
identified, IP Impact. The LARP will include detailed compensation an d
administration budgets and im plementation schedules linking LAR t asks to the
initiation of civil works and specific actions for IP when IP impacts are identified.
4. The content and the l evel of det ails of each LARP wil l be in accordance with ADB
procedures as detailed in the Operations Manual (OM) Section F2/OP & BP (2006). Accordingly,
a Full LARP (Appendix 1) will be prepared for all subpr ojects with “significant” impacts (Category A
- the impacts are considered significant if 200 or more people are being displaced and/or are losing
10% or mo re of their productive, income generati ng assets). Subprojects with less sign ificant
impacts will require only a short LARP (Appendix 2).
5. Appraisal of the MFF/tranche 1, P FR approv al for each successive tranche, appr oval of
contract awards, and provision of the No-Obje ction Certificate (NOC) for contractors to procee d
with projects with LAR impacts will be based on the following LAR-related conditions:
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(i) MFF and first tranche appraisal: Conditional to the prepa ration of: (a) a LARF for
the whole MFF appro ved by ADB, EA and IAs; and (b) implement able LARPs
approved by ADB and IA for all tranche 1 subprojects with LAR impacts.
(ii) PFR approval for successive tranches: Conditional to ( a) review a nd, if needed,
update of the LARF; and (b) preparation of an implementab le LARP approved b y
ADB and IA consistent with the revised LARF for each project requiring LAR.
(iii) Civil Works Contract Awards signing: Conditional to the prepar ation of an
implementable LARP approved by ADB and the IA consistent with the revised LARF
for each subproject requiring LAR.
(iv) Provision of No-Objection Certificate (NOC) to proceed to contractors:
Conditional to full LARP implementation (f ull delivery of compensation/re habilitation
provisions) for the relevant project. This cond ition will be clearly spelle d out in the
civil works contract.
III. LARP APPROVAL PROCESS
6. LARP prep aration will be the responsibility of the first tra nche IAs' Project Management
Office (PMO) with suppo rt from Impl ementation Consultants (ICs) hired by the IAs for the duration
of their fir st tranche activities. The ICs will hav e international and lo cal LAR capacity sufficient to
cover all LA R planning and implementation nee ds throughout the Progr am implementation. 12 The
LARPs will be first approved by the IA and then by ADB, prior to implementation. 13
IV. LEGAL AND POLICY BACKGROUND
A. AFGHANISTAN LAWS ON LAND ACQUISITION AND RESETTLEMENT
7. There are no laws or legislation in Afghanistan that specifically address matters related to
involuntary resettlement (IR). However, the C onstitution of Afghanistan (2004) categorically
recognizes the citizens’ right to own , use, and dispose property. It also states that no one will be
dispossessed of their pr operty without the consent of a cou rt of law and that alien ation of private
property for public purpose will be allowed only after payment of fair compensation to the owne r.
Furthermore, there is a Land Expro priate Law (2000) in the country for regulating and managing
acquisition of land, property, and o ther productive assets and for comp ensating the loss of assets.
The most important of these are:
(i) The Law on Land Expropriation (8 October 2000);
(ii) The Land Affairs Management Law (2008);
(iii) Amendment to The Law of Land Expropriation (3 April 2005);
(iv) The Land Policy (2006).
8. Collectively, these laws and policies provide a sound basis for acquisitio n of land for public
purpose and for compensating land owners with legal titles. An accoun t of the provisions is given
below.
9. The Land Policy states that compensation for the expropriation of ow nership or o f rights
on land be strictly defined by law. It is national policy that no law may permit arbitrary deprivation of
property rights in the event government decide s to implement a development project in the interest
of the public (Section 2.1.1).
12
Implement ation of subs equent tranches will also have PMO staffed with ad equate co nsultant inp ut to e xecute LAR
activities.
13
In the seco nd com ponent of the first tra nche, Nangahar Val ley Development A uthority Improvem ent, there is not
anticipated to be an y res ettlement activiti es. Ho wever, this will be co nfirmed d uring detail ed d esign an d proj ect
implementation. Internationa l and d omestic resettleme nt ex pertise thro ugh the impleme ntation co nsultants has b een
provided for in both the MAIL and MEW PMO.
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10. The Land Affairs Management Law, Article 21 provides provisions for pr ivate lan d
acquisition for public be nefits according to the provision of law. According to this la w, the land in
question ha s to be settled and the installment of land should have been paid in full prior to
expropriation. The procedure for land settlement is laid ou t that should be followed in respect of
unsettled lands expected to be acquired.
11. The Law on Land Expropriation and the Amendment Law, have several clauses relating
to private land acquisition for pu blic intere st purposes, such as the construction of pub lic
infrastructure or for th e protection of lands with cultural and scientific values, land of higher
agricultural productivity, large gard ens and majo r vineyar ds which h ave economic importance,
pursuant to permission by Sharia Law under the conditions mentioned below:
(a) The acquisition of a plot or portion of a plot which is n eeded for public purposes shall
be carried o ut upon the approval of Council of Ministers, a nd with provision of prior
and adequate compensation based on the market price of the land (Article 2).
(b) The acquisition of a plot or part of it should not prevent the owner from u sing the rest
of the prop erty or hamper its use. If this difficulty arises, the whole pr operty will b e
acquired (Article 4).
(c) The right of the owner or land user will be terminated 3 months prior to the start of civil
works on the project and after the proper reimbursement to the owner or person using
the land has been made. The termination of th e right of the landlord o r the person
using the land should not affect their rights of collecting their last harvest from th e
land, except when there is an emergency evacuation (Article 6).
(d) In case of land acquisition, the following compensations shall be provided: price of the
land; price of any residential houses, buildings, and other constructions located on the
land; the price of any fr uit bearing or ornamental trees or other saplin gs set on th e
land (Article 8).
(e) The price of land shall be determined by the Co uncil of Ministers, and the grade an d
location of the land sha ll be consid ered for determining the price of the land (Article
10).
(f) The price of residentia l houses, buildings, and other constr uctions be longing to the
owner of th e land should be deter mined in accordance with the Unified Table fo r
Valuation (Article 11).
(g) Upon payment of the construction materials costs, the owner will obtain materials free
of charge (Amendment No. 7, Article 1, Section 2).
(h) A land plot of the same value shall be distributed to those whose house/land has been
expropriated, or if requested so b y the owne r, another residential h ouse or plo ts
owned by th e Emirates shall be put at his disp osal, in accordance with the specified
criteria (Article 13, Amendment Article 1, Section 3).
(i) Instead of paying the price for an expropriated land to the owner, another piece of
land, equivalent to such land, may be distribute d to the own er upon his agreement. If
such new land has a grade higher than that expropriated, the owner shall pay the
difference to the Emirates and vice versa (Article 14).
(j) The price for fruit bearing or orname ntal trees or other saplin gs set on a land subject
to expropriation, which belong to the owner and use r of such land, shall be
determined by the municipality and administration of agriculture (Article 15).
(k) Damages incurred due to research and surveys on the land shall be co mpensated as
agreed by t he parties or as determi ned by co mmittee authorized for this work (Article
18).
(l) If the own er has not succeeded to collect products from the la nd, the land's
expropriated agency shall compensate the damages as determined by the authorized
committee considering the proceeds obtained by the owner from land (Article 19).
(m) The land owner, user, or their legal p rocurator shall be informed three mo nths prior to
expropriation, and the price of lan d, where s/he is not present even though invited,
shall not prevent implementing the project (Article 20).
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(n) While expropriating th e land, the admin istration shall r eceive legal documents
establishing the title to the exprop riate land from the owner who shall submit the
documents to expropriating administration (Article 22).
B. COMPENSATION AND VALUATION METHODS IN AFGHANISTAN
12. Land. Compensation prices for land include (i) the price of land, (ii) pr ice of any residentia l
houses, buildings, and other constr uctions located on the land, and (iii) the price of any fruit
bearing or ornamental trees, or other sapling s set on th e land. The price of la nds subject t o
expropriation shall be d etermined by the Council of Ministers, in consideration of the grade a nd
location of the land, based on th e market pr ice of the land. The p rice of residential hou ses,
buildings, and other co nstructions shall be determined by a committee comprising of the regio nal
director (the property office) in a ccordance with the Unified T able for Valuation which is expected
to be updated annually.
13. Annual Crops. The price of annual crops is determined according to th e Unified Table of
Valuation or if this is not updated, the market price.
14. Fruit Bearing or Ornamental Trees. The price of fruit be aring trees or ornamental tress or
other saplin gs set on a land subject to expropri ation, which belong to the owner or user of such
land, is determined by t he regional director and the administration of agriculture, using the Unified
Table of Valuation or if this is not updated, the market price.
15. Residential Houses, Buildings, and Other Constructions. The price of structures will be
determined according to the Unified Table of Valuation or if this is not updated, the market price.

C. ADB’S INVOLUNTARY RESETTLEMENT POLICY
16. The ADB Policy on Involuntary Resettlement is based on the following principles:
(i) Involuntary resettlement should be avoided or at least minimized to the extent possible.
(ii) Compensation will ensure the maintenance of the APs’ pre-project living standards.
(iii) APs should be fully informed and consulted on LAR compensation options.
(iv) APs’ so cio-cultural institutions sh ould be invo lved a s mu ch a s p ossible in the
resettlement process.
(v) Compensation/rehabilitation will be executed with equal consideration of women and men.
(vi) Absence of formal legal land title should not be a bar to compensation entitlements.
(vii) Particular attention sho uld be paid to ho useholds h eaded by wome n and other
vulnerable groups, such as IP s an d eth nic minor ities, a nd appr opriate assistan ce
should be provided to help them improve their status.
(viii) LAR should be conceived and executed as a part of the Pr ogram, and the full costs of
compensation should be included in Program costs and benefits.
(ix) All compensation an d rese ttlement sub sidies sho uld be provid ed prior to the
dispossession of the property.
D. ADB'S POLICY ON INDIGENOUS PEOPLES
17. For operational purposes, ADB d efines "i ndigenous peoples" as groups with social or
cultural identity distinct from the do minant or mainstream society, which makes them vulnerable to
being disad vantaged in the process of development. "Indigenous peo ples" is a g eneric concept
that include s cultural minorities, ethnic minorities, ind igenous cultu ral minorities, tribal pe ople,
natives and aboriginals. Two significant characteri stics to b e considered in identifying indigeno us
peoples wo uld be (i) d escent from population groups present in a g iven area, most often before
modern states or territories were defined, and (ii) maintenance of cultural and social identities, and
social, economic, cultural, and political institutions separate from mainstream or dominant societies
and cultures. The indigenous peoples policy is desi gned to promote the participation of indigenous
peoples in p roject preparation and implementati on, to ensur e that they benefits fro m development
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interventions that would affect the m, and to provide effective safegu ards again st any adverse
impacts.
E. COMPARISON OF AFGHANISTAN’S LAWS AND POLICIES AND ADB’S

POLICY ON INVOLUNTARY RESETTLEMENT
18. Comparison of Afghanistan laws with the AD B Policy on Involuntary Resettlement indicates
that in general, the law coves some relevant pr ovisions. The main diffe rence is that ADB policy is
comprehensive includin g the resto ration of in come and lost livelihoo d while the emphasis of
Afghanistan law is on th e compensation payment. The several key elements of the ADB policy are
absent from the country’s laws. More specifical ly, the Afgha nistan law d oes not recognize abou t
compensation of users who do not have the legal title to the land, has no mention about livelihoods
and income restoration, and does not include provision for timber trees and annual crops. 14
19. The main gaps between Afghanistan Laws and ADB policy are summarized in Table 1.
Table 1: Involuntary Resettlement Comparison: ADB’s and Afghanistan’s Policies

ADB Policy Afghanistan Law
Avoid and minimize land acquisition National legislations are silent on this provision
AFs/APs should be fully informed/consulted LALs make provisions to inform each AP of th e
in resettlement and compensation options intention to acquire his/her land a nd
compensation amount. Ext ensive consultatio n
with APs a nd their par ticipation in the proce ss
are not required
AFs/APs should be compensated. The LALs state the fact that APs should be
principle of compensation is at replacement compensated but are not quite cle ar as to ho w
costs the costs ar e arrived at; several methods such
as based o n market price, in acco rdance with
unified table s, decided by the Muni cipality and
administration of agricu lture, deter mined by the
Council of Ministers, etc. LAL does not mention
about compensation for timber t rees, annual
crop losse s, installations on land and other
immovable property
Lack of formal land title should not be a bar LAL suggests to determine bona fide APs
to compensation or rehabilitation through an exhaustive process, b ut does not
specifically mention ab out whether land holders
without formal titles are compensated
AFs/APs should be timely compensated APs to be compensated three months prior to
actual start of the project
AFs/APs sh ould be reh abilitated so as to Relevant laws do not mention about livelihoo d
guarantee at least maintenance of their pre- aspects and income restoration
project livelihood standards
Attention to vulnerable people LAL does not include provisions to protect
vulnerable people including women and
indigenous peoples (IPs)
Grievance redress mechanism LAL does n ot include p rovisions fo r grievance
redress
Emphasizes the need to protect APs’ socio- LALs have no provisions in this area
cultural institutions
Early identification of APs through a LALs do not mention about methods to identify
14
Although the law does not specifically mention about compensation for a nnual crops, discussions with the auth orities
indicate that in actual practice, annual crops are also compensated for.
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ADB Policy Afghanistan Law
population record or a census APs
Full costs are to be included in project Price of land, houses, structures and trees to b e
budgets paid by the expropriation department or th e
project. No mention about other costs
F. REMEDIAL MEASURES TO BRIDGE THE GAP
20. In general, though the need for compensation for land and property is menti oned in
Afghanistan laws, the p rovisions provided for compensation are inade quate. There are number of
other deficiencies in the law which are proposed to be addressed in the RF as follows:
(i) It is required that LAR should be minimized where possible. The design consultants are
required to critica lly exa mine the need for LAR and thereby to avoid and/or minimize
where possible;
(ii) The LARF requires that a compreh ensive consultation with and participation plan is
prepared to involve APs in LAR pro cess. The APs should be consulted throughout
the process and that they be disclo sed with all relevant information using a variet y
of channels such as social networks, community leaders and shura;
(iii) LARF requires that:
A comprehensive assessment of all affecte d structure s, houses, trees,
gardens, plants, crops, etc., is to be undertaken based on the market price.
Rehabilitation to ensure that at the minimum APs’ pre-livelihood standa rd is
maintained.
Income losses, livelihood losses, and other opportunities will be assessed to
include in the compensation and rehabilitation package.
All losse s to be asse ssed at re placement costs witho ut allowing for
depreciation of buildings and fixtures.
APs will be allowed to remove construction materials free of charge.
(iv) LARF requires that a full and fair assessment of all la nd owners/users to be
evaluated before a cut off date . Land owners witho ut formal title will be
compensated. APs will be fully consult ed in determining price for their land,
property, structures, crops, trees, etc.
(v) LARF requires that APs will be fully compensated as early as possible b ut certainly
prior to the ir land a cquisition. Civil work on lan d will on ly b e commenced after an
independent audit is done and NOC has been issued to commence civil work.
(vi) Proper assessment of and provision to restore livelihoods will be in cluded in LARP.
LARF makes provisions to guarantee at least pre-project livelihoods standards by:
Conducting a pre and post-relocation survey.
External Mo nitoring Age ncy (EMA) t o recomme nd measures to fill gap s in
livelihoods with and without project.
Special budgetary provisions to be set apart for livelihood restoration.
The LARF requires APs to be included in rehabilitation planning process.
(vii) The grievance redress mechanism will be developed and implemented. LARF
requires the following measures to inform all APs about the grieva nce redress
mechanism:
Set up committees headed by shura to advise and help APs at community
level.
An implementation NGO to be appointed to work closely with APs.
Collaborate with social networks to be facilitated by the NGO.
Shura to be made fully aware of steps involved and to fully engage in the
process.
Dissemination of relevant information at market days.
Awareness materials specifying whom to contact at which place to be m ade
available to APs in their local language.
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(viii) A full a ssessment of so cio-cultural institutions and their ro les will be made through
appropriate tools su ch a s in-depth studies and focused gro ups. The L ARP budget
will in clude provisions t o provide com pensation or the cost of re-building of socio-
cultural institutions.
(ix) A special f ocus will b e to identif y and address con cerns of vulnerable group s
including, w omen, women-headed fam ilies, ind igenous pe oples and t he poorest
among others. LARP will provide specif ic m easures to protect an d assist th e
vulnerable groups thro ughout land acquisition and resettlement process. In th is
regard, the shura and NGO will ha ve specific roles in providing information to and
assisting vulnerable groups during the entire process.
(x) A census survey will be conducted to establish cut-off date for entitlements.
(xi) LARF requires the prep aration of a LARP after a comprehensive evaluation of al l
components and releva nt costs (materials, services and livelihoods) a nd include in
LARP proje ct budget. LAR budget is conside red as an integral part of project
budget.
V. THE PROGRAM COMPENSATION ELIGIBILITY AND ENTITLEMENTS
21. The land acquisition and resettlement tasks under the program will be carried out according
to the com pensation eligibility and entitlem ent pr ovisions d eveloped in line with the Afghanist an
laws and the ADB policy as detailed in the next section.
A. ELIGIBILITY AND ENTITLEMENTS
22. Under the Program L ARF, the following categories of affected person s will be entitled to
compensation and/or rehabilitation benefits:
(i) APs losing land irrespe ctive of whether land is held und er valid leg al rights o r
customary rights with or without legal status;
(ii) Tenants and sharecroppers whether registered or not;
(iii) Owners of buildings, crops, trees or other objects attached to the land; and
(iv) APs losing business or income/employment opportunities.
23. APs and their affected assets will be identified through a Detailed Measurement Surve y
(DMS). The DM S end date will be the cut-off date for c ompensation eligibility. APs settling in
affected are as after this date will n ot be eligible for com pensation. Th ey, however, will be giv en
sufficient ad vance notice to vacate and disma ntle the affe cted land/structures. Th eir dismantled
structures will not be confiscated nor will they will be fined or sanctioned.
24. The compensation and rehabilitation entitlements for each affected item established for the
Program is detailed below on table 2.
Table 2: Entitlement Matrix

Loss type Specification Affected People Compensation Entitlements
All l and lo sses Farmer/Titleholder Land x la nd comp ensation wi th p lots of eq ual value/productivity to
Permanent loss independent o f plots lost; or cash compensation at replacement cost based on market
of Arable Land impact severity rate fr ee of ta xes, re gistration and tr ansfer ch arges. Unaffected
portions of a p lot will also be compensated if they become unusable
after impacts occur.
Leaseholder Transfer of lease to other plots of equal value/productivity of plots lost,
(registered or not) or Cash equivalent to t he net income from the land calculated on the
basis of the market value of annual production of affected land for the
remaining lease years (up to maximum 10 years).
Sharecroppers Cash c ompensation equal t o m arket value of t he lost harvest share
(registered or not) once (temporary impact) or twice (permanent impact)
Agricultural w orkers Cash indemnity corresponding to their salary in cash and kind for the
losing their contract remaining part of the agricultural year.
Non-titled cultivators A one-time rehabilitation allowance equal to 1 year's net income from
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the affected land (in addition to crop compensation) for land use loss.
Additional Farmer/Titleholder A on e-time severe imp act a llowance eq ual to the n et in come from
provisions fo r Leaseholder annual cr op production (inc lusive of w inter a nd sum mer crop and
severe impacts addition to standing crop compensation) and the waiving of taxes and
(> 10 % of lan d, fees
property or as sets Sharecroppers A on e-time severe imp act a llowance eq ual to the n et in come from
loss) (registered or not) their annual sha re of ha rvest l ost (ad ditional to standard c rop
compensation)
Non-titled l and A one-time severe impact allowance equal to the net annual income
owners from the affected land (additional to standard crop compensation)
Temporary All APs (including Affected land/communal infrastructure w ill be r estored or
Land non-titled l and reconstructed to pre-project conditions.
Acquisition owners) Rent shall be agreed between landowner and contractor equal to the
revenue lost at mar ket value (e.g. compensation for har vests lost at
average yield / hectare).
Residential/ Titleholder Land for lan d compensation through provision of a p lot comparable
Commercial in value/location to the plot lost; or
Land Cash compensation for a ffected land at full replacement cost free of
taxes, registration and transfer costs
Non-titled l and Provision of a fr ee or leased plot in a Government resettlement area
owners or a self-relocation allowance equal to 1 year at minimum salary.
Houses Full/partial lo ss of Owners Cash co mpensation at repl acement ra te fo r affected s tructure/fixed
Buildings and structures (with/without ho use assets free o f salvageable ma terials, depreciation and trans action
Structures or bu ilding costs. F or partial impacts, full c ash as sistance to re store re maining
registration) structure. Cost of lost w ater and e lectricity con nections w ill be
included in the compensation.
Renter/Leaseholder An allowance equal to 3 months rent
Standing Crops Crops affected All A Ps ( including Cash c ompensation e quivalent t o the gross inc ome fr om t he crop
non-titled l and computed as th e mar ket v alue of the tota l a nnual pro duce fr om
owners affected land. To be paid both to landowners and tenants based on
their specific sharecropping agreements.
Trees Trees affected All APs (including Cash compensation shall reflect income replacement. Fruit trees w ill
non-titled l and be v alued at m arket v alue of 1 year’s p roduce X n umber of y ears
owners) needed to grow a tree of the same productivity.
Business/ Temporary/ All AP s (including Business owner: (i) Cash compensation equal to 1 y ear's income, if
Employment permanent loss of non-titled l and loss is permanent; (i i) ca sh co mpensation fo r the pe riod of bu siness
business or owners) interruption, if loss is t emporary. Comp ensations b ased o n tax
employment declaration or official minimum salary
Worker/employees: I ndemnity for lost w ages for the per iod of
business interruption up to a maximum of 3 months.
Livelihood Vulnerable AP An additional allowance equal to at least 3 months at minimum salary.
Priority for emp loyment in pr oject-related job s, t raining o pportunities,
self-employment a nd w age-employment a ssistance. Training
programs to impro ve li velihood op portunities for v ulnerable persons,
including indigenous peoples, if identified..
Relocation Transport/ All AP s affected b y Provision of c ash co mpensation to co ver trans port e xpenses a nd
transitional relocation livelihood expenses for one month.
livelihood costs House renters Provision of a c ash grant for 3 months’ rent at prevailing rate in the
area.
Community Loss/damage to Rehabilitation/replacement of affe cted str uctures/utilities (i. e.
assets public mosques, foo tbridges, ro ads, schools, health centres, e tc..) to pre -
infrastructure/ Program level
utilities
B. ASSESSMENT OF COMPENSATION UNIT VALUES
25. The methodology for assessing minimum compensation rates of different ite ms is as
follows:
(i) Land will be valued at replacement cost based on market rates derived from a survey of land
sales in the year before the impact survey. No deductions for taxes or transaction costs will be
applied.
(ii) Houses/buildings w ill be v alued a t r eplacement va lue ba sed on cost o f mater ials, type of
construction, labor, transport and other construction costs. No de ductions will be applied for
depreciation, salvaged materials and transaction costs
(iii) Annual crops will be valued at full market rate at the farm gate.
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(iv) Fruit trees will be valued based on ag e ca tegory (a. se edling; b. not yet productive; c.
productive). Productive trees will be v alued at market value of 1 year pr oduce multiplied by
the number of years needed to grow a new tree with the same productive potential of the lost
tree.
(v) Timber trees will be valued at market val ue of timber. APs will be provided with free planting
materials or in lieu, cost will be provided.
26. Initial asset valuation will be the responsibil ity of the PMO e xecuted with support of the ICs
which will b e verified a nd certified by the regi onal property valuation team headed by the se nior
property supervisor and then finally appro ved by the MEW. If the la nd/property is being acquired
with the owners consent, this valuation will be used as the basis of negotiation between the owners
and the local authoritie s. The final negotiated compensation rates will not be below the mar ket
prices and the compensation for affected assets would be at replacement cost.
VI. PROVISION OF LAND FOR LAND COMPENSATION
27. If “land for land” is cho sen as the compensation option, th e PMO and ICs with the support
of the senior property supervisor of the district will locate on the district map the possible relocation
site / replacement plots from which the APs can choose. They will also identify the asso ciated
infrastructure requirements (service roads, dr ainage, san itation, water supply, and electricity
facilities) and site-preparation costs. All relocation activities will be carried out with the consent and
cooperation of the APs.
VII. VULNERABLE PEOPLE, INDIGENOUS PEOPLES AND WOMEN'S IMPACT

AND MITIGATION MEASURES
28. Vulnerable people, including indigenous peoples, are often at a disadvantage to par ticipate
and benefit from social and economic opportunities in their communities or need special assistance
to do. Women have imp ortant economic roles and engage in a very wid e range of income makin g
activities in the agricultural and marketing se ctor. The P rogram will pay particular attention to
ensure that vulnerable people and women are the recipie nts of compensation pertaining to an d
reflecting th eir full a ctivities. The Program wi ll ensure that women wh o are de-fa cto househ old
heads are clearly listed as beneficia ries of compensation and rehabilitation proceedings under the
loan. In order to ensure the above the following actions will be considered:
• Impact assessment will disaggregate the APs gender-wise (or by vulnerable people/
IP if approp riate) and w ill clearly in dicate the n umber of affected women-headed
households (or vulnerable people/IP) and their pre-Program socioeconomic status.
• Women and vulnerable people will be encourag ed to actively participate in all LAR-
related consultations and negotiations, to be facilitated by women shura.
• When required, special mitigation actions/ measures for vulnerable people/ IP/ wome n
will be prepared and included in the LARP.
• All compensation due to woman-headed families will be given to only the women family head.
• LARP monitoring/evaluation will pay special atte ntion on the impact of r esettlement
on women and other vulnerable people/IP.
VIII. PUBLIC PARTICIPATION AND DOCUMENTS DISCLOSURE
29. All land acquisition and resettlement activities will be carried out with th e cooperation and
assistance of APs and the district administrative agencies. More specifically:
• The relevant officia ls of provincial and district towns will b e informed about the
Program an d their assistance will b e solic ited in the super vision of the AP census
and the inventory of affected assets.
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• The PMO and ICs will carry out the DM S and other assessment methods with the
cooperation of APs and will inform t hem the res ults of the survey and t he inventory
prior to the finalization of the RP and its submission to Program authorities.
• The preference of APs related to compensation and other resettlement assistances
will be given due consideration during the planning process.
• Specific m echanisms for ensurin g the activ e involvement of APs and othe r
stakeholders will be d etailed in subproject L ARPs which also will include an
appendix with date, list of participants, and minutes of consultation meetings.
30. This LARF in local language (Dari) will be m ade available to the APs at the relevant
provincial and district offices, and in community shura offices once subprograms are identified. The
LARPs in local languag e (Dari) will be disclose d to the affected com munities and a pam phlet in
local language, summarizing compensation eligibility and entitlement provisions, will be sent to a ll
APs before tranche ap praisal. The English tra nslations of the LARPs and pamphlets will be
disclosed on the ADB website prior to tranche appraisal, after MEW has approved them.
IX. INSTITUTIONAL ARRANGEMENTS
31. The main institution s that will be involved i n LAR activities are MOF, MEW, MAIL if
required, provincial and district g overnors, distri ct prope rty office (municipality), other district
agencies (Agriculture, Cartography, Land Affairs Management), courts, and the community shura.
A. IMPLEMENTING AGENCIES
32. MOF is the Executing Agency for the entire investment Program, however, MEW and MAIL,
have day t o day resp onsibility for coordination with all relevant ministries a nd agencie s in
implementing their components under the first tranche of the Investment Program. A safeguards
team will be establish ed within the PMO that will be directly resp onsible for the day to day
management of the Pr ogram, monitoring of LAR related activities, preparation of LARP, and
documentation of the process.
B. IMPLEMENTATION CONSULTANTS
33. The ICs will be hired to design a nd assist in the implementation of projects under the
Program and provide capacity development for counterpart staff. The ICs will includ e international
and national resettlement specialists who will work as a part of the PMO safeguards team, whi ch
will provide sufficient in-house expertise on resett lement planning, im plementation, and
supervision. They will a nalyze the cadastral maps, c arry o ut DMS, identify vulnerable groups, assist
relevant agencies in conducting compensation negotiation with the APs and prepare subproject LARPs, in
close collaboration and consultation with the district governor and relevant line agency staff. The PMO will
submit these LARPs to the MEW for approval.
C. LOCAL GOVERNMENTS
34. Local government agencies involved in LARP acti vities ar e the prope rty office of district
municipal authorities, th e local Land , Agriculture and Cartography offices. To provid e an effective
inter-agency coordinatio n and to officially endor se su rveys, each affe cted district w ill e stablish a
coordination committee under the Project Imple mentation Office (PIO). 15 The composition of the
district coordination co mmittee includes the distri ct governor, a representative of each relevant
agency, ICs, and the implementi ng NGO. T he c oordination commit tee will have the o verall
responsibility for supe rvision of land and property valuation, acq uisition, an d approval of
15
PIOs will be established for the t wo MEW components in Mazar i Sharif and Taloqan and will direct the technical field
work for project implementation.
Page 221
compensation rates. The individual agencies will exercise their specific functions as provided in the
relevant laws under the coordination of the district committee.
d. CENTRAL GOVERNMENT
35. Relevant agencies at central government level are the imple menting agencies (IAs), MEW,
and to the degree necessary M AIL, who will have the overall responsibility for agency coordination
and lead the entire process as well as the final appr oval of the LARP prior to its implementati on.
The other offices that will closely work with t he IAs inclu de: Central Land Affairs M anagement
Department, the local g overnment i ncluding pr operty offices, Ministry of Justice, and the MOF.
These offices will provide advice on LAR impl ementation and assist r esolve matt ers that district
teams are not able to resolve.
36. The organization chart for agencies involved wit h LAR implementation is provided in Figure
1 below.
Page 222
Figure 1: Organizational Chart for Project Implementation
Government of
Afghanistan ADB
EMA
MEW
and/or
MAIL
PMO
(Implementation Consultant +
other national/international
specialists of PMO Safeguards
Team)
Local
Provincial & PIO (District Government
District Staff Coordination Agencies
of MEW Committee)
SHURA Affected
People
Men Women
X. COMPLAINTS AND GRIEVANCES
37. A grievance m echanism will be available to allow appeals against any disagreeable
decision, practice, or activity arising from land or other assets compensation (Figure 2). APs will be
fully informed of their rights and of the procedures for addressing complaints whether verbally or i n
writing.
38. Care will be taken to pr event grieva nces rather than going through a redress proce ss by
ensuring active consultation with and participation of APs in the LAR planning and implementati on
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process. If grievances still arise, all attem pts will be made to resolve inform ally at the local level. If
this attem pt fails, APs will hav e th e option of taking their complaint to the formal mechanism of
addressing grievances described in Table 3.
Table 3: Grievance Resolution Process
Land/ Crops Compensation Issues

1. First, com plaints resolu tion will be a ttempted thro ugh a dist rict committee comp rising of the distri ct
governor, senior district property supervisor and implementation NGO.
2. In absence of a settlement, APs may appeal to Head of PMO. The Head will decide the case within 15 days
and inform the AP.
3. If the PMO decision is unacceptable to the APs, they can register the complaint directly to the MEW within
1 month of receiving a response from the PMO with documents supporting their claim. The MEW will respond
within 15 da ys o f registering the co mplaint. Th e MEW ’s dec ision mus t be in co mpliance w ith thes e LARF
provisions.
4. Should all three levels of above grievance redress system fail to satisfy the AP, he/she may approach
the appropri ate court of law for it s resolution. The AP will be facilitated in this process by the
implementation NGO.
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Figure 2: Grievance Redress Mechanism
AFFECTED PERSON
GRIEVANCE
DISTRICT COMMITTEE (Governor/Property Supervisor/NGO) REDRESSED
NOT REDRESSED
APPEALED TO HEAD, PMO REDRESSED
NOT REDRESSED
APPEALED TO MEW REDRESSED
NOT REDRESSED
NGO FACILITATION
APPEALED TO COURT REDRESSED
Page 225
XI. MONITORING AND EVALUATION
39. All LAR tasks under the Program will be subjected to both internal and external monitoring.
Internal monitoring will be conducted the PMO. External monitoring will be co ntracted to an
external monitoring agency (EMA) t o be hired by the IA and approved b y ADB. ADB will approve
the terms of reference (TOR) for the EMA once program implementation commences.
A. INTERNAL MONITORING
40. Internal monitoring will be carried o ut routinely by the PMO safeguards team . The results
will be communicated t o the IA, M OF, and ADB through the quarter ly Program Implementation
Reports. Indicators for the internal monitoring will be those related to the processes and immediate
outputs and results. This information will be collected directly from the field and reported monthly to
the PIOs and PMO. The monthly reports will be consolidated and included in the standard quarterly
supervision reports to ADB. Internal monitoring will specifically focus on the status of:
(i) Information campaign and consultation with APs;
(ii) Land acquisition and compensation payments;
(iii) Compensation for affected structures and other assets;
(iv) Relocation of APs;
(v) Payments for loss of income;
(vi) Selection and distribution of replacement land areas; and
(vii) Income restoration activities.
B. EXTERNAL MONITORING
41. The EMA will have responsibility for confir ming that any req uired LAR a ctivities have been
completed prior to commencement of civil works, assessing the implementation and impact of the
LAR activities, and reporting. External monitoring results will be communicated to the IA, MOF, and
ADB through ad hoc re ports to be included in the quarterly supervision reports. Subprojects with a
LARP i mplementation time fra me under th ree months will entail only one report. Exte rnal
monitoring will cover:
(i) Review and verification of internal monitoring reports prepared by PMO safeguards
team;
(ii) Review of the socio-economic baseline census information of APs;
(iii) Identification and selection of impact indicators;
(iv) Impact assessment through formal and informal surveys with the affected persons;
(v) Consultation with APs, officials, community leaders for preparing review report; and
(vi) Assess the resettlement e fficiency, effectiveness, impact an d sustain ability, drawing
lessons for future resettlement policy formulation and planning.
42. External monitoring will also assess the status of vulnerable groups such as female-headed
households, indigenous peoples f amilies below the poverty line. The following will be considered
as the basis for indicators in monitoring and evaluation of the Program:
(i) Socio-economic conditions of the APs in the post-resettlement period;
(ii) Communications and reactions fro m APs on entitlements, compensation, options,
alternative developments and relocation timetables, etc.;
(iii) Changes in housing and income levels;
(iv) Rehabilitation of informal settlers;
(v) Valuation of property;
(vi) Grievance procedures;
(vii) Disbursement of compensation; and
(viii) Level of satisfaction of APs in the post resettlement period.
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43. A final external evaluation of LARP impl ementation will be carried out about a yea r after
completion of all civil w orks. The compelling reason for this study is to find out if th e objectives of
the LARP h ave been attained or no t. The benchmark data of socioeco nomic survey of severe ly
affected APs conducted during the preparation of the LARP will be use d to compare the pre- and
post-Program conditions. The evaluation will r ecommend appropriate supplemental assistance for
the APs should the outcome of the study show that the objectives o f the LARP have not be en
achieved.
XII. TRAINING IN LARP IMPLEMENTATION
44. As mentioned earlier in this document, there are several gaps between the ADB’s I R policy
and Afghanistan’s LAR laws. For effective implementati on of LAR, it is required that all relevant
agency representatives are fully aware of the p rovisions in the LARF. I n order to a chieve this, all
ICs, the rele vant provincial, district, and other of ficials including representatives of the community
shura involved in LAR a ctivities will undergo an orientation program on ADB resettlement policy,
the provisions containe d in the LARF, and its management. The governors will also be invited to
this training as they will have the i mportant role of agency coordinatio n at the district level. The
training will be provided by the int ernational r esettlement specialist and the national specia lists
attached to safeguards team and will cover the following topics:
(i) Principles and procedures of land acquisition;
(ii) Public consultation and participation;
(iii) Entitlements and compensation and assistance disbursement mechanisms;
(iv) Grievance resolution; and
(v) Monitoring of resettlement operations.
XIII. RESETTLEMENT BUDGET AND FINANCING
45. All LARP p reparation a nd im plementation costs in cluding co st o f com pensation a nd LAR
administration will b e co nsidered as an inte gral p art of the program co st. Each LARP will include a
budget section in dicating: (i) unit compensation ra tes for a ll affe cted items an d al lowances; (i i)
methodology f ollowed f or t he c omputation o f u nit compensation r ates; a nd ( iii) a cost t able f or a ll
compensation expenses including administrative costs and contingencies.
46. Finances fo r compensation, allowances, and administration of LARP preparation and

implementation will be provided by M EW. Cos ts for external m onitoring tasks will be allocat ed
under the overall subprogram budget. In order to ensure that sufficient funds are available for LAR
tasks, the Government will have to allocate 100% of the cost of com pensation at replacement cost
and expected allowan ces estimated in each LA RP plus 15% of contingencies before RP
implementation.
47. MOF is responsible for the timely allocation of the require d funds to the IAs to implement
the LARPs. Allocations will be revie wed twice a year based on the bud get requirements indicated
by the LARPs.
48. As per the LAR finances, the bud get for land, tree and crop compensation, as well as
structures/houses, employment loss, income loss, etc. will be disbursed by the IA PMOs to APs.
XIV. LARP IMPLEMENTATION PROCESS
49. In Afghanistan, the implementation of a LA RP may take up to several months. The ICs
(inclusive of a local a nd international resettlement specialist and a n NGO as required for
enumeration, preparation, and implementation of the LAR activities) will be hired by the IA to assist
in RP imple mentation process. The PMO safeg uards team will establish and announce the cut-off
Page 227
date based on the date of cen sus for the pro posed subp roject base d on the eligibility criteria
defined in this LARF. The APs of affected structures/assets will be paid their due compensations at
least 1 month (30 days) prior to demolition of the st ructures from the construction site. This time
will allow them to dism antle and re move all salvageable m aterials for rebuilding of houses and re-
establishment of busin esses. H owever, the IAs reserve the right of demolishing un authorized
structures without paying any compe nsation simply by serving a notice o f eviction fo r a maximum of
two weeks, provided it is established that those structures were constructed after the “cut-off” date.
50. The basic LAR-related steps for the preparation and implementation of tranches and within-
tranche subprojects are summarized below.
Page 228
LAR TASKS PROCESS AND RESPONSIBILITY
Action Responsibility
TRANCHE PREPARATION ICs
Subprojects identification ICs

Review and update of LARF PMO/ICs
Preparation of an Activities Plan detailing RP tasks and schedules PMO/ICs
LARP PREPARATION PMO/ICs
Assessment of Project’s Poverty and Social Impacts PMO/ICs and NGO

Finalization of land acquisition requirements PMO and district authorities
Prepare surv ey forms for C ensus and DMS , train l ocal C ensus and DMS teams, IA and PMO/ICs
and establish coordination with relevant local government agencies.
Collection of cadastral and parcel maps of the Program area District authorities coordinated by
district committee
Verify land records in affected areas, update cadastral maps District authorities to be
coordinated by th e d istrict
committee
Carry out impacts and valuation surveys – Detailed Measurement Survey (DMS) PMO/ICs and NGO
Conduct public consultations PMO/ICs, NGO assisted by
community s hura a nd D istrict
Coordination Committee
Collection of data on APs and undertaking negotiations with APs on compensation District agenc ies, senior dis trict
and rehabilitation entitlements for the following losses: property su pervisor an d N GO,
• loss of titl eholders i ncluding agric ultural a nd h omestead lan ds, an d as sets, assisted by shura
commercial land and structures, residential tenancy and commercial tenancy;
• loss of no n-title h olders, i ncluding agricultural l ands h eld b y te nants a nd
sharecroppers, w hether registered or n ot, squatters and encroachers,
homestead l and, commercia l structures hel d b y inform al tenants, squ atters
and encroachers;
• loss of liv elihoods (loss of wage earnings, inc ome and/or fo od lo sses,
rangeland income loss);
• loss of community infrastructures and resources such as grazing areas; and
• any other imp acts (temporar y imp acts duri ng constructi on of infrastructures,
and any other unforeseen impacts).
Integrate data from Census into the RP. PMO/ICs
Submission of LARP to MEW and ADB for approval. PMO/ICs
RP IMPLEMENTATION
RP discl osure: Distributi on of RP an d in formation pamp hlets in local lan guage i n PMO /PMO/ADB
the affected communities; posting of RP in English on the ADB website
Approval of Contract awards PMO and ADB
Distribution of Relocation Notices to APs PMO and district agencies to be
coordinated by th e d istrict
committee
Award of checks for land compensation PMO
Award of checks for other Compensation & Assistance/ Rehabilitation PMO
Taking over the possession of acquired houses/land PMO
Demolishing/ Relocation of Affected Structures/Assets PMO
Review of RP Implementation PMO /ADB
Page 229
Action Responsibility
Resolve problems of land owners; mediation on l and matters; provid e evidence of PMO/District Committee/
ownership, pro vide i nformation to estab lish land bo undaries, valuatio n, g rading, Governor/ co mmunity sh ura /
etc. NGO
Notice to proceed for Civil works EMA/ADB
Civil works begin minimizing damage and disturbances to people in the vicinity Contractor
POST-IMPLEMENTATION TASKS
Independent evaluation of RP EMA

Restoration of temporary acquired land, private property and community resources Contractor with cl ose mon itoring
to their original state by PMO/ICc and EMA
CYCLICAL/CONTINUOUS TASKS
Internal monitoring. Quarterly reporting on LAR to ADB PMO/ICs

External Monitoring. Semi-annual reporting to MEW and ADB EMA
Grievances Redress District Coordination Committee /
/PMO/IA/NGO/Court
Inter-agency coordination at national level MEW
Inter-agency coordination at district level District Coor dination Comm ittee
within PIO or PMO
Page 230
APPENDICES
Appendix 1: Scope and Format of a Full Land Acquisition and Resettlement Plan
Topic Contents
Executive Summarize key points of LARP to a maximum 1.5 pages
Summary
Scope of land • Scope of and rationale for land acquisition
acquisition and • Alternative options con sidered for minimization of land acquisition and its
resettlement effects, and justification for remaining effects
• Key effects in terms of land acquir ed, assets lost and number of pe ople
affected
• Agency responsibilities for land acquisition and resettlement
Socioeconomic • Population record of people affected
information • Data on existing eco nomic and social conditions of affected pe ople,
including socio econo mic survey and gender and vul nerable groups-
disaggregated socio-economic data
• Asset inventory, land assessment and assessment of other losses resulting
from land a cquisition, taking into account, eco nomic, social, cultural and
other impacts on people affected
• Details of common and communal property resource information, if relevant
• Project impact on the poor, indigenous people, ethnic minorities and
women including other vulnerable groups
• Special measures nee ded to enha nce socio-e conomic ba se of vulnerable
groups
Objectives, policy • Purpose and objectives of land acquisition and resettlement
framework and • Host country policy and legal framework for resettlement, with any gaps in
entitlements this framework compared to ADB policy
• Measures proposed to bridge the gap between ADB and host countr y
policies and/or laws
• Principles, legal and policy commitments from e xecuting agency for
different categories of project impacts
• Eligibility po licy and entitlem ent m atrix for all ca tegories of loss in cluding
compensation rates at replacement costs
• Principles for determining valuation and compensation for assets, incomes
and livelihoods
Gender/IP/ • Identification of socio -economic conditions, needs, and prioritie s of
vulnerable group women/indigenous peoples/vulnerable groups
impacts and • Measures to ensure that process of land acquisition and re settlement does
mitigation not disadvantage women and other vulnerable groups/IP
measures • New land/house titles should be in the nam e of both spouses. F or
land/house given as replacement property, titles should be in the name of
the person who bought in the original property
Information • Identification of project stakeholders
Dissemination, • Determine what information and prepare packages for delivery
Consultation and • Disclosure of information
Participatory • Consultations for determining principles,
Approaches and • Mechanisms for stakeholder participation in planning, manage ment,
Disclosure monitoring and evaluation
Requirements • Disclosure of LARP to people affected
• Local institu tions and o rganizations to support people affe cted. Potential
role of NGOs, women’s groups and community based organizations
• Recording outcome for future planning
Grievance Redress • Mechanisms for resolution of conflicts and appeals procedures
Page 231
TA 7088-AFG / Landell Mills Ltd / Draft Final Report: Volume II – Supplementary Appendixes / May 2009
Topic Contents
Mechanisms
Relocation of • Options for relocation of housing and other structu res, including
Housing and replacement housing, replacement cash compensation, and/or self
Settlements selection
• Measures to assist with transfer and establishment at new sites
• Options for developing relocation sites, if req uire, in terms of location,
quality of sites and development needs
• Plan for layout, design and social infrastructure and services for each site
• Measures for planned integration with host communities
• Special me asures for addressing gender issu es and those relating to
vulnerable groups
• Environmental risks id entification and arrangements for environme ntal
management and monitoring
Income Restoration • Identification of livelihoods at risk
Strategy • Income restoration strategy with options to restore all types of livelihoods
• Job creation plans inclu ding provisions for inco me substitution, retraining,
self-employments and pensions, where required
• Business re location an d restoratio n plans, including in come substitu tion
where required
• Environmental risks id entification and arra ngements for environment
Institutional • Institutions and organizations involved in planning, negotiating, consulting,
Framework approving, coordinating, implement ing, financing, monitoring and
evaluating land acquisition, resettlement and post-resettlement
• Tasks and responsibilities of institutions/organizations
• Review of mandate of land acquisition and rese ttlement agencies and their
capacity to plan and manage these tasks
• Provision of capacity building including technical assistance, if required
• Role of NGO/s in resettlement planning, implementation and management
• Community based organizations, vulnerable gr oups and other civil society
groups in resettlement manage ment, income restoration and livelihood
enhancement
• Number of female sta ff hired to work with affected wo men and their
responsibilities in cluding their ta sks relating to implementation of income
restoration activities
Resettlement • Cost estimates, budgets and cash flows for accomplishing the objectives of
Budget and LARP following established practices and processes
Financing • Plans, procedures and people involved in finan cial disbursement including
their responsibilities
• Land acquisition, com pensation p ayment, rel ocation, resettlement and
post-resettlement costs
• Annual budget, timing of release of funds and financial planning
• Source of funding for all land acquisition , compensation payment,
relocation, resettlement and post-resettlement activities
Implementation • Time schedule showing start and e xpected completion date/s for all land
Schedule acquisition and resettlement tasks
• Time bound actions and important milestones to ensure that APs are f ully
compensated and comprehensively assisted before award of civil work
contracts a nd APs will be provided with entitlements such as land and
assets compensation and transfer allowance prior to their displacement
Monitoring and • Objectives, Key indicators and M&E framework
Evaluation • Plan for inte rnal monitoring of resett lement targets, resource requirements
and mechanism for monitoring
Page 232
Topic Contents
• Plan for external monitoring, key d ates by activity including report release
timeframes
• Participation of affected people including community consultations
• Impacts of vulnerable groups and women
• Key areas of livelihood impacts and evidence for income restoration
Arrangements for reviewing LARP at detailed technical/engineering design if this is not yet complete
Covenant in RRP and loan agreements
Disclosure of full LARP on ADB website upon project approval
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Appendix 2: Scope and Format of a Short Land Acquisition and Resettlement Plan

Topic Description
Executive Succinct summary, maximum 1 page
Summary
Scope of short land • Alternative options considered to minimize land acquisitions and its effects,
acquisition and and why the remaining effects are unavoidable
resettlement plan • Summary of key effects in terms of land acquired, assets lost, number of
people affected and socio-economic data
Objectives, policy • Host government’s policy and legal framework for resettlement with any
framework and gaps in this framework in comparison to ADB policy
entitlements • Measures to bridge gaps between ADB and host government policies
• Eligibility policy and entitlement matrix for all categories of loss including
compensation rates at replacement costs
Gender/IP/ • Identify socio-economic conditions, concerns and priorities of women and
vulnerable group other vulnerable groups/ IP
impacts and • Measures to ensure that process of land acquisition and resettlement does
mitigation not disadvantage women and other vulnerable groups and that lands/
measures houses should be in the name of both spouses
Information • Identification of program stakeholders
Dissemination, • Disclosure of program information
Consultation and • Consultations for determining principles
Participatory • Mechanisms for stakeholder participation in planning, management,
Approaches and monitoring and evaluation
Disclosure • Disclosure of SLARP for affected parties with names of people attended
Requirements and when/where information dissemination were conducted
• Local institutions and organizations to support people affected
• NGOs, women groups and community-based organizations present and
their potential roles
Grievance Redress • Mechanisms for resolution of conflicts and appeals procedures
Mechanisms
Compensation, • Arrangements for valuing and disbursement of compensation
relocation and • Arrangements for housing relocation including transfer, re-establishment
income restoration and integration with host populations
• Income restoration measures
• Environmental risks identification and arrangements for environmental
Institutional • Main tasks and responsibilities in planning, managing and monitoring land
framework acquisition and resettlement
• Information that ensure women groups / vulnerable groups are involved in
resettlement planning, management and operations, job creation and
income generation and number and responsibilities of female staff hired by
PIO to work with and assist women in all aspects of resettlement activities
Resettlement • Land acquisition and resettlement costs and funding sources including
budget and arrangements for timely disbursement to APs
financing
Implementation • Time bound activities to ensure that people affected are compensated and
schedule assisted before award of civil work contracts
Monitoring and • Objectives of M&E planned and important M&E indicators
evaluation • Arrangements for M&E
• Results of impacts on women and other vulnerable groups shown
separately
Arrangements for reviewing SLARP at detailed technical / engineering designs
Covenant in RRP and loan agreement
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Topic Description
Disclosure of full SLARP on ADB website upon program approval
Page 235
Appendix L – Short Land Acquisition and Resettlement Plan
APPENDIX L – SHORT LAND ACQUISITION AND RESETTLEMENT PLANS
SHORT LAND ACQUISITION AND RESETTLEMENT PLAN (SLARP) – BANGALA

WEIR
LIST OF ACRONYMS

Afs Afghanis (currency of Afghanistan)
APs/AFs Affected Parties / Affected Families
COI Corridor of Impact
EA Executing Agency
ESSU Environmental and Social safeguard Unit
ISCs Implementation and Supervision Consultants
LAL Land Acquisition Law
NGO Non Government Organization
R&R Resettlement and Rehabilitation
RPs Resettlement Plans
RRP Report and Recommendation of the President
SIA Social Impact Assessment
TOR Terms Of Reference
Page 236
GLOSSARY
Affected Family: All members of a family living under one roof and op erating as a single social
Affected Person/People: All the people affected by the project through lan d acquisitio n,
relocation, loss of inco me and li velihood or any other t ype of loss; include any person (men.
women, children, disabled, sick, refugees, etc.) , household , firms, public or private organizatio n,
community organizations, religious institutions. Accordingly, APs include: (a) persons whose place
of living is affected (b) farmers and nomads whose main form of livelihood is affected due to loss of
trees, crops, grazing areas, forests, etc. (c) persons whose businesses are affected and who m ay
experience loss of their business income due to pr oject activities (d) persons who loose thei r
employment and income due to project activiti es and (e) persons who loose the ir communit y
activities, contacts and resources due to project impacts.
Compensation: Payment in cash or in kind as cost of repla cement of t heir assets, resources and
income opportunities due to the project.
Cut-off date: The date after which affected people will nit be considered eligible for receivi ng
compensation. They are hence not included in the list of APs/AFs as defined by the survey census.
Under normal circumsta nces, cut-off date is the date on which the Detailed Measurement Sur vey
will be commenced.
Detailed Measurement Survey: The detailed inventory of losses that is completed after detailed
design and after marking of project boundaries on the ground.
Entitlement: Range of measures comprising of compensation, in come restoration, transfer
assistance, income substitution,
Income Restoration: The process of re-establishing AP’s income to the level s/he enjoyed prior to
relocation
Inventory of Losses: T he pre-appr aisal inventory of assets as a preliminary record of affe cted
and/or lost assets
Jireeb: Local measurement of area. Approximately 4.50 jireebs are equivalent to one hectare
Land Acquisition: The process w hereby a person is compelled by a government agency to
alienate all or part of the land the person owns or possesses to the ownership and possession of
the government agency requiring the land for public purpose in return for compensation
Livelihood: The total p ackage of e arnings eith er in cash o r kind a per son generates for his/h er
survival
Mirabs: Traditional lead ers known as “Water Masters” who assist far mers in water management
and irrigation infrastructure operation and maintenance work
No-Objection-Certificate: The certificate issue d by ADB a fter conducting a compr ehensive audit
to ensure that APs and their assets have been completely removed from the site to begin civil work
Non-titled: Those who have no recognizable rights or clai ms to the land that they are occupying.
Also, includ es people u sing private or state la nd without permission, permit or grant i.e. those
people without legal title to land and/or structures occupied or used by them. ADB’s policy explicitly
states that such people cannot be denied compensation for the land that they occupy
Poor: Those falling below the official national poverty line (equivalent to 2,350 calories per day) of
Afghani 700 per person per month (2009)
Rehabilitation: Compe nsatory me asures provided under the policy framework o n involuntar y
resettlement other than payment of the replacement cost of acquired assets
Relocation: Physical relocation of an AP from a pre-project location of his/her residence
Shura: The formal institution established for coor dination and impleme ntation of all developme nt
activities including conflicts resolution at the community level.
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SHORT LAND ACQUISITION AND RESETTLEMENT PLAN
A. BACKGROUND AND PROGRAM DESCRIPTION
1. The Gover nment has asked ADB to finance a portio n of its Afghanistan National
Development Strategy (ANDS) water sector investment program, over a period of 10 years through
a multitranche financing facility (MFF). The amount proposed is $303 m illion. A set of investments
has been a nd will be prepared under the A DB Investment Program . The investm ents will be
financed in three tranches, with the first tranche totaling approximately $80 to $90 million.
2. The Investm ent Program will increase the productivity of irrigated agricultur e due to
improved water resources management through infras tructure development, capacity building, and
institutional strengthening.
a. First Tranche Components
3. The first tra nche under the Investment Program will have four com ponents: (i) Norther n
Basins Development (NBD); (ii) Nangahar Valley Development Authority (NVDA) Improvement; (iii)
Flood Management; and (iv) Program Management and Development. The first three components
will have physical and nonphysical outputs as an integ rated packa ge. Table 1 presents an
overview of Tranche 1 p hysical works. The Minist ry of Finance is the Executing Age ncy (EA) an d
the Ministry of Energy and Water ( MEW) is the Implementing Agency (IA) for the first and th ird
components and the Ministry of Agriculture Irrigation and Livestock (MAIL) is the NV DA
component.
Table 1: Summary of Physical Works
Component
Northern Basins
NVDA Improvement Flood Management
Development
Location Lower Balk h Basin (B alkh Nangahar Province Takhar and Kunduz Provinces
plains areas of Balkh and
Jawzjan Provinces)
Intervention Irrigation improvement Irrigation improvement Bank erosion and flood protection
Type
New Physical • Bang ala Weir • Embankment (5 km) with pilot
Works • 250 main canal structures erosion protection (riverside
• Secondary and tertiary afforestation with flood tolerant
canal structures on a
1
tree species)
1
pilot basis to establish • Permanent gated intake on the
effective WUA Amu Darya for the Yetim Tapa
engagement modalities irrigation system
• Test of effectiveness of gabions
and other quick gestation and low
cost interventions to protect
areas along the Amu Darya from
minor bank erosion
Rehabilitation • Samarka ndian Weir - • Darunta Dam headgate
and Upgrading rehabilitation and repair
of Existing enhanced flood • Main canal desilting
Engineered passage capacity, • Access road repairs
Structures control gates Protection wall
electromechanical improvement
improvement • Se condary canal
• Narhi Shahi Weir - headgate replacement
control gates • Siph ons repair
electromechanical • Spill ways repair
improvement • Drain age passages
repair
• Intake and pump house
repairs
• Secon dary structure
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rehab
Area Gross command area 25,000 ha 5000 ha
400,000 ha (ir rigated on a
rotating basis). Irrigated
area: dr y ye ar 32,000 ha,
normal ye ar 6 4,000 ha, wet
year 80,000 ha
b. Northern Basins Development
4. NBD Large Infrastructure. The Northern Basins 16 is one of the five national RBAs defined
under the Water Law. The NBD activities bu ild from previous ADB projects, th e Emergen cy
Infrastructure Rehabilita tion and R econstruction Project ( EIRRP) 17 an d the Balkh River Basin
Integrated Water Resources Management Proj ect. 18 Tranche 1 will fina nce infrastructure for water
resources management and irrigation in the Lower Balkh River Basin, (a bout 80,000 to 100,000 ha
of intensive irrigation). T his includes construction of the Ba ngala weir, R&U for the Samarkandian
weir, and o perational control improvements for the Samarkandian an d Narhi Shahi weirs. T his
improved inf rastructure nearly comp letes modernizati on of all the former traditiona l intakes in the
Lower Balkh Basin and significantly improves the ability to manage and distribute water resources
at the basin level to optimize water allocation and agricultural production.
5. NBD Smaller Infrastructure. The Project will provide R&U of about 250 main canal
structures completing this work in the Lower Balkh Basin. 19 Secondary and tertiary canal structures
will be constructed and upgraded on a pilot basis in the WUA development program. Investm ent in
these smaller structure s will be scaled-up und er the seco nd tranche of the Investment Progr am
once WUAs have been established, implementa tion procedures refined, and the ef fectiveness of
the pilot effort evaluated. As part of the smaller infrastru cture, the Project will also supp ort
development of improved canal ac cess p oints for women to do washing and collect water for
household use. The Project's gen der specialist will work through th e WUAs a nd Commu nity
Development Councils to engage women to identify the best design and location of access points
in the canal network. 20 This will be p ilot tested to establish a robust implementation modality in the
first tranche and scaled up in later tranches.
6. NBD River Basin Management. The Project will support development of the Northern
Basin RBA. This will include training and resou rces to monitor, measur e, and ana lyze water flo w
and other data. Rules to manage and operate the modernized intakes and weirs on the Balkh River
will be developed with the water users to take full advantage of the im proved infrastructu re.
Procedures will be developed and RBA staff trained for effective O&M of the infrastructure und er
RBA management. The Project will support the RBA and Government to develop mechanism s for
sustainable O&M finan cing, in cluding policies and pr ocedures to assess user fe es to supply
irrigation water. While these proce dures are being developed and implemented, tranche 1 will
provide interim, declining O&M funds for the large infrastructure under the control of the RBA.
7. The Project will support the RBA to prepa re a North ern Basin Water Resources
Management and Development ma ster plan to furt her develop the No rthern Basin s. The maste r
plan will include feasibility studies, detailed design, and preparation of tender documents for the (i)
the Imam Sahib intake and main canal structu res; (ii) se condary and tertiary structures in the
Lower Balkh Basin; and (iii) can al off take s, irrigation structures, and flood m anagement
16
The Northern Basins include the Balkh Ab, Khulm, Sari Pul, and Samigan Rivers.
17
ADB. 2003. Report and Recommendation of the President to the Board of Directors on a Proposed Loan to
Afghanistan for the Emergency Infrastructure Rehabilitation and Reconstruction Project. Manila.
18
ADB. 2 004. Proposed Grant Assistance to the Islamic Republic of Afghanistan for the Balkh River Basin Integrated
Water Resources Management. Manila.
19
Under the EIRRP, a participatory process of working with the mirabs and the communities to identify and confirm the
proposed irri gation s ystem improvements was esta blished. This particip atory will b e c ontinued un der the NBD and
integrated with the W UA development. As a part of th e process, the com munities receiving assistance had to commit
that they (i) would abstain from growing poppy, and (ii) provide requisite O&M to maintain the improvement.
20
Community Development Councils were developed as a part of the National Solidarity Program implemented by the
Ministry for Rural Rehabilitation and Development. They still serve as a viable local government unit for most villages.
Page 239
infrastructure throughout the Northern Basins fo r financing in the second tranche of the Investment
Program.
8. NBD WUAs and River Basin Councils. The component will mobilize a nd legally establish
WUAs based on the traditional mirab system in the Lower Balkh Basin . A core technical train ing
program for WUAs will be developed that includ es (i) O&M and minor repairs, (ii) wa ter distribution
management, (iii) basic irrigation design and impr oved structure s, (iv) irrigation and cr op
scheduling, and (v) monitoring and evaluation (M&E). Under the first tranche, a mobilization and
WUA de velopment plan will be prepared for the adjacent basins to be executed in the second
tranche of the Investment Program. The WUA training will also include (i) a pilot program for WUAs
to participate in the R&U of secondary and tertiary structures, and (ii) demonstration activities for
improved on-farm water management. Under the Wa ter Law, RBCs, which are made up of w ater
users, are tasked with deciding wa ter alloca tions and per mitting, settling legal disputes, and
helping se t policy for th eir asso ciated RBA. Tr anche 1 will help establish the RBCs during the
development of the Northern Basins master pl an. During the seco nd tranche, more intensive
capacity development efforts will be undertak en to support the RBCs and improve t heir
effectiveness.
9. NBD Resettlement. The NBD co mponent wi ll require some land acquisition for the
Bangala Weir that will be addressed by this sh ort resettlement plan. None of the other activities
under the component will require resettlement activities.
c. NVDA Improvement
10. NVDA System Rehabilitation. This component includ es comprehensive R&U of th e main
canal, secondary structures, and larger tertiary stru ctures that will b enefit about 2 0,000 ha. T his
includes repairs to the main canal headgate, desilting, rep air to access roads, improved prote ction
walls, new headgates o n secondary canals, and works on siphons, spills ways, and passages for
drainage washes. All se condary canals will be rehabilitated and fitted with new impr oved control
structures. These works will be executed and benefit both the 12,000 ha of privately held land, and
for the 8,000 ha of NVDA land, mos t of which is leased to small tenant farmers for a single season
wheat crop. The NVDA Improvement component will support work with th e WUAs and Community
Development Councils to develop water access points within the canal network for woman to wash
and collect water for household use.
11. NVDA Institutional Reform. Institutional reform for NVDA under a corpor atized
management structure is a key priority of MAIL . This component will support pre paration of an
institutional reform and business plan with associated adjustment cost for restructuring of NVDA on
a corporate basis. An important part of the institut ional reform is to create a sustainable irrigation
service delivery agency to manage the main canal and an O&M financing mechanism for the
irrigation system. The p roject will provide interim O&M financing on a declining ba sis until the new
system is put in place.
12. NVDA WUAs. The Project will m obilize and lega lly establish WUAs on the privately
managed lands and on lands with le ase holders. A training program for WUAs and farmers will be
developed that includes (i) O&M a nd minor re pairs, (ii) w ater distribu tion and management, (iii)
irrigation an d crop sche duling, and (vi) system M&E. WUAs training w ill in clude d emonstration
activities fo r (i) impro ved irrigation and agricul tural techniques for greater productivity and
efficiency, a nd (ii) on-fa rm water management. Thes e activities will also be mad e available to
NVDA staff or other lease holders farming the NVDA land.
13. NVDA Resettlement. Based on the due dilig ence work carried out during prep aration of
the NVDA component, there are no anticipated rese ttlement impacts of any t ype for the projec t
component and its implementati on. Althoug h unanticip ated, if dur ing detailed design of the
rehabilitation works the need for resettlement if discovered, resettlement inputs are available within
the consulting package to support preparation and implementation of any resettlement plan.
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d. Flood Management
14. Flood Management Physical Outputs. The Project will construct flo od protectio n works
for Yangi Qala town and the Yetim Tapa irrigation system in Takhar Province along the south bank
of the Amu Darya. This will include a 5 km lo ng earthen embankment to protect the town an d
irrigation system from major flooding. Depending on the performance of the emba nkment and the
absence of negative impacts, the e mbankment ma y be elongated un der the se cond tranche to
expand the protected ar ea. The w orks w ill in clude a perm anent gated i ntake for th e Yetim Tapa
irrigation canal intake o n the Amu Darya to pr otect 5,000 ha of irrigated area within the system.
The Project will include f unds for ga bions and other quick g estation and low cost interventions to
protect areas along the Amu Darya from bank erosion. A limited number of these structures will be
developed under tranche 1 and their perfor mance will be reviewed for sca ling up during
subsequent tranches.
15. Flood Management Nonphysical Outputs. The Flood Managemen t Compone nt will (i)
help establish a Nation al Flood Management Progr am wit hin MEW in Kabul, and (ii) prepa re
additional flood manag ement work s for financing under the second tranche. The National Flood
Management Program will develop a five-year plan to build the capacity of the new unit in MEW as
well as initiate its development. Training will be offered to the new MEW flood management unit on
flood risk assessment, flood mapping, design o f various flood management structures, and other
flood relate d topics. T his com ponent will sup port preparation of two to four additional flo od
management structures along the A mu Darya f or financing under sub sequent tranches. This may
include protection of the Sherawan Irrigation System intake subject to feasibility confirmation.
16. Flood Management Resettlement. The Flood Management component is not anticipated
to have an y resettlement impacts under the first tranche. The alignment of the flood embankme nt
was design ed to be entirely on Go vernment la nd as indica ted during project prepa ration. This is
currently being confirmed. Communities will hav e free acce ss to pass over the embankment that
lies on undeveloped land that lies in the floo dplain of th e river, and this is not anticipated to have
any adverse impacts.
17. Project Management and Development. Under the first tranche, project managemen t
arrangements will be put in place to ensure effe ctive project implementation and timely preparation
of subsequent tranches. A Project Managemen t Office under MEW will be established in Kabul to
provide coordination an d support for the NBD and the Flood Management components. T wo
Project Implementation Offices will be established in M azar-i-Sharif and in Taloqan to direct fie ld
activities for NBD and the Flood Management component s, respectively. Within the PMO in Kabul,
a Project D evelopment Facility with dedicated staff will b e establishe d to prepar e and manage
preparation of sub sequent MFF tranches. A dedicated PMO und er MAIL for the NVDA
Improvement component will be established in Jalalabad to direct all field activities and manage
implementation.
18. Resettlement for Bangala Weir. The due diligence reports for the three com ponents, only
construction of the Bangala weir under component 1 involves acquisition of any land or causes any
adverse resettlement impacts. To address this, a draft short land acquisition and re settlement plan
(SLARP) is required. Affected perso ns number under 200 h ence only a short plan is required. T he
Implementing Agency (IA) for com ponent 1, NBD, w ill be the Ministry of Energy and Water (M EW)
of the Islamic Republic o f Afghanistan. The SLARP has been prepared based on th e requirements
of ADB’s policy on involuntary resettlement 21 and the borrower’s Land A cquisition Law and other
relevant legislative instruments.
19. It is proposed to construct the weir across t he Balkh River in Bangala village, Balkh district
in the province of Balkh. The proposed positio n of the weir access is located abo ut 400 mete rs
21
Operations Manual (OM) Section F2/OP & BP (2006)
Page 241
downstream of Bangala bridge. The weir will be constructed in new channel outside of the left bank
of the existing river and when completed, a new channel will be developed to bring the water to the
weir and connecting works. This str ategy of constructing th e weir in the dry off channel location
allows easier construction since the weir can be built throug hout the ye ar. Constructing using th e
off channel design also poses much less disrupti on and interruption to operation of the irrigation
system during constru ction, which helps to minimize the risk of h igher resettlement costs resulting
from lost cropping. Figure 1 present the current placement of the structure and associated corridor
of impact based on the existing fea sibility design. The feasibility level designs will b e reviewed at
the start o f the Project due to un certainty over the design flood capa city of the weir and furthe r
hydrological investigations. Based on the this wo rk, there may some mo dification to the angle and
size of the a pproach changes as well as to the size of the weir structure itself. Any changes to the
proposed design will be updated and reflected in the SLARP during the Project.
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Page 243
20. The constru ction will in volve a min imum level of private la nd acquisition and ther e is
unlikely to b e any resettlement work envisaged a t this stage. The project preparatory team had
several discussions with the loca l people involving mirabs and other community l eaders to
investigate the best options to minimize land acquisition a nd to develop the be st technical
strategy. At this stage, only 5 parcels of private l and will have to be acquired for construction of
the weir facility for a total of 37 jireebs of land. It is not anticipated that there will be an y
relocation of a permanent dwellings.
21. The SLARP will be updated once final designs are completed. Accordingly, the specific
land area to be acquired, compensation amounts to be paid for land, cro ps and other structures
and other information are not final at this stage.
B. OBJECTIVES OF SLARP
21. The two main objectives of the SLARP are as follows:
(i) To assess the scale of loss of land and non-land assets, an d loss of income and
livelihood opportunities
(ii) To assess the preliminary cost of SLARP
22. It is required that the SLARP is up-dated after detailed designs are completed.
C. PARTICIPATORY CONSULTATION AND IMPACT ASSESSMENT
23. The proposed civil works will have lim ited land acquisition impacts. Information from site
visits and communit y consultations indicates th at there are 5 land holders who will loose their
land either fully or partia lly due to th e planned construction work based on existing design (See
Table 2 below). The major structures that will impact on land acquisition are: (i) construction of a
weir, (ii) improvements to the river banks, (iii ) security and storage buildings, (iv) access road
(either on o ne side or b oth sides of river) and other facilities. The preliminary wor k indicates a
strip of land 70 m X 1,000 m (7 0,000 sq. m) required for the weir, river channel bank
improvements, and stor age buildings. Up to 10 jireebs of pr ivate land may be req uired for the
access road and parkin g space, ho wever, if the alignment from Bangala Bridge is utilized, this
could be minimized. Th e space for contractor's camp, stock piling mate rials etc will come from
the government right of land along the river and this should require an additional 20 jireebs.
24. Consultations were conducted with over 20 peop le from the area including the potential
APs. Discussions were also held with mirabs and community leaders like ly to bene fit from this
irrigation diversion stru cture. Additionally, con sultations were also he ld with peo ple in the
villages across the river to assess potential social impacts on them. The information colle cted
from participatory discussions and meetings are describ ed below. It is required that further
consultations are held with all APs to identify impacts once design details are finalized.
25. The details of lands that may be acquired and potential impacts on other assets resulting
from weir construction are presented below.
a. Land Ownership
26. Based on the existing SLARP and needed lan d acquisitio n, the fo llowing are th e lan d
tenure details of the 5 persons who will be affected. The land was originally owned by Mula Amir
and Mohammad Anwar who had the official land certificate (legal docu ment - Qab ala Sharai).
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When they died, their p roperty was divided by inheritance after which it was then sold to the
following pe ople. As part of the selling proce ss informal wr itten deeds (Qabalai Or ofi) were
provided. The current owners stated that they can provide this documentation. Th e local malik
(Sheer Ahmad s/o Haji Sheer Mohammad) also verified this and that the land belonged to these
people.
1: Najmudin S/o Meerajudin who has a total of 5 jireebs of wheat land.

2: Nazar Gull S/o Salih Mohammad who has a total of 4 jireebs of wheat land.
3: Haji Ali Khan S/o Mula bhadour who has a total of 35 jireebs of land. About 15 jireebs was
cultivated to wheat at the time of the field visit.
4: Mia Gull S/o Firoz ha who has a total of 11 jireebs o f land. The land is use d for an
orchard.
5: Sarwar S/o Mohammad Karim who has a total of 15 jireebs of land.
6: The rive r right of way (approxi mately 60 jireebs) own ed by the government is a lso
affected by the construction. Because it is a government reserved land, natural vegetation is
found in this land. About a dozen local people use this land to graze their animals, h owever,
this varies by season.
b. Type of land
27. There are four types of land use in the site. T he first is irrigated land used for an nual
cropping as mentioned above. The second is or chard land which also has access to irrigation.
The third is government land u sed by co mmunity for animal grazing. The forth type is
Government land that is not used for grazing or cultivation.
c. Impacts on housing
28. There is no permanent impact on housing. A ll houses a re away fro m the primary
construction site.
d. Other Structures
29. The other main structure that may be affected is Bangala Bridge, which may be replaced
as a part of the Bangala Weir project. Currently, the decision to replace the bridge will be made
as part of detailed design of the weir, and if the design of the approach channel to the weir
indicates th at the bridg e needs to be replaced , it will be r eplaced at that time. If the bridge is
replaced, any resettlement impacts would be temporary and related to construction and the plan
will be upda ted at that t ime. There are no othe r m an-made or natural structures t hat m ay be
affected by the construction.
e. Impacts on trees
30. As already mentioned above, at least a portion of a well-developed orchard is likely to be

affected by the construction. There are no other trees in the impacted area.
f. Impact on grazing
31. The area used for grazing will likely be occup ied by the co ntractor’s camp, storage and
part of the structure itse lf. About a d ozen of lo cal people will no longer b e able to use this land
for grazing. Once the contractor will have re moved the camp and materials a nd the site is
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cleared, at least part of the land not occupied b y the structures is like ly to be available again for
grazing.
g. Socio-economic information on affected people
32. There are no women-he aded households or oth er vulnerable APs. Four of the AFs use
lands for a nnual crops, mainly wh eat cultivation, while the fifth person uses the land for a n
orchard. All APs are local residen ts for the pas t 10 years or more. Their primary livelihood is
crops and livestock farming. The average fa mily si ze is 6. There a re no squatters or tenant
cultivators a mong the APs, nor are there share croppers. T he land is cultivated by the owners
using hired labor when required. Based on discussi ons with APs it is estimated that 4 land
parcels are being cultivated using hired labor. Working on the basis of 10 hired labor days pe r
jireeb of wheat crop, the total labor days that will be lost through this land acquisition will be 280
work days lost for local people. However, the i ncreased agricultural production associated with
construction of Bangala Weir will off-set these lost labor days.
h. Summary of impacts
33. The impacts on APs a re summarized in Table 2. Information will be up-dated after
detailed designs.
Table 2: Summary of Impacts
Permanent impacts on Size of Land Affected Area Cumulative Affected

land (approx. jireebs) (approx. Area (jireebs)
jireebs)
Loss of annual cropping 20 19 19
land, AP 1 (part of his (95%)
land)
Loss of uncultivated land, 15 5 24
AP1 (other part) (33%)
land, AP 2 (13%)
land, AP 3 (75%)
land, AP 4 (80%)
Loss of orchard land, AP 11 4 37
5 (36 %)
Loss of grazing land, 60 28 65
government (47%)
Sub-total 130 65 65 jireebs
(50 %) (130,000 sq. met)
Note: Figures in column three are the estimated area for which compensation will be paid
D. ISSUES RELATING TO INDEGENOUS PEOPLE AND ETHNIC MINORITIES
34. The discussions indicate that 2 APs belong to Pashton while the beneficiarie s inclu de
Uzbek, Tajik, Arab, Ha zara and Turkman peo ple. None o f these ethnic minorities fit into the
classification of indigenous peoples as per ADB’s criteria of defining them. Becau se the ethnic
minorities ar e fully integ rated with the main stream population, there is no negativ e impact on
Page 246
ethnic minorities. The high-level of integration o f minorities with mainstream means benefits will
accrue evenly to all sections of the population r egardless of their ethnic affiliation. Keeping the
above in view, there is no requirement to prepare an indigenous peoples development plan.
E. GENDER ISSUES
35. The 5 APs are not wo men-headed as such th ere is no direct impact on women-he aded
families. The wom en in program areas are m ainly involved in household work. Thei r
involvement in agricultural activities, i.e. weeding, is confined to tail area s only. Women are not
selling agricultural prod ucts, nor ar e they invo lved in canal cleaning a nd other major irrigation
maintenance work and livestock h erding. Any im provement in agriculture including possible
increase in tree plantin g should also not affect women. T he women and girls in head area
villages near the construction will benefit as they report that there m ay be a decreases with
social problems caused by workers who partici pate in regu lar canal maintenance, silt remova l
and river int ake repair work. Construction of the weir will e liminate much of this work, and the
field assessments indicate that this is welc ome by all women and girls in the hea d area. The
Project will not have impacts on women con cerns and will also no t create any substantial
gender impacts that may lead to other imbalances in their social and community life. The Project
will also not correct existing gender differences. Therefore, any specific gender plan or action is
not required.
F. RELOCATION
36. There will not be any r elocation of families in this site. Th e homes of 5 APs are no t
affected.
G. LEGAL AND POLICY BACKGROUND
37. There are no laws or le gislation in Afghanistan that specifically address matters related
to involuntary resettlement (IR). However, there are four important laws and policies that provide
the basis for acquisition of land for public purpose. These are:
• The Law on Land Expropriation (8 October 2000);

• The Land Affairs Management Law (2008);
• Amendment to The Law of Land Expropriation (3 April 2005);
• The Land Policy (2006)
38. The comparison of the provisions contai ned in the above laws with that of ADB’s
requirement for involuntary resettlement reveal s a number of gaps wh ich will be overcome as
follows:
• That LAR s hould be minimized where possi ble. The design consultants are required
to critically examine the need for L AR and thereby to avoid and/or minimize where
possible;
• That a comprehensive consultation and participation plan is prepared to involve APs
in LAR process. The APs should be consulted throughout the process a nd that they
be disclosed with all relevant information;
Page 247
• A comprehensive asse ssment of all affecte d structures, houses, tr ees, garden s,

plants, crops, etc. is to be undertaken based on the market price and that all APs will
be fully compensated prior to their land acquisition;
• Rehabilitation to en sure that at t he m inimum APs’ pre-livelihood standard is
maintained
• Income losses, livelihoo d losses and other opportunities will be asse ssed to includ e
in the compensation and rehabilitation package
• All losses to be assesse d at repla cement costs without allo wing for de preciation of
buildings an d fix tures. A Ps will be a llowed to re move construction m aterials free of
charge.
• That a full a nd fair assessment of all land owners/users to be evaluated before a cut
off date and the date of census is considere d as the cut-off date. Land owner s
without formal title will b e compensa ted. APs will be fully co nsulted in d etermining
price for their land, property, structures, crops, trees, etc.
• That grievance redress process is properly implemented.
H. THE PROGRAM COMPENSATION ELIGIBILITY AND ENTITLEMENTS
39. The guiding principle of the SLARP is to ensure all APs/AFs, directly or indirectly, are
adequately compensated for their l oss of inco me, land, b usiness, wa ges, liveliho od and othe r
losses. The y will also receive reh abilitation a ssistance a s appropria te. There a re several
elements th at determine the elig ibility and entit lement of the APs for compensation. These
elements are described in the proceeding paragraphs.
A. ELIGIBILITY AND ENTITLEMENTS
40. APs eligible for compensation and rehabilitation assistance are basically of four groups:
(a) All APs loosing land with title, with formal or traditional land-use rights
(b) Share croppers and tenants, whether registered or not
(c) Owners of buildings, whether permanent or temporary, trees, orchards, crops, plants
or other objects attached to the land, and
(d) APs loosing income, salaries, wages, business and other forms of livelihood.
41. All APs /AF s who settle d in affe cted areas afte r the cut-off date and who cannot prove
that their properties are affected will not be eligible for co mpensation. All APs will be given
sufficient advance notice to remove their fixtures, building materials and vacate the properties
as per the requirements established (this is usually three months) to serve such notices, prior to
the comme ncement of any civil work. The APs are encouraged to remove all f ixtures, cro p
harvest, etc. free of charge.
42. The com pensation and rehabilitatio n entitlem ents for each affected it em are det ailed
below on table 3.

Permanent All la nd loss es Farmer/Titleholder (5) Land x land co mpensation w ith plo ts o f eq ual
loss of independent o f value/productivity to p lots los t; or cash co mpensation a t
Arable Land impact severity replacement cos t bas ed on marke t ra te fre e of ta xes,
registration and transfer charges. Unaffected portions of a
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plot w ill a lso b e c ompensated if they bec ome u nusable
after i mpacts o ccur. Ea ch ji reeb of la nd will be
compensated at Afs 125,000.
Leaseholder Transfer of lease to other plots of equal value/productivity
(registered or not) of plots lost, or Cash equivalent to the net income from the
land calculated on the basis of the market value of annual
production of affe cted land fo r the re maining le ase years
(up to maximum 10 years).
Sharecroppers Cash compensation e qual to ma rket v alue of th e l ost
(registered or not) harvest sha re o nce (temporary imp act) or tw ice
(permanent impact)
Agricultural worke rs Cash indemnity corresponding to t heir salary (which is Afs
losing th eir contract. 200 per day) i n cash f or th e remaining p art of t he
About 280 labo ur agricultural year for loca l people who work as hired labor.
days will be lost Total = 280 x 200 = 56,000
Non-titled cultivators A o ne-time rehabilitation allowance eq ual to 1 ye ar's ne t
income from the aff ected la nd (in ad dition to crop
compensation) for land use loss.
Additional Farmer/Titleholder A on e-time severe im pact allo wance equal to t he net
provisions fo r Leaseholder (5 APs) income from a nnual cr op p roduction ( inclusive o f w inter
severe impacts and summer cro p and ad dition to s tanding crop
(> 10 % of la nd, compensation) and the waiving of taxes and fees. This will
property or assets be Afs 66,950 per AP calculated as 20% of all allowances
loss) Sharecroppers A on e-time severe im pact allo wance equal to t he net
(registered or not) income fr om th eir ann ual share of har vest los t (additional
to standard crop compensation)
Non-titled land A on e-time severe im pact allo wance equal to t he net
owners annual inc ome fro m the a ffected land (additional to
standard crop compensation)
Temporary All APs (including Affected land/ communal inf rastructure will be restored or
Land non-land owne rs with reconstructed to pre-project conditions.
Acquisition traditional rights) Rent shall be a greed b etween land owner and contractor
equal t o th e rev enue lost at m arket va lue (e.g.
compensation for harvests lost at average yield / hectare)
The land affected in this case belongs to the government.
Residential/ Titleholder Land for land compensation through provision of a pl ot
Commercial comparable in value/location to the plot lost; or
Land Cash co mpensation for a ffected land a t full re placement
cost free of taxes, registration and transfer costs
Non-titled land Provision of a fre e o r l eased pl ot i n a Government
owners resettlement area or a se lf-relocation allowance equal to 1
year at minimum salary.
Houses Full/partial loss of owners Cash compens ation a t re placement ra te for a ffected
Buildings structures (with/without house or structure/fixed a ssets fr ee o f salvageable ma terials,
and building registration) depreciation and transaction costs. For partial impacts, full
Structures cash assistance to restore remaining structure. Cost of lost
water a nd electricity co nnections w ill be included in the
compensation.
Renter/Leaseholder An allowance equal to 3 months rent
Standing Crops affected 5 APs (including non- Cash compensation equivalent t o t he g ross i ncome f rom
Crops titled land owners. the w heat cro p ( grain + stra w) c omputed as the market
value of the total annual produce from affected land. T he
compensation amount is Afs 19,998 per jireeb of aff ected
land to be paid to 5 (five) landowners based on their land
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area as detailed in Table 2.
Trees Trees affected 1 AP Cash compensation shall reflect income replacement. Fruit
trees will be valued at m arket value of 1 year’s produce X
number of yea rs ne eded to grow a tree (8 years ) o f the
same pr oductivity. T he ca lculated co mpensation ra te p er
tree is Afs 4,000 (or Afs 264,000 per jireeb of orchard)
Business/ Temporary/ All APs (including Business owner: (i) Cash compensation equal to 1 y ear’s
Employment permanent l oss of non-titled la nd income, if loss is permanent; (ii) cash compensation for the
business or owners) period of b usiness int erruption, if l oss i s te mporary.
employment Compensations base d on ta x dec laration or official
minimum salary
Worker/employees: Indemnity for lost wages for the period
of business interruption up to a maximum of 3 months.
Livelihood Vulnerable AP: AP 1 ad ditional all owance eq ual to 3 months at minimum
below pov erty line. salary. Pr iority fo r emp loyment in project-related jobs ,
(There are no training op portunities, se lf-employment a nd wag e-
vulnerable A Ps.) APs employment assistance. 12 APs losing their grazing will be
loosing the ir gr azing provided wit h temporary gra zing facility by co mmunity
land leaders on the provision of Afs 50,000 grant
Relocation Transport/ All A Ps affected by Provision of ca sh compensation to cov er t ransport
transitional relocation expenses and livelihood expenses for one month.
livelihood costs House renters Provision of a ca sh g rant f or 3 months’ rent at prevailing
rate in the area.
Community Loss/damage to Rehabilitation/replacement of affected st ructures/utilities
assets public (i.e. mosques, footbridges, roads, schools, health centres,
infrastructure/ etc.) to pre-Program le vel. Damage to co mmunity assets
utilities was not observed
B. ASSESSMENT OF COMPENSATION UNIT VALUES
43. The unit rate for each type of affected assets and the methodology for assessing
compensation rates of different affected assets are described below. There are five types of
affected assets namely, wheat cr op, orchard, irrigated land, uncultivated privat e land, and
government land (which is used for animal grazing). Th e assets th at may be temporarily
affected due to construction work, stock piling of raw materials, etc. will also be compensated at
the appropriate rates provided below.
(i) Wheat crop will be valued at full market rate at the farm gate. The compensation rate
is Afs 19,988 per jireeb, representing a grain yield of 546 kg (valued at Afs 21.58 per
kg) per jireeb and 466 kg (valued at Afs 17.63 per kg) of straw in Balkh area
(ii) Land will b e valued at replaceme nt cost based on market rates der ived from a
survey of land sales in the year before the impact survey. The on-going irrigable land
value in Bal kh head-reach area is approximatel y Afs 125,0 00 while the idle land is
valued at Afs 100,000 p er jireeb. No deductions for taxes or transaction costs will be
applied
(iii) Government land is not valued as the project is planned and undertaken by the
government. There will not be any compens ation for land that will be paid to the
government. However, t he SLARP budget inclu des a block sum of Afs 50,000 to
develop alternative grazing area as compensation for AFs who use the government
land for grazing
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(iv) Houses/buildings will be valued at replacement cost inclusive of materials costs, type
of construction, labor, tr ansport and other c onstruction costs. No deductions will be
applied for depreciation, salvaged materials and transaction costs
(v) Fruit trees will be valued at m arket rate of 1 year produce X 8 years being the tim e
needed to grow a new tree with the same productive potential of the lost tr ee.
Accordingly, a fruit tree is valued at Afs 500 at the time of coming into production in 8
years after planting, and the estimated value of a tree for compensation is Afs 4,000.
Considering each matured stand of jireeb will occupy 66 trees, the valuation for a
jireeb of orchard will therefore be Afs 264,000. Free bud-grafted orchard saplings
each valued at Afs 100 will be provided to APs.
(vi) Timber trees will be val ued at market value of ti mber. APs will be provi ded with free
planting materials or in lieu, cost will be provided.
(vii) One jireeb of wheat crop requires 10 labor days calculated as sowing/planting 1 day;
harrowing/leveling/weeding 3 days; harvesting 3 days and threshing 3 days. Th e
wage rate in Balkh area is Afs 200 per day.
I. PUBLIC PARTICIPATION AND DOCUMENTS DISCLOSURE
44. All land acquisition and resettlement activi ties will be carried out with the cooperation
and assista nce of APs and the district administrative agencies in clo se collaboration with the
resettlement team of Project Management Office (PMO) under MEW. More specifically:

• The relev ant officials of provincial an d dist rict towns will be informed about the
Program and their assistance will be solicited in the supervision of the AP census
and the inventory of affected assets;
• The ISCs attached to PMO will ca rry out the DMS and other assessment
methods with the cooperation of APs and will inform them the results of the
survey and the inventory prior to the fina lization of the SLARP and its submission
to Program authorities.
• The preference of APs related to compensation and other resettlement
assistances will be given due consideration during the planning process.
45. Consultation with APs is a theme th at cuts thro ughout the planning an d implementation
of the SLARP. Se veral methods of consulta tion will be planned and implemente d such as
focused gro ups, in-depth asse ssments and oth er participatory techniqu es with th e purpose of
identifying clearly all APs, types of losses and concerns. The Appendix 2 provides some tools
that have been used fo r initial consultations conducted for the preparation of this P lan. All such
information will be collected, analyzed, recorded and utilized in up-dating the SLARP. The NGO
and the re settlement specialist w ill be re sponsible for planning and implementation of
consultations while the latter will be responsible for prep aration of t he SLARP i ncorporating
issues ra ised through consultation s. The summary of updated SLARP and the entitlement
matrix should be translated into Dari and use d in consu ltations with APs who will be made
available with copies as applicable.

46. The up-dated SLARP in local lang uage (Dari) will be made available to the APs at the
relevant Provincial and district offices, and in community shura offices. The English translation
of the updated SLARP and pamphlets (see Appendix 3) will be disclosed on the ADB website
prior to tranche appraisal, after MEW has approved them.
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J. INSTITUTIONAL ARRANGEMENTS
47. The main institutions that will be involved in up-dating and implementation of SLARP are
MEW, Ministry of Finance, provincial and district governors, district property office (municipality),
other district agencie s (Agricultur e, Ca rtography, Land Affairs Management), court, and
community shura.
A. MEW
48. The MEW has overall re sponsibility of coordination with all a gencies involved in SLARP
up-dating a nd implementation. T he PMO c omprised of Implemen tation and Supervision
Consultants (ISCs) and counterpart staff is re sponsible for the up-datin g of SLARP, day to day
management of the Pro gram, monitoring of LAR related activities and documentation of the
process.
B. IMPLEMENTATION AND SUPERVISION CONSULTANTS

49. The ISCs are hired to design and assist in th e implementation of pr ojects unde r the
Program. ISCs will be working fro m the PM O who will h ave sufficie nt in-house expertise o n
resettlement planning, implementati on and sup ervision con sisting of international a nd nationa l
resettlement specialists. They will analyze the cadastr al maps, carry out DMS, identify
vulnerable groups, assist relevant agencies in conducting compensation negotiation with the
APs, up-date SLARP, i n close co llaboration a nd consultation with the district go vernor and
relevant line agency staff. The ISCs will submit the updated SLARP to the MEW for approval.
C. LOCAL GOVERNMENTS
50. Local government agencies involved in updatin g and finalization of the SLARP are the
property office of the district mun icipal autho rities, and the local L and, Agriculture and
Cartography offices. The district coor dination committee that will function within PIO will provide
an effective mechanism for inter- agency coordinat ion an d to officially endorse surveys. Th e
composition of the d istrict coor dination committee includes the district g overnor, a
representative of each r elevant agency, ISCs a nd the implementing NGO. This committee will
have the overall respon sibility for supervision o f land and property val uation, acq uisition, and
approval of compensation rates. The individual agencies will exercise their specific functions as
provided for in the relevant laws, coordinated by the district committee.
D. CENTRAL GOVERNMENT
51. The agencies at centr al government level are the MEW who will have the overall
responsibility for agency coordination and lead the entire process as well as the final approval of
the up-dated SLARP p rior to its implementati on. The other offices that will close ly work with
MEW include Central Land Affairs Management D epartment, the local governmen t including
property offices, the Min istry of Agriculture, I rrigation, and L ivestock (MAIL), Ministry of Justice
and the Ministry of Fina nce, the la tter as the Ex ecuting Agency (EA). These offices will provid e
advice on SLARP up- dating and its implementation, and assist re solve matters that district
52. The agencies involved in up-dating and implementation of SLARP and their relationships
are graphically presented in Figure 2.
Page 252
Government
of ADB
Afghanistan
EMA
MEW
PMO
(Consultants and counterpart
staff)
Provincial & PIO (District Local

District Staff Coordination Government
of MEW Committee) Agencies
SHURA Affected
Men Women People
Figure 2: Organizational Chart for Project

Implementation
K. GRIEVANCE REDRESS PROCESS
53. The main objective of providing a grievanc e redress process is to avoid potential de lays
on the commencement and implementation of t he constr uction progr am. The APs should be
made fully aware of procedures for resolution of grievances which will be the main r esponsibility
of the NGO. The cost of establishin g the grievance redress process is considered as part of the
overall institutional cost associated with the project. The costs of con sultants, sta ff and NGO
have already been included in the project budget. The time of shura and other government staff
that will be involved in the grievance redress process will b e compensated through payment of
an appropriate allowan ce from the operational budget of th e PMO. The se costs will be agreed
and approved by the district coordination com mittee. Hence, the grievance redress cost is not
calculated as a separate item in the LARP budget.
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54. Care will be taken to prevent grievances rather than going through a redress by ensuring
active participation of APs in the SLARP updating and implementation process. All attempts will
be made to resolve grievances informally at the local level. If this attempt fails, APs will have the
option of taking th eir co mplaint to the forma l mechanism of ad dressing gr ievances, gra phically
shown in Figure 3 and is described in Table 4.
AFFECTED PERSON
GRIEVANCE
DISTRICT COMMITTEE (Governor, Property Supervisor, NGO) REDRESSED
NOT REDRESSED
NOT REDRESSED
NOT REDRESSED
NGO FACILITATION
Page 254

1. First, com plaints resolution will be attempted at distri ct level with the involvement of the
senior district property supervisor, the district governor and implementation NGO.
2. In absence of a settlement, APs may lodge a complaint to the PMO. The Head of PMO will decide
the case within 15 days and inform the AP.
3. If the PM O decision is unacceptable to the AP s, they can register the complaint directly to t he
MEW within 1 month of receiving a response from the PMO with documents supporting their claim.
The MEW will respond within 15 days of registering the complaint. The MEW’s decision must be
in compliance with these LARF provisions.
4. Should all three levels of above grievance redress system fail to satisfy the AP, he/she may
approach th e app ropriate court of la w for its resolution. The AP will b e fa cilitated in thi s
process by the implementation NGO
L. RESETTLEMENT COST ESTIMATES
55. The resettlement costs for the draft SLARP include eligible co mpensation and
resettlement assistance for the five land owners and liveliho od restoration assista nce for those
families losing their gra zing area d ue to const ruction work. The unit cost for land and other
assets has been derive d through discussions with agency staff and NGOs in and around the
Balkh district. Consultations with community leaders, the three AFs and local people gave some
area-specific information.
A. ASSETS ACQUISITION AND COMPENSATION COSTS

56. Private agri cultural land : The unit cost for agricultural land has been assessed as Afs
125,000 per jireeb.
57. Private un-cultivated land: The unit cost has been assessed as Afs 100,000 per jireeb
58. Crop: the unit cost for wheat is Afs 19,998 pe r jireeb of la nd. This rep resents a wheat
yield of 546 kg and a straw yield of 466 kg per jireeb. No reduction in compensation amount was
made for the cost of harvesting and threshing of standing crop.
59. Fruit / orchard trees: The unit cost per tree is calculated as the fruit harvest per tree x 8
years. This is estimated as Afs 500 x 8= Afs 4,000. It is estimated that one jireeb productive
orchard lan d will have 66 orchard t rees. Hence , the com pensation valu e per jireeb of orchard
land is Afs 264,000.
60. Assistance for purchasing agricultural inputs: The APs will be given monetary assistance
to purchase cash inputs for their cultivation in the next season. This is calculated as Afs8,634
per jireeb of affected land. The bases for the calculation is a s follows: 34 kg of wheat seeds per
jireeb valued at Afs 26 per kg; cost of agroche micals per jireeb valued at Afs 300; urea 50 kg
per jireeb valued at Afs 36 per kg; phosphate fertilizer 50 kg per jireeb valued at Afs 17 per kg;
farm yard manure 2 metric tons per jireeb valued at Afs 2,000 per metric ton and tractor hire one
hour per jireeb at Afs 800
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61. Assistance for re-establishing affected orchar d: The cost of planting m aterials will be
given for the AP free of charge. A bud-grafted sapling in the local market costs Afs 100, and it is
estimated that 70 saplings are needed to raise 66 trees per jireeb at the tim e of maturity. The
grafted saplings are a superior choice as they grow quicker with an extremely low casualty rate
though the cost is comparatively higher than ordi nary seedlings. The tree productive capacity of
an orchard established by grafted saplings is also much greater than an orchard grown fro m
ordinary saplings. The cost of bud-g rafted saplings works out to Afs 7,000 per jireeb of orchard
land.
62. Documentation fees: Th e unit cost has been d erived at a lump sum b asis, which is Afs
3,000 per AF as per the standard ra te being ch arged at the local reven ue department for land
transaction per case in cluding registration in property bo oks. The la nd transaction cost is
calculated per entry and not per jireeb of land.
63. Livelihood restoration costs: On th e basis of p reliminary field asse ssments, there were
indications that livelihoo d restoratio n costs are required to assist A Ps 22 (livestock herding
families). Th is item is to be re-examined at the time of up-dating SLARP. For this purpose, a
block sum of AFG 50,000 was agreed with the local leaders, which is provided in the cost
estimates. This money will be used to provide a grazing facility for APs. Livelihoo d restoration
allowance is not require d for farmers loo sing th eir crop as their land, crop losses and cost of
inputs for cultivation in the next sea son were all compensated at market rate. The severely APs
are given an additional 20% allowance. No reduction was made for crop harvesting and
threshing cost.
64. Cost for vulnerable fam ilies: The u nit cost has been deter mined as a lump sum basis,
which is 20% of the tot al compensation assistance. No vu lnerable APs were foun d in the in t he
area, which is however to be verified at the time of up-dating SLARP.
65. Allowance for severely affected persons: An AF loosing greater than 10% of the
productive land for project work is considered as severely affected. Accordingly, all 5 APs are
severely affected as th ey loose be tween 13% to as much as 95% of their land. T he severely
affected per son’s allowa nce is calcu lated as 20% of all allo wances offered to APs. Since the
replacement of Bangala bridge ha s not yet b een determined, the cost, if any, cannot be
included. However, this will be confirmed and reported in the updated SLARP.
66. Allowance for loss of a gricultural labor opportunities: It is estimated that the proposed
land acquisition will loose about 280 work days f or local agricultural labor. The workers who will
loose their opportunities will be ide ntified with the help of APs and the community l eaders who
will be compensated at Afs 200 per day in Balkh head reach.
B. SLARP IMPLEMENTATION AND SUPPORT COSTS

67. Project consultants: The cost for two person-months of an international specialist and 15
months of a national resettlement specialist for the PMO are not included in the costs below but
are part of the overall PMO costs. Hence, thes e costs is not included in the SLARP budget bu t
included in the overall cost for tranche 1. The consultant(s) will be up-dating SLARP, conducting
census and other surveys, and in internal monitoring.
22
Severa l h erds graze on th e reservation (g overnment lan d) al ong th e rive r. W ith the con struction of th e weir, this
area will no longer be available for cattle grazing
Page 256
68. Two NGOs will be involved with t he SLARP: one for the SLARP updating and
implementation at detailed design a nd one for and External Monitoring Agency (EMA). The cost
for hiring an NGO for implementati on is esti mated at AFG 1,000,000 a nd the same cost AFG
1,000,000 is assumed for hiring the EMA for external monitoring for a period of one year. These
costs are directly chargeable to SLARP budget. A 15% contingency is added to the budget.
69. The total estim ated cost of the SLARP will be about AFG 11.3 million (US$ about
206,000) when the support cost is excluded (Table 5).
Table 5: Estimated Cost of Implementation of Land Acquisition and Resettlement for

Bangala Weir Construction
Serial Item Unit Unit Cost Quantity Cost Cost

# (AFG) (AFG) (US$)
A Compensation
1 Compensation for agricultural Jireeb 125,000 34 4,250,000 85,000
land (includes land for access)
2 Compensation for un-cultivable Jireeb 100,000 5 500,000 10,000
land
3 Compensation for crop losses Jireeb 19,998 28 559,944 11,199
4 Compensation for Jireeb 264,000 4 1,056,000 21,120
orchard/trees
Sub-total A 6,365,944 127,319
B Assistance
1 Assistance for purch asing of Jireeb 8634 28 241,752 4,835
agricultural inputs for next
season
2 Assistance for orchard planting Jireeb 7,000 4 28,000 560
materials
3 Documentation fees for land Lumpsum 3,000 5 15,000 300
acquisition
4 Livelihood restoration Lumpsum 50,000 1 50,000 1,000
assistance
5 Additional assistan ce for Lumpsum 55,990 5 279,950 5,599
severely AFs
6 Assistance for ag ricultural Work day 200 280 56,000 1,120
workers
Sub-total B 614,702 12,294
C Implementation and
Monitoring
1 External Monitoring Agency Lumpsum 1,000,000 1 1,000,000 20,000
2 NGO Lumpsum 1,000,000 2 1,000,000 20,000
Sub-total C 2,000,000 40,000
D Support cost to be included
elsewhere in tranch 1 budget
(implementation consultant)
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E Contingencies @ 15% 1,347,500 27,000

Total 11,328,146 206,613
M. MONITORING AND EVALUATION
70. Internal monitoring will be done on a continuous basis by the PMO. The reports will be
distributed to EA, IA an d ADB on a quarterly basis. The external monitoring will be done by an
EMA appointed by the MEW. The ADB will prepare the term s of reference (TOR) for the EMA. It
is suggested that PMO develop a comprehensive set of indicators and monitoring bench marks
at the beginning of its work.
71. The EMA has three re sponsibilities: (a) to ca rry out inde pendent monitoring wor k to
ascertain whether SLARP is progressing satisfactorily; (b) to conduct an independent audit to
determine whether relocation has been completed, and that compensation an d resettlement
assistance has been delivered to t he APs. Au dit reports will be submitted at qu arterly intervals
to the EA, I A and ADB and (c) to carry out a post-implementation evaluation one year after
commissioning of the w orks, to e stablish whether or not o bjectives of the SLARP have been
met.
N. IMPLEMENTATION PROCESS
72. In Afghanistan the up-dating and implementat ion of SLARP ma y take up to several
months. The APs will be paid their due compensati ons a t least 1 month (30 days) prior t o
demolition o f the structu res from the construc tion site. The basic SLARP-related steps for up-
dating and implementation are summarized on Table 6 below.
Table 6: SLARP Tasks Process and Responsibility
Step Action Responsibility

A) SLARP UP-DATING PMO
1 Assessment of Project’s Poverty and Social Impacts PMO and NGO
2 Finalization of land acquisition requirements PMO and district authorities
3 Prepare survey form s fo r Census and DMS, trai n l ocal Cen sus and DMS MEW and PMO
teams, and establish coordination with relevant local government agencies.
4 Collection of cadastral and parcel maps of the Program area Cartography office
5 Verify land records in affected areas, update cadastral maps Cartography/ Distri ct Land
Affairs Office
6 Carry out impact s and va luation su rveys – Detailed Measurem ent Survey PMO and NGO
(DMS)
7 Conduct public consultations PMO NGO assisted by
community shura
8 Collection of data o n A Ps an d u ndertaking negotiations wit h APs o n Senior di strict pro perty
compensation and rehabilitation entitlements for the following losses: supervisor a nd NG O, assiste d
loss of titleho lders in cluding agri cultural and h omestead la nds, a nd a ssets, by shura
commercial land a nd structures, residential ten ancy an d commercial
tenancy;
loss of non-title holders, including agricultural lands held by tenants and
sharecroppers, wheth er registered o r not, squatt ers and e ncroachers,
homestead land, comm ercial stru ctures held by inf ormal tena nts, squatte rs
and encroachers;
Page 258
loss of livelihood s (lo ss of wage ea rnings, income a nd/or food lo sses,

rangeland income loss);
loss of comm unity infrastructures and resources such as g razing areas;
and
any othe r impacts (temporary im pacts d uring con struction of
infrastructures, and any other unforeseen impacts).
9 Integrate data from Census into the RP. PMO
10 Finalize up-dating SLARP PMO
11 Submission of SLARP to MEW and ADB for approval. PMO
12 RP di sclosure: Di stribution of SLA RP and informa tion pam phlets in l ocal MEW/PMO/ADB
language in t he affected communities; posting of SLARP in English on the
ADB website
B) SLARP IMPLEMENTATION
1 Approval of Contract awards MEW and ADB
2 Distribution of Relocation Notices to APs MEW and property office
3 Award of checks for land / assets compensation MEW
4 Award of checks for other Compensation & Assistance/ Rehabilitation MEW
5 Taking over the possession of acquired houses, if any and land MEW
6 Demolishing/ Relocation of Affected Structures/Assets MEW/contractor
7 Review of SLARP Implementation MEW/ADB
8 Resolve pro blems of land owners; mediation o n land matters; provid e District Gov ernor/property
evidence of own ership, p rovide inform ation to esta blish lan d b oundaries, supervisor/ NGO
valuation, grading, etc.
9 Issue NOC ADB
10 Civil works begin minimi zing dam age and disturbances to pe ople in th e Contractor
vicinity
C) POST-IMPLEMENTATION TASKS
1 Independent evaluation of SLARP EMA
2 Restoration of temporary acq uired la nd, private property and community Contractor with close
resources to their original state monitoring b y PMO/ICSc and
EMA
D) CYCLICAL/CONTINUOUS TASKS
1 Internal monitoring. Quarterly reporting on SLARP implementation to ADB PMO/MEW
2 External Monitoring. Semi-annual reporting to MEW/ADB EMA
3 Grievances Redressal/Law Suites Senior Pro perty Sup ervisor/
Governor//NGO/Court,
coordinated by PMO
4 Inter-agency coordination at national level EA
5 Inter-agency coordination at district level District Coordination
Committee/governor
73. As already mentioned, it is required that SLARP presented in this docu ment is up-dated
and all compensation losses and other items to be properly assessed once detailed designs are
completed for approval by the EA, IA and ADB prior to implementation. All activitie s related to
land acquisition and resettlement must be planned to ensure that comp ensation is paid prior to
displacement and commencement of civil works. The implementation schedule is presented in
Figure 3.
74. It is noted that the monitoring period after compensation paymen t and livelihood
restoration is approximately 2 years. Reasons fo r this are as follows. The rainfall and other
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environmental factors that affect crop production are erratic in the Banga la area leading to crop
losses and loss of inco me. In one season the APs ma y obtain a reasonable income while this
may not be true in other years. Hen ce, it is pro posed to co ntinue monitoring income, crop and
livelihood performance over the implementation of SLARP so that there will be a good database
to measure with confide nce the progress in livelihood restoration by the ti me final evaluation is
conducted. This will fa cilitate m aking an accurate assessm ent of livelihood resto ration work
supported by the SL ARP. The monitoring data that will be collected du ring SLAR P
implementation will be t he basis for com pletion of the final evaluation study to be conducted
after all civil works are completed and site handed over to IA.
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Year 2010 Year 2012 Year 2013

Activity J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Establishment of PIU / ESSU
Bidding & recruitment of PIU Management
consultant
Detailed design by PIU/consultant
Bidding / recruitment of contractors
Recruitment EMA
Mobilization of consultants
Recruitment & training ESSU staff
DMS/AP Census, social assessment
Finalise compensation amounts
SLARP up-date
Disclosure of SLARP & finalisation
SLARP approval by EA + ADB
Compensation payments/ livelihood restoration /EA
takes over acquired land
Issuance of NOC
Civil work
Monitoring / outcome disclosure
Final assessment by EMA
Figure 3: Implementation Plan

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APPENDICES
Appendix 1: List of People Consulted
Serial Name Position Location

No.
1 Eng. Esmatullah Head, Water Management Balkh
Department Province
2 Abdel Ghani Deputy Head, Department of Bulk
Economy Building Province
3 Katib Shama Director of Agriculture and Balkh
Irrigation Province
4 Najia Hashimi Advisor, Department of Balkh
Women Affairs Province
5 Eng. Halima Sadath Deputy Director, Department Balkh
of Women Affairs Province
6 Bay Mohamed Shura member Bangala
7 Masjid Fayez Director, Land Acquisition Kabul
Department, Municipality
8 Timor Shah Iqbal Yousifi Director General, Land Kabul
Affairs Management
Department
9 Gul Amhad Hoshmand Deputy Director, Land & Kabul
Properties
10 Kwaja Mohamed Shura member Bangala
11 Amir Shah Shura member Bangala
12 Mohamed Khan Farmer Dehrosi
13 Shayaz Khan Shura member and malik Araboi
Bangala
14 Juvam Khan Farmer Bangala
15 Sayed Ali Ahmed District Manager, PIN Balkh
District
16 Haji Saheb Sakhiyadat Khan Former Jirga Loyal and Malik Timoraq
17 Tazagul Mirab, Charbolak Charbolak
18 Ala Biram Mirab, Fazabad canal Faizabad
19 Azadullah Osman Mirab assistant, Faizabad Faizabad
canal
20 Morab Bye Mirab Acqcha canal Aqcqcha
21 Safiullah Bye Mirab assistant, Acqcha Acqcha
canal
22 Sheer Ahmad s/o Haji Sheer Malik Bangala
Mohammad
23 Najmudin S/o Meerajudin Farmer Bangala
24 Nazar Gull S/o Salih Mohammad Farmer Bangala
25 Haji Ali Khan S/o Mula bhadour Farmer Bangala
26 Mia Gull S/o Firoz Farmer Bangala
27 Sarwar S/o Mohammad Karim Farmer Bangala
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Appendix 2: Social Assessment Methods, Purpose and Outcome
Assessment Participants Purpose Outcome

Method
Focused group 2 Mirabs and 2 mirab • Identify social benefits • A range of costs,
assistant of Bangala weir benefits and
• Assess concerns of monetary values
farmers identified
• Ascertain suggestions • Potential APs
for compensation recognized
payment
Interview • Jirga Loyal member • Ascertain benefits and • Collected current land
and malik compensation and tree values in
• Director, Dept amounts locality
Agriculture & • Recognise concerns of • Problems and concerns
Irrigation people in Faizabad of local people
• Mirab bashi, canal • Land, crops and tree
Charbolak • Discuss procedures of values collected
• Deputy Director, Dept Land Acquisition & • Information on women
Women Affairs Compensation concerns
• People’s in Need • Discuss women’s • NGO operational costs
(PIN – NGO), Balkh concerns • Collected some poverty
District Director • Discuss various data of area
• Director General, provisions in respect of • Obtained information
Land Affairs land acquisition and on all relevant laws and
Management compensation policies
Department payment
• Director, Land
Acquisition
Department, Kabul
Municipality
Group Discussion 2 APs, local people Identify APs Extent, location and
ownership of lands likely to
be acquired are unknown.
Identified 2 APs whose
lands are at the centre of
construction
Observations • Bangala weir Obtain information on • Some basic information
construction site and community profile and noted
bridge resource details in • Resource use patterns
• Acqcha & Faizabad construction site and were noted
river intakes around • Observed Bangala area
• Trees, crops and Present problems and to be medium
rangeland around concerns for local population density area
site irrigators
Density of community and
structures
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Appendix 3: Information Pamphlet of Bangala RP
DESCRIPTION OF THE PROJECT
1. Bangala Weir is to be sited some 4 00 meters d ownstream f rom Bangal a Bridge. Once
constructed it will provide control of river diversions to Charbolac, Faiza bad, and Aqcha canals
which are entitled to some 46.9 percent of the total water available to the Hazdha Nahr system.
2. The cross river structur e is to be built “in-the-dry” on the le ft bank of th e river oppo site
the manjee intake of th e Charbolac Canal. The 63 me ter weir is to be flanked by vertical steel
leaf gates for passing bed load material downstr eam during high flo ws in the river. A gate d
canal head works is to be built in an upstream/downstream orientation on the right side. These
gates will be perpendicular to the sluice gates and a sill will exclude large material from entering
the canal. The sluice gates on the left side will be operated to pass bed load materials and finer
sediments downstream to ameliorate any build u p of sed iments in the w eir pool. Parallel gu ide
banks will e xtend from the weir so me 400 meters upstrea m to Bangala Bridge. D ownstream
bank protection will flank the energ y dissipatio n works an d guide flo w back into the origina l
channel for passage of water downstream to Aqcha.
3. The head works gates will control flow to a lined channel that will extend 400 meters to a
structure th at divides flow proportionally to the Charbolac and Faizab ad canals a ccording to
rights. This structure will be gated so that wa ter users can modify flows and even close down a
canal by agreement.
4. The steel vertical lift gates will be motorized and will be equipped with a gantry to
facilitate accomplishment of maintenance.
5. A full suite of measuring stations a nd devices will be constructed to provide for full time
monitoring of discharg es and for rapid adjustment of gat es to assur e equitable distribution of
river flows.
RESETTLEMENT PLAN
6. This Resettlement Plan (RP) for th e Bangala weir core sub project was prepared to
address the socia l and resettlement issue s in accordance with the ADB’s safegua rd policies,
and Resettlement framework prepared for the WRDIP. The specific objectives of the RP are as
under:
• Provide an assessment of the impacts on the local population;

• Quantify the impacts on private and public assets to be acquired in monetary terms;
• Present a strategy to ensure timely acquisi tion of assets, payment of compensation and
other benefits to the APs.
• Give an overall estimate of the required resources needed to implement the resettlement
plan.
ELIGIBILITY FOR ENTITLEMENTS OF COMPENSATION
7. APs entitled for compensation or at least rehabilitation provisions under the Project are:
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• All APs lo sing land wh ether covered by legal title/traditional land rights or without legal
status;
• Tenants and sharecroppers whether registered or not;
• Owners of buildings, crops, plants, or other objects attached to the land; and
• APs losing business, income, and salaries.
8. The compensation eligibility will be lim ited by a cut-off da te determined based o n the
project implementation.
9. APs who s ettle in the affected areas after the cut-off date will not be eligib le for
compensation. They however will be given suffi cient advance notice t o vacate prem ises and
dismantle affected structures prior to project implementation. Their dismantled structures will not
be confiscated and they will not be liable to pay any fine or penalty. Forced eviction will only be
considered after all other efforts are exhausted.
IMPACTS OF THE PROJECT
10. During the field surveys and consultations, a number of APs were identified and impact
type and asset loss. Summarized results are tabulated below:
Table 1: Summary of Impacts
Permanent impacts on Size of Land Affected Area Cumulative Affected

land (approx. jireebs) (approx. Area (jireebs)
jireebs)
land, AP 1 (part of his (95%)
land)
Loss of uncultivated land, 15 5 24
AP1 (other part) (33%)
land, AP 2 (13%)
land, AP 3 (75%)
land, AP 4 (80%)
Loss of orchard land, AP 11 4 37
5 (36 %)
Loss of grazing land, 60 28 65
government (47%)
Sub-total 130 65 65 jireebs
(50 %) (130,000 sq. met)
Note: Figures within parentheses are the approximate affected area for which compensation will
be paid
VALUATION OF ASSETS
compensation rates of different assets are described belo w. There ar e five types of affected
assets namely, wheat crop, orchard, irrigated land, un-cultivated private land, and government
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land (which is used for animal gra zing). The assets that may be te mporarily affected due to
construction work, stock piling of raw materials, etc. will also be compensated at the appropriate
rates provided below.
(i) Wheat crop will be valued at full mar ket rate at the farm gat e. The compensation ra te is
Afs 19,988 per jireeb, r epresenting a grain yield of 546 kg (valued at Afs 21.58 per kg)
per jireeb and 466 kg (valued at Afs 17.63 per kg) of straw in Balkh area
(ii) Land will be valued at r eplacement cost based on market r ates derived from a survey of
land sale s in the year before the impact survey. The on-going irriga ble land value in
Balkh head-reach area is approximately Afs 125,000 while the idle land is valued at Afs
100,000 per jireeb. No deductions for taxes or transaction costs will be applied
(iii) Government land is not valued as the project is planned and und ertaken by the
government. There will not be any com pensation for la nd that will be paid to the
government. However, the SLARP budget includes a block sum of Afs 50,000 to develop
alternative grazing area as compensation for AFs who use the government la nd for
grazing
(iv) Houses/buildings will be valued at r eplacement cost in clusive of materials co sts, type of
construction, labor, transport and other construction costs. No deductions will be applied
for depreciation, salvaged materials and transaction costs
(v) Fruit trees will be valued at m arket rate of 1 year produce X 8 years being the tim e
needed to grow a ne w tree with the same productive potential of the lost tree.
Accordingly, a fruit tree is valued at Afs 500 at the time of coming into production in 8
years after planting, an d the estimated value of a tree for compensation is Afs 4,000.
Considering each matured stand of jireeb will occupy 66 trees, the valu ation for a jireeb
of orchard will therefore be Afs 264,000. Free bud-grafted orchard saplings each v alued
at Afs 100 will be provided to APs.
(vi) Timber tree s will be va lued at mar ket value of timber. APs will be provided with free
planting materials or in lieu, cost will be provided.
(vii)One jireeb of wheat crop requires 10 labor da ys calculate d as sowing /planting 1 day;
harrowing/leveling/weeding 3 days; harvesting 3 days and threshing 3 days. The wage
rate in Balkh area is Afs 200 per day.
COMPENSATION ENTITILEMENTS
12. The com pensation elig ibility will b e lim ited by a cut-off date base d on the project
implementation and the compensation shall b e paid in accordance with the compensation
(entitlement) matrix included in the RP, as show n below. The civil works contractor shall not be
mobilized prior to successful implementation of the RP in concurrence with ADB.

Permanent All la nd loss es Land x land co mpensation w ith plo ts o f eq ual
loss of independent o f Farmer/Titleholder value/productivity to p lots los t; or cash co mpensation a t
Arable Land impact severity (5) replacement cos t bas ed on marke t ra te fre e of ta xes,
registration and transfer charges. Unaffected portions of a
plot w ill a lso b e c ompensated if they bec ome u nusable
after i mpacts o ccur. Ea ch ji reeb of la nd will be
compensated at Afs 125,000.
Leaseholder Transfer of lease to other plots of equal value/productivity
(registered or not) of plots lost, or Cash equivalent to the net income from the
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land calculated on the basis of the market value of annual

production of affe cted land fo r the re maining le ase years
(up to maximum 10 years).
Sharecroppers Cash compensation e qual to ma rket v alue of th e l ost
(registered or not) harvest sha re o nce (temporary imp act) or tw ice
(permanent impact)
Agricultural Cash indemnity corresponding to t heir salary (which is Afs
workers losing their 200 per day) i n cash f or th e remaining p art of t he
contract. About agricultural year for loca l people who work as hired labor.
280 labour days will Total = 280 x 200 = 56,000
be lost
Non-titled A on e-time rehabilitation allowance e qual to 1 y ear's n et
cultivators income from the aff ected la nd (in ad dition to crop
compensation) for land use loss.
Additional Farmer/Titleholder A on e-time severe im pact allo wance equal to t he net
provisions fo r Leaseholder (5 income from a nnual cr op p roduction ( inclusive o f w inter
severe impacts APs) and summer cro p and ad dition to s tanding crop
(> 10 % of la nd, compensation) and the waiving of taxes and fees. This will
property or assets be Afs 66,950 per AP calculated as 20% of all allowances
loss) Sharecroppers A on e-time severe im pact allo wance equal to t he net
(registered or not) income fr om th eir ann ual share of har vest los t (additional
to standard crop compensation)
Non-titled land A on e-time severe im pact allo wance equal to t he net
owners annual inc ome fro m the a ffected land (additional to
standard crop compensation)
Temporary All APs (including Affected land/ communal inf rastructure will be restored or
Land non-land own ers reconstructed to pre-project conditions.
Acquisition with tr aditional Rent shall be a greed b etween land owner and contractor
rights) equal t o th e rev enue lost at m arket va lue (e.g.
compensation for harvests lost at average yield / hectare)
The land affected in this case belongs to the government .
Residential/ Titleholder Land for land compensation through provision of a pl ot
Commercial comparable in value/location to the plot lost; or
Land Cash co mpensation for a ffected land a t full re placement
cost free of taxes, registration and transfer costs
Non-titled land Provision of a fre e o r l eased pl ot i n a Government
owners resettlement area or a self-relocation allowance equal to 1
year at minimum salary.
Houses Full/partial loss of owners Cash compens ation a t re placement ra te for a ffected
Buildings structures (with/without h ouse structure/fixed a ssets fr ee o f salvageable ma terials,
and or b uilding depreciation and transaction costs. For partial impacts, full
Structures registration) cash assistance to restore remaining structure. cost of lost
water a nd electricity co nnections w ill be included in the
compensation.
Renter/Leaseholde An allowance equal to 3 months rent
r
Standing Crops affected 5 APs ( including Cash compensation equivalent t o t he g ross i ncome f rom
Crops non-titled la nd the w heat cro p ( grain + stra w) c omputed as the market
owners. value of the total annual produce from affected land. T he
compensation amount is Afs 19,998 per jireeb of aff ected
land to be paid to 5 (five) landowners based on their land
area as detailed in Table 2.
Trees Trees affected 1 AP Cash compensation shall reflect income replacement. Fruit
trees will be valued at m arket value of 1 year’s produce X
number of yea rs ne eded to grow a tree (8 years ) o f the
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same pr oductivity. T he ca lculated co mpensation ra te p er

tree is Afs 4,000 (or Afs 264,000 per jireeb of orchard)
Business/ Temporary/ All APs (including Business owner: (i) Cash compensation equal to 1 y ear’s
Employment permanent l oss of non-titled la nd income, if loss is permanent; (ii) cash compensation for the
business or owners) period of b usiness int erruption, if l oss i s te mporary.
employment Compensations base d on ta x dec laration or official
minimum salary
Worker/employees: Indemnity for lost wages for the period
of business interruption up to a maximum of 3 months.
Livelihood Vulnerable AP : AP 1 ad ditional all owance eq ual to 3 months at minimum
below pov erty line. salary. Pr iority fo r emp loyment in project-related jobs ,
(There are n o training op portunities, se lf-employment a nd wag e-
vulnerable APs .) employment a ssistance. 1 2 AP s lo osing th eir g razing wil l
APs lo osing the ir be provided with te mporary gra zing f acility by com munity
grazing land leaders on the provision of Afs 50,000 grant
Relocation Transport/ All A Ps affected by Provision of ca sh compensation to cov er t ransport
transitional relocation expenses and livelihood expenses for one month.
livelihood costs House renters Provision of a cash grant for 3 mo nths’ re nt at p revailing
rate in the area.
Community Loss/damage to Rehabilitation/replacement of affected st ructures/utilities
assets public (i.e. mosques, footbridges, roads, schools, health centres,
infrastructure/utilitie etc..) to pr e-Program level. Da mage to co mmunity asse ts
s was not observed
Asset acquisition and compensation costs are as follows:
13. Private agri cultural land : The unit cost for agricultural land has been assessed as Afs
125,000 per jireeb.
14. Private un-cultivated land: The unit cost has been assessed as Afs 100,000 per jireeb
15. Crop: the unit cost for wheat is Afs 19,998 pe r jireeb of la nd. This rep resents a wheat
yield of 546 kg and a straw yield of 466 kg per jireeb. No reduction in compensation amount was
made for the cost of harvesting and threshing of standing crop.
16. Fruit / orchard trees: The unit cost per tree is calculated as the fruit harvest per tree x 8
years. This is estimated as Afs 500 x 8= Afs 4,000. It is estimated that one jireeb productive
orchard lan d will have 66 orchard trees. Hence , the compensation valu e per jireeb of orchard
land is Afs 264,000.
17. Assistance for purchasing agricultural inputs: The APs will be given monetary assistance
to purchase cash inputs for their cultivation in the next season. This is calculated as Afs8,634
per jireeb of affected lan d. The bases for the calculation is a s follows: 34 kg of wheat seeds per
jireeb valued at Afs 26 per kg; cost of agroche micals per jireeb valued at Afs 300; urea 50 kg
per jireeb valued at Afs 36 per kg; phosphate fertilizer 50 kg per jireeb valued at Afs 17 per kg;
farm yard manure 2 metric tons per jireeb valued at Afs 2,000 per metric ton and tractor hire one
hour per jireeb at Afs 800
18. Assistance for re-establishing affected orchar d: The cost of planting m aterials will be
given for the AP free of charge. A bud-grafted sapling in the local market costs Afs 100, and it is
estimated that 70 saplings are needed to raise 66 trees per jireeb at the time of maturity. The
grafted saplings are a superior choice as they grow quicker with an extremely low casualty rate
though the cost is comparatively higher than ordi nary seedlings. The tree productive capacity of
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an orchard established by grafted saplings is also much greater than an orchard grown fro m
ordinary saplings. The cost of bud-g rafted saplings works out to Afs 7,000 per jireeb of orchard
land.
20. Livelihood restoration costs: On th e basis of p reliminary field asse ssments, there were
indications that livelihoo d restoratio n costs are required to assist A Ps 23 (livestock herding
families). Th is item is to be re-examined at the time of up-dating SLARP. For this purpose, a
block sum of AFG 50, 000 was agreed with the local lea ders which is provided in the cost
estimates. This money will be used to provide a grazing fa cility for APs. Livelihoo d restoration
allowance is not require d for farmers loo sing th eir crop as their land, crop losses and cost of
inputs for cultivation in the next sea son were all compensated at market rate. The severely APs
are given an additional 20% allowance. No reduction was made for crop harvesting and
threshing cost.
21. Cost for vulnerable fam ilies: The u nit cost has been deter mined as a lump sum basis,
which is 20% of the tot al compensation assistance. No vu lnerable APs were foun d in the in t he
area, which is however to be verified at the time of up-dating SLARP.
productive land for project work is considered as severely affected. Accordingly, all 5 APs are
severely affected as th ey loose be tween 13% to as much as 95% of their land. T he severely
affected per son’s allowa nce is calcu lated as 20% of all allo wances offered to APs. Since the
demolition of Bangala bridge has not yet been determined, the cost cannot be included.
However, this will be confirmed and reported in the updated SLARP.
23. Allowance for loss of a gricultural labor opportunities: It is estimated that the proposed
land acquisition will loose about 280 work days f or local agricultural labor. The workers who will
loose their opportunities will be ide ntified with the help of APs and the community l eaders who
will be compensated at Afs 200 per day in Balkh head reach.
GRIEVANCE REDRESSAL MECHANISM
on the commencement and implementation of the c onstruction program. APs will b e made fully
aware of procedures fo r resolution of grievances which will be the main responsibility of the
NGO.
active participation of APs in the SLARP up-dating and implementation process. All attempts will
option of taking their complaint to the formal mechanism of addressing grievances, as described in
Table 3.
23
Several herds graze on the reservation (government land) along the river. With the construction of the
weir, this area will no longer be available for cattle grazing
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1. First, com plaints resolution will be attempted at distri ct level with the involvement of the
senior district property supervisor, the district governor and implementation NGO.
2. In absence of a settlement, APs may lodge a complaint to the PMO. The Head of PMO will decide
the case within 15 days and inform the AP.
3. If the PM O decision is unacceptable to the AP s, they can register the complaint directly to t he
MEW within 1 month of receiving a response from the PMO with documents supporting their claim.
The MEW will respond within 15 days of registering the complaint. The MEW’s decision must be
in compliance with these LARF provisions.
4. Should all three levels of above grievance redress system fail to satisfy the AP, he/she may
approach th e app ropriate court of la w for its resolution. The AP will b e fa cilitated in thi s
process by the implementation NGO
26. The major grievances that can arise may include:
- APs not enlisted;

- Losses not identified correctly;
- Compensation / assistance inadequate or not as per entitlement matrix;
- Dispute about ownership;
- Delay in disbursement of compensation / assistance; and
- Improper distribution of compensation / assistance in case of joint ownership.
TIMING OF PAYMENT
27. The implementation process of this RP will be started in March 2010 and payment of the
compensation is scheduled in June 2010.
PROJECT IMPLEMENTATION SCHEDULE
28. The project civil works contract is scheduled to be awarded in May 2010. The civil works
will be completed in April 2012.
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SHORT LAND ACQUISITION AND RESETTLEMENT PLAN (SLARP) – YANGI QALA

EMBANKMENT
LIST OF ACRONYMS

Afs or AFG Afghanis (currency of Afghanistan)
AF Affected Family
AH Affected Household
AP Affected Party
EA Executing Agency
EIRRP Emergency Infrastructure Rehabilitation and Reconstruction Project
GOA Government of Afghanistan
Ha Hectare
ISC Implementation and Supervision Consultant
Kg Kilogram
Km Kilometer
NBD Northern Basins Development
NGO Non Government Organization
NSP National Solidarity Program
NVDA Nangarhar Valley Development Authority
O&M Operation and Management
PFR Periodic Financing Request
PPTA Project Preparatory Technical Assistance
R&U Rehabilitation and Upgrading
RBC River Basin Council
RP Resettlement Plan
US$ United States Dollar
WUA Water User Association
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GLOSSARY
Affected Family: All members of a family living under one roof and ope rating as a single social
Affected Person/People: All the people affe cted by the project thr ough land acquisition,
relocation, loss of inco me and live lihood or an y other type of loss; in clude any person (men.
women, children, disabled, sick, refugees, etc.), household, firms, public or private organization,
community organizations, religio us institutions. Accordingly, APs includ e: (a) perso ns whose
place of living is affected (b) farmers and nomads whose main form of livelihood is affected due
to loss of trees, crops, grazing areas, forests, etc. (c) persons whose businesse s are affected
and who may experience loss of their business income due to project activities (d) pe rsons who
loose their employment and income due to pr oject activities and (e) persons who loose their
community activities, contacts and resources due to project impacts.
Compensation: Payme nt in cash o r in kind as cost of replacement of their assets, resources
and income opportunities due to the project.
Cut-off date: The date after which affected people will not be con sidered eligible for receiving
compensation. They are hence not included in t he list of APs/AFs as defined by the survey
census. Under normal circumsta nces, cut-off date is the date o n which th e Detailed
Measurement Survey will be commenced.
Detailed Measurement Survey: The detaile d inventory of losses that is completed after
detailed design and after marking of project boundaries on the ground.
Entitlement: Range of measures comprising of compensation, inco me restoration, transfer
assistance, income substitution,
Income Restoration: The process of re-establishing AP’s income to the level s/he enjoyed prior
to relocation
Inventory of Losses: The pre-appraisal inventory of assets as a preliminary record of affecte d
and/or lost assets
Jireeb: Local measurement of area. Approximately 5 jireebs are equivalent to one hectare
Land Acquisition: The process whereby a person is compelled by a governme nt agency to
alienate all or part of th e land the person owns or possesses to the ownership and possession
of the government agency requiring the land for public purpose in return for compensation
Livelihood: The total package of earnings eith er in cash or kind a person generates for his/her
survival
Malik: A community leader.
Maulana: A learned man (a religious teacher).
Mirabs: Traditional leaders known as “Water Masters” who assist farmers in water management
and irrigation infrastructure operation and maintenance work
No-Objection Certificate: The certificate issu ed by ADB after conducting a co mprehensive
audit to ensure that APs and their assets have been compl etely removed from the site to begin
civil work
Non-titled: Those who have no r ecognizable rights or claims to the land th at they are
occupying. Also, includes people using private or state land without pe rmission, permit or grant
i.e. those p eople without legal title to land and/ or structures occupied or used by t hem. ADB’s
policy explicitly states th at such peo ple cannot be denied compensation for the la nd that they
occupy
Poor: Those falling below the official national p overty line (equivalent to 2,350 calories per day)
of Afghani 700 per person per month (2009)
Rehabilitation: Compensatory measures prov ided under the policy framework on involunta ry
resettlement other than payment of the replacement cost of acquired assets
Relocation: Physical relocation of an AP from a pre-project location of his/her residence
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Shura: Th e formal i nstitution e stablished for coordination and implement ation of all
development activities including conflicts resolution at the community level.
Vulnerable APs: For th e purpose of this study vulnerable APs are taken as those on less tha n
$14 net income per month as noted in the Afghanistan Index 2009 (Jason H. Campbell and
Jeremy Shapiro, Brookings, March 2009).
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A. INTRODUCTION
1. GENERAL
1. The Asian Development Bank (ADB) has agreed to provide the Government of Afghanistan
up to $30 0 million for implementin g the Water Sector De velopment Investme nt Program (th e
Program) ( WRDIP). The Prog ram will increase the productivity of irri gated agriculture due to
improved water resources management through infr astructure development, capacity building,
and institutional strengthening. The Program is f inanced through a Multi-tranche Financial Facility
(MFF) divided in several tranches. Under MFF financing, fund release for each tranche is subject to
the submission o f a P eriodic F inancing Req uest (PFR) to b e ap proved by ADB ba sed o n th e
implementation readiness of the tranche feasibility study.
2. This draft L and A cquisition a nd R esettlement (LA R) Plan (SL ARP) h as b een pr epared by
the C onsultants con tracted for the P PTA, in cooperation w ith th e Ministr y of En ergy and Wa ter
(MEW), as part of the fea sibility study supporting a pproval of Tranche 1 o f the Program. Its
objective is to a ssess impa cts a nd plans n eeding com pensation/rehabilitation me asures with
respect to p roposed con struction o f the Ya ngi Qala emb ankment. Th e document fits re levant
Afghani law s, th e ADB involu ntary Rese ttlement Policy and the Prog ram's Lan d Acq uisition an d
Resettlement Fr amework (LARF) . Its pre paration in volved: ( i) detaile d me asurement surveys, (ii)
asset valuation/documentary research on affe cted plots, (iii) consultation with var ious stakeholders
including affected parties; and (iv) a socio-economic surveys of the affected households (AH).
2. OBJECTIVES OF THE SLARP
3. The two main objectives of the SLARP are as follows:

• To assess the scale o f loss of la nd and non-land assets, and loss of income and
livelihood opportunities;
• To assess the preliminary cost of SLARP.
3. SLARP FINALIZATION
4. This draft SLARP is b ased on fe asibility design and will have to be rev iewed and u pdated
during and after detailed design as a condition to contract awards signing so as to include: i) number
of vu lnerable ho useholds a nd cost of r elative a llowances; ii) exact ar ea of p lots affe cted; and iii)
updated overall costs.
4. LAR-RELATED CONDITIONALITIES
5. Based on ADB policy and practice, the appraisal of the MFF and each tranche and approval
of project implementation will entail the following LAR-related conditions:
(i) MFF/tranche 1 appraisal: conditional to preparation/disclosure of a Land Acquisition
and Resettlement Framework (LARF) for the whole MFF acceptable to ADB and the
SLARPs for all tranche projects requiring LAR.
(ii) Following tranches PFRs approva l: conditiona l to LARF review/upd ate, an d
preparation/disclosure of SLARPs fitting the updated LARF for projects with LAR.
(iii) Contract awards signing: Conditi onal to the preparation/disclosure of
updated/implementation-ready SLARPs approved by ADB and reflecting final
impacts, AP lists and official compensation rates.
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(iv) Provision of notice to proceed to contractors: Conditional to full implementation of

SLARP (full delivery of compensation/rehab ilitation) for the relevant project.
Such a condition will be clearly spelled out in the text of the civil works contract.
5. TRANCHE 1 COMPONENTS
6. The first tranche under the Investment Program will have fo ur components: (i) Northern
Basins Development (NBD); (ii) Nangahar Valley Development Authority (NVDA) I mprovement;
(iii) Flood Management; and (iv) Program Management and Developm ent. The first thre e
components will have physical an d nonphysical outputs as an integ rated packa ge. Table 1
presents an overview o f Tranche 1 physical wor ks. The Ministry of Finance is the Executing
Agency (EA) and the Mi nistry of Energy and Wate r (MEW) is the I mplementing Agency (IA) fo r
the first and third components and the Ministry of Agriculture, Irrigation and Livestock (MAIL) for
the NVDA component.
Component
Northern Basins
Development
Location Lower Balk h Basin (B alkh Nangahar Province Takhar and Kunduz Provinces
plains areas of Ba lkh and
Jawzjan Provinces)
Intervention Irrigation improvement Irrigation improvement Bank erosion and flood protection
Type
New Physical • Bang ala Weir • Embankment (5 km) with pilot
Works • 250 main canal erosion protection (riverside
structures afforestation with flood tolerant
• Secondary and tertiary tree species)
canal structures1 on a • Permanent gated intake1 on the
pilot basis to establish Amu Darya for the Yetim Tapa
effective WUA irrigation system
engagement modalities • Test of effectiveness of gabions
and other quick gestation and
low cost interventions to protect
areas along the Amu Darya
from minor bank erosion
Rehabilitation • Samarka ndian Weir - • Darunta Dam headgate
and Upgrading rehabilitation and repair
of Existing enhanced flood passage • Main canal desilting
Engineered capacity, control gates • Access road repairs
Structures electromechanical Protection wall
improvement improvement
• Narhi Shahi Weir - control • Se condary canal
gates electromechanical headgate replacement
improvement • Siph ons repair
• Spill ways repair
• Drain age passages
repair
repairs
rehab
Area Gross com mand are a 25,000 ha 5000 ha
400,000 ha ( irrigated o n a
rotating b asis). Irrigated
area: dr y year 32,000 h a,
Page 275
normal year 64,000 ha, wet

year 80,000 ha
a) Northern Basins Development
7. NBD Large Infrastructure. The Northern Basins 24 is one of the five national RBAs
defined under the Water Law. Th e NBD activities build from pre vious ADB p rojects, the
Emergency Infrastructure Rehabilita tion and Re construction Project (EI RRP) 25 and the Balkh
River Basin Integrated Water Re sources Management Project. 26 Tranche 1 will finance
infrastructure for water resources management and irrigation in the Lower Balkh River Basin,
(about 80,0 00 to 100,0 00 ha of intensive irriga tion). This includes construction of the Bangal a
weir, R&U for the Samarkandian weir, and operatio nal control improve ments for th e
Samarkandian and Narhi Shahi weirs. Th is im proved infrastructure nearly complete s
modernization of all the former tra ditional inta kes in the Lower Balkh Basin and significantly
improves the ability to manage and distrib ute water resou rces at the basin level to optimize
water allocation and agricultural production.
8. NBD Smaller Infrastructure. The Project will provide R&U of about 250 main canal
structures completing this work in the Lower Balkh Basin. 27 Seconda ry and tertiary cana l
structures will be constructed and upgraded on a pilot basis in the WUA developm ent program.
Investment in these sm aller structures will be scaled-up under the second tranche of the
Investment Program o nce W UAs h ave been e stablished, implementati on procedures refined,
and the effectiveness of the pilot effort evaluated. As pa rt of the smaller infrastructure, th e
Project will also support development of improved canal access points for women to do washing
and collect water for household use. The Project's gender specialist will work through the WUAs
and Community Devel opment Co uncils to e ngage women to identify the best design an d
location of access points in the ca nal network. 28 This will b e pilot teste d to establish a robust
implementation modality in the first tranche and scaled up in later tranches.
9. NBD River Basin Management. The Project will support development of the Nort hern
Basin RBA. This will include training and resources to monitor, measure, and analyze water flow
and other d ata. Rules to manage a nd operate t he modernized intakes and weirs o n the Balkh
River will be developed with the water users to take full advantage of the im proved
infrastructure. Procedur es will be d eveloped and RBA staff trained for effective O&M of the
infrastructure under RBA management. The Project will support the RBA and Go vernment to
develop me chanisms for sustaina ble O&M fi nancing, in cluding policies and procedures to
assess u ser fees to supply irrigation water. While these procedures are being developed and
24
The Northern Basins include the Balkh Ab, Khulm, Sari Pul, and Samigan Rivers.
25
ADB. 200 3. Report and Recommendation of the President to the Board of Directors on a Proposed
Loan to Afghanistan for the Emergency Infrastructure Rehabilitation and Reconstruction Project. Manila.
26
ADB. 2 004. Proposed Grant Assistance to the Islamic Republic of Afghanistan for the Balkh River
Basin Integrated Water Resources Management. Manila.
27
Under the EIRRP, a participatory process of working with the mirabs and the communities to identify
and confirm t he p roposed irri gation sy stem im provements was establi shed. This pa rticipatory will be
continued un der the NB D and integrated with the WU A devel opment. As a part of the process, th e
communities receiving assistance had to commit that they (i) would abstain from growing poppy, and (ii)
provide requisite O&M to maintain the improvement.
28
Comm unity Develop ment Cou ncils were devel oped a s a p art of the Nat ional Solid arity Program
implemented by the Ministry for Rural Rehabilitation and Development. They still serve as a viable local
government unit for most villages.
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implemented, tranche 1 will provid e interim, d eclining O&M funds for the large infrastructure
under the control of the RBA.
10. The P roject will suppo rt the RBA to prepare a Northern Basin W ater Resources
Management and Development master plan to further develop the Northern Basins. The master
plan will include feasibility studies, detailed design, and preparation of tender docu ments for the
(i) the Imam Sahib intake and main canal structures; (ii) secondary and tertiary structures in th e
Lower Balkh Basin; a nd (iii) can al off take s, irrigation structures, and flood management
infrastructure throughout the Northern Basin s for finan cing in the second tr anche of the
Investment Program.
11. NBD WUAs and River Basin Councils. The component will mobilize and le gally
establish W UAs based on the tra ditional mirab system in the Lower Balkh Basin. A core
technical training program for WUAs will be developed that includes (i) O&M and minor repairs,
(ii) water distribution m anagement, (iii) basic irrigation de sign and im proved structures, (iv)
irrigation and crop scheduling, and (v) monitoring and evaluation (M&E). Under the first tranche,
a mobilization and WUA development plan will be prepared for the adjacent ba sins to be
executed in the second tranche of th e Investment Program. The WUA training will a lso include
(i) a pilot program for WUAs to participate in the R&U of secondary and tertiary str uctures, and
(ii) demonstration activities for impr oved on-farm water management. Under the Water Law,
RBCs, which are made up of water users, are tasked with deciding water allocations an d
permitting, settling legal disputes, and helping set policy for their associated RBA. Tranche 1 will
help establish the RBCs during the development of the Northern Basins master plan. During the
second tranche, more intensive ca pacity development efforts will be u ndertaken to support th e
RBCs and improve their effectiveness.
12. NBD Resettlement. The NBD com ponent will require so me land acquisition for the
Bangala Weir that will b e addressed by a sepa rate short r esettlement plan. None of the othe r
activities under the component will require resettlement activities.
b) NVDA Improvement
13. NVDA System Rehabilitation. This component includes comprehensive R&U of the
main canal, secondary structures, and larger tertiary structures that will benefit about 20,000 ha.
This in cludes repairs to the main canal headg ate, desiltin g, repair to access road s, improved
protection walls, new he adgates on secondary c anals, and works on siphons, spills ways, and
passages fo r drainage washes. All secondary canal s will be rehabilitated and fitted with new
improved c ontrol structures. These works wi ll be executed and benefit both the 12,000 ha of
privately held land, and for the 8,000 ha of NVDA land, most of which is leased to small tenant
farmers for a single season wheat crop. The NV DA Improvement component will support work
with the WUAs and Communit y Development C ouncils to develop water access points within
the canal network for woman to wash and collect water for household use.
14. NVDA Institutional Reform. Institutional reform for NVDA under a corporatized
management structure is a key priority of MAIL . This component will support preparation of an
institutional reform and business plan with associated adjustment cost for restructuring of NVDA
on a corpor ate basis. An important part of th e institution al reform is to create a sustainab le
irrigation service delivery agency to manage the main canal and an O&M financing mechanism
for the irrigation system. The project will provide interim O&M financing on a declining basis until
the new system is put in place.
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15. NVDA WUAs. The Project will m obilize a nd legally esta blish WUAs on the privately
managed lands and on lands with lease holders. A tr aining program for WUAs and farmers will
be developed that includes (i) O&M and minor r epairs, (ii) water distribution and ma nagement,
(iii) irrigatio n and crop schedulin g, and (vi) system M&E. WUAs training will include
demonstration activitie s for (i) improved irr igation and agricultura l technique s for greate r
productivity and e fficiency, and (ii) on-farm wat er management. These activities will also be
made available to NVDA staff or other lease holders farming the NVDA land.
16. NVDA Resettlement. Based on the due diligence work carried out during preparation of
the NVDA component, there are no anticipated resettlement impacts of a ny type for the project
component and its implementation. Although u nanticipated, if during detailed de sign of the
rehabilitation works the need for resettlement if discover ed, resettle ment inputs are available
within the consulting pa ckage to su pport prepar ation and implementati on of any r esettlement
plan.
17. The NBD component will require some land acq uisition for the Bangala Weir that will be
addressed by a separate short r esettlement plan. None of the other activitie s under th e
component will require resettlement activities.
c) Flood Management
18. Flood Management Physical Outputs. The Project will construct flood protection works
for Yangi Qala town and the Yetim Tapa irrigation system in Takhar Province alon g the south
bank of the Amu Darya. This will include a 5-6 km long earthen embankment to protect the town
and irrigatio n system from major flooding (see appendix 1 for further details) 29 . Depending o n
the perform ance o f t he e mbankment and the absence of negative impacts, the embankment
may be elongated under the second tranche to expand t he protected area. The works will
include a permanent gated intake for the Yetim Tapa irrigation canal intake on the Amu Darya to
protect 5,000 ha of irrig ated area w ithin the system. The Project will in clude funds for gabions
and other quick gestation and low cost interve ntions to protect areas along the Amu Darya fro m
bank erosion. A lim ited number of t hese structures will be developed under tranche 1 and thei r
performance will be reviewed for scaling up during subsequent tranches.
19. Flood Management Nonphysical Outputs. The Flood M anagement Component will (i)
help establish a National Flood Management Program with in MEW in Kabul, and (ii) prepare
additional flood management work s for financing under the second tra nche. The National Floo d
Management Program will develop a five-year plan to build the capacity of the new unit in MEW
as well as initiate its de velopment. Training will be offered to the new MEW flood management
unit on floo d risk asse ssment, flood mapping, des ign of various flood management structures,
and other flood related topics. This component will support preparation of two to fo ur additional
flood management structures alon g the Amu Darya for financing un der subseq uent tranches.
This may include protection of th e Sherawan Irri gation System inta ke subje ct to feasibility
confirmation.
20. Flood Management Resettlement. While the embankme nt is on Go vernment la nd,

some villagers have be en farming along the embank ment alignment f or a numbe r of years s o
some compensation is r equired that will be addressed by this short re settlement plan. None of
29
In addition, according to the Di strict G overnor and local autho rities, the emba nkment will p rovide an
extra 200 ha of land which could not be used before due to flooding (or fear of flooding) and the removal
of flood threats will provide many other social and economic advantages for the affected villages.
Page 278
the other activities und er the component will require rese ttlement activities. Communities wil l
have free a ccess to pa ss over the embankme nt. Affected persons number under 200 hence
only a short plan is req uired. The SLARP has been prepared based on the requirements of
ADB’s policy on involun tary resettlement 30 and th e borrower’s Land Acquisition Law and other
relevant legislative instruments.
d) Project Management and Development
21. Under the first tranche, p roject management arrangements will be put in place to ensure
effective project implementation and timely pr eparation of subsequent tranches. The Ministry of
Finance is the Executing Agency. MEW and MAIL are the implementing agencie s. A Project
Management Office (PMO) under MEW will be established in Kabul to provide coordination and
support for the NBD a nd the Floo d Management components. Two Project Implementation
Offices (PIOs) will be established in M azar-i-Sharif and in Taloqan to direct field activities for
NBD and the Flood Management components, respective ly. Within the PMO in Kabul, a Project
Development Facility with dedicated staff will be established to prepare and manage preparation
of subsequ ent MFF tr anches. A dedicated PMO under MAIL for t he NVDA I mprovement
component will be e stablished in Jalalaba d to direct all field activities a nd manage
implementation.
30
Operations Manual (OM) Section F2/OP & BP (2006)
Page 279
B. BASELINE INFORMATION
1. IMPACT ASSESSMENT
22. The embankment will be approximately 24m wide and 5.8 km lon g. i.e. 139,200 m²
(equals 13.92 h a or 7 0 Jireebs) . However, with machine ry using th e land e ither side for
construction work and future maintenance the affected are a will likely be twice this (i.e. 140
Jireebs). On the eastern end of the embankment near Yetim Tapa, the a lignment is over sand
and gravel and no farming takes place. However, further west some fa rming does take place,
even though the land is government land and no land titles or rights have been given. However ,
since th is land has be en farmed in effect since the crea tion of the Afghan state, there are
unofficial traditional rights to the land. With no official land titles, no m aps are available showing
the land par cels of ea ch farmer. Field visits did show some areas planted with mainly wheat ,
and some rice. Howeve r, other areas were not planted and it was not evident that these were
farming plots, even tho ugh they may have been farmed previously and were pla nned to be
farmed again.
23. Therefore, in order to find out what l and was o r had been farmed currently or recently,
discussions were held with stake holders (including Shura, Malik, Maulana, lan downers and
community elders) from the three villages near t he embankment - Qazi Abad Villag e, Buzi Ishan
Abad Village and Pata Qishlaq Village - to understand th e land use, as well as o ther potential
adverse impacts of the embankment. The information collected is described below. It is required
that further consultatio ns are he ld with all APs to identify impacts once desig n details are
finalized.
a) Land Ownership
24. All of the land along the embankment is government owned. However, it has been used
for agricultu ral u se and livestock pasture for many years . Howe ver, since this la nd has been
farmed in e ffect since the creation of the Afghan state, there are unofficial locally accepted
traditional rights to the land. No documentation (papers) as to land titles or rights are held by the
affected families.
b) Agricultural use
25. Some farmers use the land for whe at and rice production (and some limited other crops
such as sesame). They do not have land elsewhere.
26. It should be noted that the net impact on agric ultural land will be positive. Less land will
be lost per year f rom flooding and bank erosion, while fa rmers will be available to invest in
existing land with more confidence since the likelihood of it being lost or damaged from flooding
and bank erosion will be less.
27. Agricultural use along the embankment is as follows:
28. From Y ateem Tapa u p to Qazi A bad Village th ere are no agricultural lands - only sand
and gravel. Some 1.5 km away are some farm lands.
29. Qazi Abad Village. 40 families that together have 300 Jireebs of land, but this is located
south of the embankment location so will not be affected.
Page 280
30. Buzi Ishan abad Village. There are 11 families from the vill age who use land along the
embankment for agricultural purposes. These are shown in table 2.
31. Pata Qishlaq Village. There are 8 families from the village who use land along the
embankment for agricultural purposes. These are shown in table 2.
Table 2: Area of Land Affected for each AP
Name Area of Area of land Affected (Jireebs) % Land

land Total Wheat Rice Other Affected
(Jireebs) (mainly
sesame)
Buzi Ishan Abad Village
1 Haji Moh ammad Ali S/o Ghulam 40 11.1 8 3.1 28%
Bay
2 Pacha Khan S/o Khalifa Oroz 30 5.6 4 1.6 19%
3 Mohammad Gull S/o Sayed Gull 15 3 3 20%
4 Mohammad Hanifa s/o Aga Gull 12 0.6 0.6 5%
5 Khalifa Nadir s/o Faqir shah khan 20 2.2 2.2 11%
6 Musa s/o Mirza khan 30 3 3 10%
7 Barydad s/o Abdul hamid 15 1.35 1.35 9%
8 Ishan Jaber s/o ? 30 6 6 20%
9 Khai s/o Haji Noor Mohammad 20 1.6 1.6 8%
10 Haji Tisha s/o Hasan bay 20 1.4 1.4 7%
11 Mohammad Sayed s/o ? 12 0.75 0.75 6%
Sub-total 244 36.6 27.55 3 6.05 15%
Pata Qishlaq Village
1 Haji Abdurahim s/o Bazar Bay 23 2.3 2.3 10%
2 Khal Morad Bay s/o Taghai Morad 15 1.8 1.8 12%
3 Haji Mohammad Ali s/o Bazar Bay 8 0.7 0.7 9%
4 Ghulam bay s/o Bazar 80 16 8 8 20%
5 Ata khan s/o Kochar 10 0.7 0.7 7%
6 Ghulam Sakhi s/o Kochar 15 1.5 1.5 10%
7 Sakhidad s/o Sar war 20 3 3 15%
8 Musa b ay s/o Esh M ohammad 20 2.6 2.6 13%
Pahlwan
Sub-total 191 28.6 16.9 8 3.7 15%
Total 435 65.2 44.45 11 9.75 15%
32. Thus out o f a total of 435 Jiree bs, 65.2 Jireebs (15% ) will be a ffected by the
embankment. This represents 47% of the land affected by t he embankment which would seem
about right when comparing against the land use areas shown in Figure 1.
c) Impacts on housing
Page 281
33. There is no permanent impact on housing. A ll houses a re away fro m the primary
construction site.
d) Other Structures
34. No other structures will be affected.
e) Impact on grazing
35. The area (including the embankment location) is used for livestock grazing. People bring
there animals for tempor ary grazing here in April and Ma y. Most of the grazing areas are to th e
south of the embankment as shown in Figure 1. However, there is no fixed area and animals are
allowed to roam at will.
36. In total, there are appro ximately 150 people with livestock who have approximatel y 500
cattle, 400 goats and 600 sheep.
37. Livestock owners interviewed explained the importance of livestock kee ping to them but
also that they would lik e to see th e embankment constru cted to defend against floods which
would destroy t heir ho mes. They explained t hat they would welcome access poin ts along the
embankment over or through which their animals could cross to access grazing areas near the
river. This h as been in cluded in embankment design with ramp or culvert access points every
250m (see diagram in appendix 1).
38. Due to i ncreased la nd area being protected fr om flooding and bank erosion, the land
area available for grazing is actually likely to increase.
39. In c onclusion, since the land is public, the embankment area is relatively s mall, and
necessary passage po ints are pro vided, there will be no adverse impact on grazing so n o
compensation is required.
f) Severely Affected Families/Persons
40. Of the 19 affected persons, 9 lose more than 10% of their total cultivable land.
g) Summary of Impacts
41. Only villagers from Buzi Ishan Abad Village and Pata Qishlaq Village have land that will be
affected – 11 farmers from Buzi Ish an Abad Village w ill lose a cumu lative total of 36.6. Jireebs (or
15% on average of the total amount of government land which they are using), while 8 farmers from
Pata Q ishlaq Villag e will lo se a cumulative to tal of 2 8.6 Jir eebs ( or 15% on ave rage of the total
amount of g overnment land wh ich they are u sing). There will not b e any relocation of permanent
dwellings. 9 APs lose more than 10% of their total cultivable land.
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Figure 1: Map showing planned location of embankment and the main land users
Page 283
2. AF/AP CENSUS
42. A survey of the embankment locatio n was undertaken in July 2009 to identify APs, while
a socio-economic census of APs was then undertaken from 12 th – 15 th August. The 15 th August
2009 is therefore considered as the cut-off date - the date after which any other affected people
will not be considered eligible for receiving compensation.
43. The results of this survey are summarized in table 3 and discussed below:
a) Family Size of AHs

44. All affected households (AHs) are male headed. On averag e there are 12.1 people per
household, just over half of whom are under 18.
b) Education Level of APs

45. Fifteen out of the nineteen APs (79%) are illiterate. Of the rest one went to primar y
school (5%), and the other three to Maulana (16%). This highlights the importance for the public
information on resettle ment to focus on face to face and oral communication on entitlements
and compensations.
c) Income sources
46. All APs obtain their income from fa rming, while some (26%) also have wage labor, and
one also has animals for grazing. None of the APs use an y e mployed laborers on their land.
Average net annual income from all sources is Afs 24,895 which is above the poverty line of $14
net income per month as defined in the Afg hanistan In dex 2009 ( Jason H. Campbell and
Jeremy Sha piro, Brookings, March 2009). This income level is low how ever, substa ntiated by
the fact that all APs live in mud buildings rather than concrete housing.
d) Vulnerable Persons and Indigenous people

47. All of the APs except one (a Pashtun) are Uzbek. Non e of the APs are ther efore
indigenous people. The social vulnerability, in the absences of indigenous peoples and socially
ostracized minorities ar e primarily based on e conomic sta tus, disabilities and the vulnerability
that comes with having a female headed household. None of the Ahs a re female headed, none
of the APs are disabled, so economic status is the only criteria for determining if the families are
vulnerable. Given that none of the A Ps are below the poverty line, then there are no vulnerable
APs.
3. COMPENSATION VALUES ASSESSMENT
compensation rates of different affected assets are described below.

• Land will be valued at r eplacement cost based on market r ates derived from a survey of
land sales in the year before the impact surve y. Current r ates (for private in the area)
were determined as Afs 35,000 to Afs 50,000 per Jireeb. No deductions for taxes or
transaction costs will be applied.
• Wheat crop will be valued at full mar ket rate at the farm gat e. The compensation ra te is
Afs 20,900 per jireeb, representing a grain yield of 560 kg (valued at Afs 21.58 per kg)
per jireeb and 500 kg (valued at Afs 17.63 per kg) of straw.
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Table 3: Socio-economic survey data
Name Male or Family Members Sources Net Income Total Net Ethinic Yrs Lived Type of Employed Education
Female Total Above 18 Below 18 of Income from Each Income Group in Area Housing labourers Level
Headed Source (above or on land
(Afs/yr) below
Afs8400/yr)
Buzi Ishan Abad Village
1 Haji Mohammad Ali S/o Ghulam Bay M 12 4 8 Farming 60,000 Above Uzbek 35 Mud 0 Maulana
2 Pacha Khan S/o Khalifa Oroz M 9 3 6 Farming 28,000 Above Uzbek 40 Mud 0 Maulana
3 Mohammad Gull S/o Sayed Gull M 13 6 7 Farming 18,000 Above Uzbek 23 Mud 0 Primary
Labour 7,000
4 Mohammad Hanifa s/o Aga Gull M 7 5 2 Farming 10,000 Above Uzbek 32 Mud 0 Maulana
Labour 12,000
5 Khalifa Nadir s/o Faqir shah khan M 9 5 4 Farming 18,000 Above Uzbek 37 Mud 0 Illiterate
6 Musa s/o Mirza khan M 12 7 5 Farming 20,000 Above Uzbek 33 Mud 0 Illiterate
7 Barydad s/o Abdul hamid M 9 5 4 Farming 15,000 Above Pashtun 37 Mud 0 Illiterate
Animals 12,000
8 Ishan Jaber s/o ? M 15 7 8 Farming 40,000 Above Uzbek 40 Mud 0 Illiterate
9 Khai s/o Haji Noor Mohammad M 8 5 3 Farming 18,000 Above Uzbek 38 Mud 0 Illiterate
10 Haji Tisha s/o Hasan bay M 12 8 4 Farming 30,000 Above Uzbek 38 Mud 0 Illiterate
11 Mohammad Sayed s/o ? M 11 4 7 Farming 22,000 Above Uzbek 40 Mud 0 Illiterate
Average 10.6 5.4 5.3 28,182 35.7 0.0
Pata Qishlaq Village
1 Haji Abdurahim s/o Bazar Bay M 15 6 9 Farming 9,000 Above Uzbek 40 Mud 0 Illiterate
Labour 6,000
2 Khal Morad Bay s/o Taghai Morad M 7 4 3 Farming 10,000 Above Uzbek 37 Mud 0 Illiterate
Labour 7,000
3 Haji Mohammad Ali s/o Bazar Bay M 16 9 7 Farming 7,000 Above Uzbek 37 Mud 0 Illiterate
Labour 8,000
4 Ghulam bay s/o Bazar M 38 15 23 Farming 38,000 Above Uzbek 39 Mud 0 Illiterate
5 Ata khan s/o Kochar M 9 5 4 Farming 10,000 Above Uzbek 37 Mud 0 Illiterate
Labour 7,000
6 Ghulam Sakhi s/o Kochar M 11 5 6 Farming 18,000 Above Uzbek 30 Mud 0 Illiterate
7 Sakhidad s/o Sar war M 9 4 5 Farming 21,000 Above Uzbek 35 Mud 0 Illiterate
8 Musa bay s/o Esh Mohammad Pahlwan M 7 4 3 Farming 22,000 Above Uzbek 37 Mud 0 Illiterate
Average 14.0 6.5 7.5 20,375 36.5 0.0
Average 12.1 5.8 6.2 24,895 36.1 0.0
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C. ISSUES RELATING TO INDEGENOUS PEOPLE AND ETHNIC MINORITIES
49. Discussions with key i nformants and commun ity leaders in the villages revealed th e
following ethnic groups were present: Pashtun, Tajik, Uzbek, Turkmani, Arab, Kuchi, Baluch and
Hazara. All of the A Ps however are Uzbek, except one (a Pashtun) . Only Kuchi in the project
area are co nsidered as indigenous peoples. N one of the APs are Kuchi, thus an indigenous
people action plan is not required.
50. Discussions revealed that ethnic gr oups are no t confined to any particular location but
are found to be scattere d over the entire system. This indicates that eth nicity in the component
area does not appear to determine r esource use, water a vailability (for instance, hea d and tai l
areas of ca nals), the status of poverty, land size , etc. This suggests that the reso urces in the
component area are sh ared by all ethnic gro ups with no specific ethnic group having any
advantage or benefit co mpared to the other. Th is was confirmed by co mmunity leader focused
groups. These findings were confirmed by the National Solidarity Program (NSP) which found
that the benefits from NSP activities in the area are ethnica lly neutral. The benefits from any
infrastructure activity in the villages are enjoyed by both ethnic minorities as well as mainstream
equally. The ethnic minority people benefit from development work as much as the mainstream.
For this reason, it has been decided by NSP not to collect any information on the ethnic people.
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D. GENDER IMPACTS
51. The field assessments clearly indicate several gender concerns (both men and women
seek paid work, women asking for income generation activities, community leaders not
approving women working outside, etc.), none of which will be addressed by the program. It will
only address one of the most significant conc erns for both women and men, name ly flood and
bank erosion minimization but will n ot correct any on-going gender disp arity. On the other hand,
the program will only marginally and indirectly address sig nificant concerns of wom en, namely
income generation and food production. The activiti es that cause significant income generation
such a s po ultry, animal husbandry , greater in tensification of agriculture, improved animal
husbandry, etc. are not part of pro gram. Henc e, the progr am will neit her change gender roles
nor create significant ge nder impacts that are different from what is going on now. I n fact, the
program has not propo sed any activity that demands women involvement to any substantial
level.
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E. LEGAL AND POLICY BACKGROUND
52. There are no laws or le gislation in Afghanistan that specifically address matters related
to involuntary resettlement (IR). However, there are four important laws and policies that provide
the basis for acquisition of land for public purpose. These are:
• The Law on Land Expropriation (8 October 2000);

• The Land Affairs Management Law (2008);
• Amendment to The Law of Land Expropriation (3 April 2005);
• The Land Policy (2006)
53. The comparison of the provisions contai ned in the above laws with that of ADB’s
requirement for involuntary resettlement reveal s a number of gaps wh ich will be overcome as
follows:
• That LAR should be minimized where possible . The de sign consultants are requ ired to
critically examine the need for LAR and th ereby to a void and/or minimize where
possible;
• That a com prehensive consultation and participation plan is prepared to involve APs in
LAR process. The APs should be consulted th roughout th e process a nd that they be
disclosed with all relevant information;
• A comprehensive assessment of all affected structures, houses, trees, gardens, plants,
crops, etc. is to be undertaken based on the m arket price and that all APs will be fully
compensated prior to their land acquisition;
• Rehabilitation to ensure that at the minimum APs’ pre-livelihood standard is maintained;
• Income losses, livelihoo d losse s an d other opp ortunities will be a ssessed to includ e in
the compensation and rehabilitation package;
• All losses to be assessed at rep lacement co sts without allowing for depreciatio n of
buildings an d fixtures. APs will be allowed to remove construction materials fr ee of
charge;
• That a full and fair asse ssment of all land owners/users to b e evaluated before a cut off
date and the date of ce nsus is considered as the cut-off date. Entitled APs will be t hose
with land title, with tax r eceipts, with formal or informal deeds, or with traditional rights to
be vouched by the local jirgas or Communit y Development Councils. APs will be fully
consulted in determining price for their land, property, structures, crops, trees, etc;
• That a grievance redress process is properly implemented.
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F. THE PROGRAM COMPENSATION ELIGIBILITY AND ENTITLEMENTS
54. The guiding principle of the SLARP is to ensure all APs/AFs, directly or indirectly, are
adequately compensated for their l oss of inco me, land, b usiness, wa ges, liveliho od and othe r
losses. The y will also receive reh abilitation a ssistance a s appropria te. There a re several
elements th at determine the elig ibility and entit lement of the APs for compensation. These
elements are described in the proceeding paragraphs.
• All APs losing land whether those with land title, with tax receipts, with formal or informal
deeds, or with traditional rights to be vouc hed by the local jirga s or Co mmunity
Development Councils.
• Share croppers and tenants, whether registered or not
• Owners of buildings, wh ether permanent or te mporary, trees, orchard s, crops, plan ts or
other objects attached to the land, and
• APs loosing income, salaries, wages, business and other forms of livelihood.
56. All APs /AF s who settle d in affe cted areas afte r the cut-off date and who cannot prove
that their properties are affected will not be eligible for co mpensation. All APs will be given
sufficient advance notice to remove their fixtures, building materials and vacate the properties
as per the requirements established (this is usually three months) to serve such notices, prior to
the comme ncement of any civil work. The APs are encouraged to remove all f ixtures, cro p
harvest, etc. free of charge.
57. The com pensation and rehabilitatio n entitlem ents for each affected it em are det ailed
below on table 3.

Permanent All la nd loss es Titleholders, thos e Land x land co mpensation w ith plo ts o f eq ual
loss of independent o f with ta x rec eipts, value/productivity to p lots los t; or cash co mpensation a t
arable land impact severity those wit h formal or replacement cos t bas ed on marke t ra te fre e of ta xes,
informal de eds, or registration and transfer charges. Unaffected portions of a
those with traditional plot w ill a lso b e c ompensated if they bec ome u nusable
rights to be vouched after impacts occur.
by the loc al jir gas or
Community
Development
Councils.
(19 APs)
Additional Titleholders, thos e A one-time severe impa ct allowan ce equal to the net
provisions fo r with ta x rec eipts, income from annual crop production (inclusive of winter and
severe impacts those wit h formal or summer crop and additio n to standin g crop compensation)
informal de eds, or and the waiving of taxes and fees.
(> 10 % of la nd,
those with traditional
property or assets
rights to be vouched
loss)
Community
Development
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Councils.
(9 APs)
Standing Crops affected Including non-titled Cash compensation equivalent to the net income from t he
Crops land owners. wheat crop (grain + straw) computed as the market value
of the to tal annual produce fr om affected land minus the
(19 APs)
cost of inputs.
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G. PUBLIC PARTICIPATION AND DOCUMENTS DISCLOSURE
58. All land acquisition and resettlement activi ties will be carried out with the cooperation
and assista nce of APs and the district administrative agencies in clo se collaboration with the
resettlement team of Project Management Office (PMO) under MEW. More specifically:

• The relevant officia ls of provincial and district towns will be informed about the Program
and their assistan ce will be solicit ed in the supervision of the AP census and the
inventory of affected assets;
• The Implementation and Supervision Consultants (ISCs) attached to P MO will carry out
the Detaile d Measurement Surve y (DMS) and other a ssessment methods with the
cooperation of APs and will inform them the results of the survey and the inventory prior
to the finalization of the SLARP and its submission to Program authorities.
• The preference of APs related to compensat ion and other resettlement assistances will
be given due consideration during the planning process.
59. Consultation with APs is a theme th at cuts thro ughout the planning an d implementation
of the SLARP. Se veral methods of consulta tion will be planned and implemente d such as
focused gro ups, in-depth asse ssments and oth er participatory techniqu es with th e purpose of
identifying clearly all AP s, types of losses and conc erns. All such information will be collected,
analyzed, recorded and utilized in u p-dating the SLARP. The NGO contracted for u pdating and
implementation of the S LARP and the resettle ment specia list will be r esponsible for planning
and im plementation of consultations while the latter will be responsible for preparation of the
SLARP incorporating issues raised through co nsultations. The summa ry of up-dated SLARP
and the entitlement mat rix should be translated into Dari a nd used in consultation s with APs
who will be made available with copies as applicable.

60. The up-dated SLARP in local lang uage (Dari) will be made available to the APs at the
relevant Provincial and district offices, and in community shura offices. The English translation
of the updated SLARP and pamphlets (see Appendix 4) will be disclosed on the ADB website
prior to tranche appraisal, after MEW has approved them.
61. A number o f public consultations h ave already been unde rtaken inclu ding worksh ops,
group discussions, and household surveys. These include the following:
• A public co nsultation meeting was held on We dnesday 28 January 2009 at the District
Governor’s Office, Khwaja Bahawodin. Participants included lo cal government
representatives and technical staff, and water user representatives, from each of the four
concerned districts. Th e main feedback from the meeting was that river bank ero sion
was a major problem and physical interventions are urgen tly required, rather than just
promises.
• A final workshop was held on Su nday 24 May in Kabul and attend ed by over 50
participants from the do nor community, NGOs, government (MEW, MAIL and MOF) and
water users. The main issues discussed, and the responses provided were as follows:
- The most p ertinent issue related to the flood management component. A number of
attendees r eacted stro ngly against the fl ood p rotection e mbankment not extending
across the channel network east of Darqad. Th ey expressed their concern that this
intervention had been agreed previously and t hat many stakeholders, both in the
area and those at higher levels in the GOA, had understood that the channel closure
would be implemented in Tranche 1 . The PPT A team recognized th is concern and
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explained that this intervention presented sig nificant cha llenges in terms of river
morphology and flood le vels and would require further study to determine how best
to design an intervention so that it did not adversely impact Afghanistan in future.
• A survey was undertaken in July to ident ify APs. A socio-economic survey was then
undertaken from 12th – 15th August to collect socio-economic data in or der to deter mine
compensation values (see appendix 2 for li st of people interviewed). Apart from
questions on the compensation mechanism which were answered, the only other queries
from the APs related to whether there would be access points along th e embankment.
This was answered by saying that there would be access ramps or culverts every 250m.
62. While the a bove represents the for mal public consultation meetings that were held,
numerous informal or ad hoc me etings were also held with district, provincial and nationa l
government staff, other government agencies, NGOs, and water users.
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H. INSTITUTIONAL ARRANGEMENTS
63. The main institutions that will be involved in up-dating and im plementation of SLARP are
MEW, Ministry of Finance, provincial and district governors, district property office (municipality),
other district agencie s (Agricultur e, Ca rtography, Land Affairs Management), court, and
community shura.
1. MEW
64. The MEW has overall re sponsibility of coordination with all a gencies involved in SLARP
up-dating a nd implementation. T he PMO c omprised of Implemen tation and Supervision
Consultants (ISCs) and counterpart staff is re sponsible for the up-datin g of SLARP, day to day
management of the Pro gram, monitoring of LAR related activities and documentation of the
process.
2. IMPLEMENTATION AND SUPERVISION CONSULTANTS
65. The ISCs are hired to design and assist in th e implementation of pr ojects unde r the
Program. ISCs will be working fro m the PM O who will h ave sufficie nt in-house expertise o n
resettlement planning, implementati on and sup ervision con sisting of international a nd nationa l
resettlement specialists. They will analyze the cadastr al maps, carry out DMS, identify
vulnerable groups, assist relevant agencies in conducting compensation negotiation with the
APs, up-date SLARP, i n close co llaboration a nd consultation with the district go vernor and
relevant line agency staff. The ISCs will submit the updated SLARP to the MEW for approval.
3. LOCAL GOVERNMENTS
66. Local government agencies involved in updatin g and finalization of the SLARP are the
property office of the district mun icipal autho rities, and the local L and, Agriculture and
Cartography offices. The district coor dination committee that will function within PIO will provide
an effective mechanism for inter- agency coordinat ion an d to officially endorse surveys. Th e
composition of the d istrict coor dination committee includes the district g overnor, a
representative of each r elevant agency, ISCs a nd the implementing NGO. This committee will
have the overall respon sibility for supervision o f land and property val uation, acq uisition, and
approval of compensation rates. The individual agencies will exercise their specific functions as
provided for in the relevant laws, coordinated by the district committee.
4. CENTRAL GOVERNMENT
67. The agencies at centr al government level are the MEW who will have the overall
responsibility for agency coordination and lead the entire process as well as the final approval of
the up-dated SLARP p rior to its implementati on. The other offices that will close ly work with
MEW include Central Land Affairs Management D epartment, the local governmen t including
property offices, the Min istry of Agriculture, I rrigation, and L ivestock (MAIL), Ministry of Justice
and the Ministry of Fina nce, the la tter as the Ex ecuting Agency (EA). These offices will provid e
advice on SLARP up- dating and its implementation, and assist re solve matters that district
Page 293
68. The agencies involved in up-dating and implementation of SLARP and their relationships
are graphically presented in Figure 2.
Government
of ADB
Afghanistan
EMA
MEW
PMO
(Consultants and counterpart
staff)
Provincial & PIO (District Local

District Staff Coordination Government
of MEW Committee) Agencies
SHURA Affected
Men Women People
Figure 2: Organizational Chart for Project

Implementation
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I. GRIEVANCE REDRESS PROCESS
on the commencement and implementation of t he constr uction progr am. The APs should be
made fully aware of procedures for resolution of grievances which will be the main r esponsibility
of the NGO. The cost of establishin g the grievance redress process is considered as part of the
overall institutional cost associated with the project. The costs of con sultants, sta ff and NGO
have already been included in the project budget. The time of shura and other government staff
that will be involved in the grievance redress process will b e compensated through payment of
an appropriate allowan ce from the operational budget of th e PMO. The se costs will be agreed
and approved by the district coordination com mittee. Hence, the grievance redress cost is not
calculated as a separate item in the LARP budget.
active participation of APs in the SLARP updating and implementation process. All attempts will
option of taking th eir co mplaint to the forma l mechanism of ad dressing gr ievances, gra phically
shown in Figure 3 and is described in Table 4.

AFFECTED PERSON
GRIEVANCE
DISTRICT COMMITTEE (Governor, Property Supervisor, NGO) REDRESSED
NOT REDRESSED
NOT REDRESSED
NOT REDRESSED
NGO FACILITATION
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1. First, complaints resolution will be at tempted at district level wit h the involvement of the senior
district property supervisor, the district governor and implementation NGO.
2. In absence of a settlement, APs may lo dge a complaint to the PMO . The Head of PMO will decide the
case within 15 days and inform the AP.
3. If the PMO decision is unacceptable to the APs, they can register the complaint directly to the MEW
within 1 month of receiving a response from the PMO with documents supporting their claim. The MEW
will respond within 15 days of registering the complaint. The MEW’s decision must be in co mpliance
with these LARF provisions.
4. Should all three l evels of above g rievance redress sy stem fail to sati sfy the AP, he/sh e may
approach the appropriate court of law for its resolution. The AP will be facilitated in this process by
the implementation NGO
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J. RESETTLEMENT COST ESTIMATES
71. The resettle ment costs for the SLARP include eligible compensation a nd resettle ment
assistance f or the 19 fa milies who are farm ing along the embankment. The unit cost for lan d
and other assets ha s been derived through discu ssions with the government and NGOs.
Consultations with community lead ers, the AFs and local people gave some ar ea-specific
information.
1. ASSETS ACQUISITION AND COMPENSATION COSTS
72. Loss of agricultural land : The unit cost for agricultural land has been assessed a s Afs
50,000 per jireeb.
73. Cash compensation for crop losses equivalent to the net income from the wheat crop (grain
+ straw) computed as the market v alue of the total annual produce from affected land min us the
cost of inputs.
74. Market value of crop: the unit cost for wheat is Afs 20,90 0 per jireeb of land. T his
represents a wheat yiel d of 560 kg ((valued at Afs 21.58 per kg) per jireeb and a straw yield of
500 kg (valued at Afs 17.63 per kg) per jireeb. No reduction in compensation amount was made
for the cost of harvesting and threshing of standing crop.
75. Cost of agricultural inputs: This is calculated as Afs8,634 per jireeb of affected land. The
bases for the calculation is as follo ws: 34 kg of wheat seeds per jireeb valued at Af s 26 per kg;
cost of agrochemicals p er jireeb valued at Afs 300; urea 5 0 kg per jireeb valued a t Afs 36 per
kg; phosphate fertilizer 50 kg per jireeb valued at Afs 17 per kg; farm yard manure 2 metric tons
per jireeb valued at Afs 2,000 per metric ton and tractor hire one hour per jireeb at Afs 800.
productive land for project work is considered as severely affected. Accordingly, 9 APs are
severely aff ected as they loose be tween 11% and 28% of their land. The severely affected
person’s allowance is calculated as a one-time allowance equal to the net income from annual
crop production (inclu sive of winter and summer crop and addition to sta nding crop
compensation) and the waiving of t axes and fees. This equ ates to Afs 20,900 – Afs 8,634 = Af s
12,266 per jireeb.
2. SLARP IMPLEMENTATION AND SUPPORT COSTS
78. Project consultants: The cost for two person-months of an international specialist and 15
months of a national resettlement specialist for the PMO are not included in the costs below but
are part of the overall PMO costs. Hence, thes e costs is not included in the SLARP budget bu t
included in the overall cost for tranche 1. The consultant(s) will be up-dating SLARP, conducting
census and other surveys, and in internal monitoring.
79. Two NGOs will be involved with t he SLARP: one for the SLARP updating and
implementation at deta iled design a nd one for and External Monitorin g Agency (EMA). The
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NGOs contr acted for th e Northern Basins De velopment component (Component 1) will be
tasked with providing assistance to the Yangi Qala embankment LARP process so the costs are
not included below
80. A 15% contingency is added to the budget.
81. The total e stimated co st of the S LARP will be about AFG 5.6 million (approx. US$
112,000) when the implementation and support costs are excluded (Table 5).
Table 5: Estimated Cost of Implementation of Land Acquisition and Resettlement for

Yangi Qala Embankment Construction
Serial Item Unit Unit Quantity Cost Cost

# Cost (AFG) (US$)
(AFG)
A Compensation
1 Compensation for agricultural land Jireeb 50,000 65.3 3,265,000 65,300
2 Compensation for crop losses Jireeb 12,266 65.3 800,970 16,019
Sub-total A 4,065,970 81,319
B Assistance
1 Documentation fees for land Lumpsum 3,000 19 57,000 1,140
acquisition
2 Additional a ssistance fo r severel y Jireeb 12,266 60.1 737,187 14,744
AFs
Sub-total B 794,187 15,884
C Implementation and Monitoring
NGO costs inclu ded in
Component 1 budget
D Support Costs
Support cost to be included
elsewhere in tranch 1 budget
(consultant budget)
E Contingencies @ 15% 729,023 14,580
Total 5,589,180 111,784
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K. MONITORING AND EVALUATION
1. INTRODUCTION
82. Monitoring & Evaluation (M&E) a re critic al activities to ensure pr oper and time ly
implementation of resettlement plan on schedul e and within the given b udget. The purpose of
the M&E is to provide feedback to all sta keholders on pro gress made in view of a timely and
comprehensive impleme ntation of the RP and to identify problems as early as possible to
facilitate we ll-timed adjustment of implementation arrangements. The objectives are: (i) to
ensure that the standard of living of APs are restored or improved; (i i) to ascerta in whether
activities ar e progressing as per schedule an d the timelines are be ing met; (iii) to assess if
compensation, rehabilitation measures are sufficient; (iv) to identify problems or potential
problems; and (v) to identify meth ods of res ponding immediately to mitigate problems. The
implementation of this RP will be monitored internally by the PMO and e xternally by a n
experienced and independent monitoring agency.
2. INTERNAL MONITORING & EVALUATION
83. Internally, th e im plementation of RP will be coo rdinated, su pervised an d m onitored by

MEW through its PMO headed by the Project Director with assistance from consultants and the
implementation NGO. The Project Director through the resettlement consulta nts and in
association with local/ field staff will primarily be responsible to carry out internal m onitoring and
accordingly will prepare quarterly progress report regarding RP impleme ntation. Th e
Implementation and Supervision Consultants will have a part-tim e international a nd national
Resettlement Specialist to provide necessar y technical assistance and monitor the RP
implementation and will report to MEW and ADB on the progress of resettlement activities.
84. The objective of interna l monitoring is to en sure that resettlement implementation of the
RP is in a ccordance with the appro ved timeframe, budget, and agreed procedures. Indicator s
for the inter nal m onitoring will be b ased on the process, immediate outputs and results. The
main indicators that will be monitored regularly are: a) the entitlements of APs are in accordance
with the approved policy and that th e assessment of compensation is carried out in accordance
with agreed procedures; b) payme nt of comp ensation to the affected people in the variou s
categories according to the level of compensation de scribed in the RP including th e
compensation income loss and assistan ces; c) public in formation, public consultation and
grievance procedures are followed as described in the RP; and d) status of relocation of APs.
85. The above inform ation will be colle cted by the PMO (through the consultant) to m onitor
the day-to-day resettlement activities of the project through a) participa tion of MEW
staff/consultants in for mal APs meetings, b ) frequent informal meetings wit h APs, local
government officia ls and APs; c) consu ltative workshops; and d) interviews of ke y
informants/local activists.
86. The inform ation collec ted will be rev iewed at the PMO to assess the progress and
results of LARP implementation and will be reported to ADB on a quarterly basis.
3. EXTERNAL MONITORING & EVALUATION
87. The PMO ( with approval from ADB on the Terms of Reference and q ualifications and
experience) will recruit an experienced indepe ndent Exter nal Monitoring Agency (EMA) to: a )
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verify that resettlement has been implemented in accorda nce with the approved Resettlement
Plan; and b) ensure that all APs have been able to at least restore their livelihoods and living
standards. The EMA wi ll use the data of the bas eline socioeconomic surveys as starting point
for the M&E. It will carry out field visits and cons ultation both public a s well as with community
leaders and the APs. The findings of the EMA wi ll be conveyed to PMO t hrough meetings upon
which the necessary remedial actions have to be taken and documented.
88. The EMA will also a ssess the situation of a ffected vulnerable household s and severely
affected APs comparing their pre a nd post project conditio ns. The prime responsibilitie s of th e
EMA will be to a) assess the resettlement e fficiency, effectiveness, impact and sustainability,
drawing lessons for future resettle ment poli cy formulation and planning; b) socio-economic
conditions o f the APs in the post-resettlement period; c) communications and reactions fro m
APs on entitlements, co mpensation, options, etc.; d) chang es in incom e levels; e) grievance
procedures; f) disbursement of co mpensation; and g) level of satisfa ction of APs in the post
resettlement period.
89. The EMA reports will be submitted directly to the ADB on a quarterly basis with copies to
PMO. The final report will be posted at MEW’s website for wider dissemination of lessons learnt.
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L. IMPLEMENTATION PROCESS
90. In Afghanistan the up-dating and implementat ion of SLARP ma y take up to several
months. The APs will be paid their due compensati ons a t least 1 month (30 days) prior t o
construction. The basic SLARP-related steps for up-dating and implementation are summarized
on Table 6 below.
Table 6: SLARP Tasks Process and Responsibility
Step Action Responsibility

A) SLARP UP-DATING
1 Approval of initial SLARP MEW/ADB
2 Disclosure of initial SLARP MEW/ADB
3 Hiring and mobilization of implementation and supervision consultants PMO
4 Hiring of implementation NGO and EMA PMO and ISC
5 Mobilization of implementation NGO NGO
6 Updated assessment of Project’s Poverty and Social Impacts PMO and NGO
7 Finalization of land acquisition requirements PMO and district authorities
8 Prepare survey forms for updated census and DMS, train local Census and MEW and PMO
DMS team s, and establish coordination with rel evant local g overnment
agencies.
9 Collection of cadastral and parcel maps of the Program area if they exist Cartography office
10 Verify land records in affected areas, update cadastral maps if they exist Cartography/ Distri ct Land
Affairs Office
11 Carry out up dated imp acts an d valuat ion surveys – Detailed Me asurement PMO and NGO
Survey (DMS)
12 Conduct public consultations PMO NGO assisted by
community shura
13 Collection of updated data on APs and undertaking negotiations with APs on Senior di strict pro perty
compensation and rehabilitation entitlements supervisor a nd NG O, assiste d
by shura
14 Integrate data from Census into the RP. PMO
15 Finalize up-dating SLARP PMO
16 Submission of SLARP to MEW and ADB for approval. PMO
17 RP di sclosure: Di stribution of SLA RP and informa tion pam phlets in l ocal MEW/PMO/ADB
language in t he affected communities; posting of SLARP in English on the
ADB website
18 Approval of Contract awards MEW and ADB
19 Mobilization of EMA EMA
B) SLARP IMPLEMENTATION
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1 Distribution of Relocation Notices to APs MEW and property office

2 Distribution of money for land / assets compensation MEW
3 Distribution of money for other Compensation & Assistance/ Rehabilitation MEW
4 Taking over the possession of acquired houses, if any and land MEW
5 Demolishing/ Relocation of Affected Structures/Assets MEW/contractor
6 Review of SLARP Implementation MEW/ADB
7 Resolve pro blems of land owners; mediation o n land matters; provid e District Gov ernor/property
evidence of own ership, p rovide inform ation to esta blish lan d b oundaries, supervisor/ NGO
valuation, grading, etc.
8 Preparation of compliance report NGO/PMO
9 Issue NOC to begin civil works ADB
10 Civil works begin minimi zing dam age and disturbances to pe ople in th e Contractor
vicinity
C) POST-IMPLEMENTATION TASKS
1 Independent evaluation of SLARP EMA
2 Restoration of temporary acq uired la nd, private property and community Contractor with close
resources to their original state monitoring b y PMO/ICSc and
EMA
D) CYCLICAL/CONTINUOUS TASKS
1 Internal monitoring. Quarterly reporting on SLARP implementation to ADB PMO/MEW
2 External Monitoring. Semi-annual reporting to MEW/ADB EMA
3 Grievances Redressal/Law Suites Senior Pro perty Sup ervisor/
Governor//NGO/Court,
coordinated by PMO
4 Inter-agency coordination at national level EA
5 Inter-agency coordination at district level District Coordination
Committee/governor
91. As already mentioned, it is required that SLARP presented in this docu ment is up-dated
and all compensation losses and other items to be properly assessed once detailed designs are
completed for approval by the EA, IA and ADB prior to implementation. All activitie s related to
land acquisition and resettlement must be planned to ensure that comp ensation is paid prior to
displacement and commencement of civil works. The implementation schedule is presented in
Figure 8.
92. It is noted that the monitoring period after compensation paymen t and livelihood
restoration is approximately 2 years. Reasons fo r this are as follows. The rainfall and other
environmental factors that affect crop production are erratic in the area leading to crop losse s
and loss of income. In one season the APs may obtain a re asonable income while this may no t
be true in other years. Hence, it is proposed to continue monitoring income, crop and livelihood
performance over the implementat ion of SLAR P so that there will be a good database to
measure with confidence the progr ess in livelihood restor ation by the time final e valuation is
conducted. This will fa cilitate m aking an accurate assessm ent of livelihood resto ration work
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supported by the SL ARP. The monitoring data that will be collected du ring SLAR P
implementation will be t he basis for com pletion of the final evaluation study to be conducted
after all civil works are completed and site handed over to IA.
93. The delivery of com pensation to the APs will be undertaken by MEW, with assista nce
from the implementation NGO and resettlement consultants, as follows:
94. Vacation of Site: Noti ces will be issued to vacate the site with request to APs by
sending written (or ver bal) invitations to receive the compensation along with time
schedule and venue etc and a vacation notice to vacate the site within specified days.
95. Verfiication of APs. The AP should bring along documentation to the m eeting to pr ove
who he/she is. Local leaders will also help in the identification of APs.
96. Payment of Compensation: Payment to APs will be mad e on the da y of the meeting,
once all AP s have been verified. Given that APs are unlikely to have bank accounts,
payment will be made in cash.
97. Absent APs: Absent APs may receive the co mpensation after the notified schedu les of
payments after production of a gen uine proof that why the y could not come over on the
due dates.
98. In case of a dispute, the assessed/allocated amount of compensation will be pledged in

the names of the concerned APs, pending a decision by the court in accordance with grievance
process. In such cases, the Subproject may possess the land before payment of compensation,
but will hold all construction works until the final settlement of all compensation cases.
99. MEW is responsible for financing the com pensation, allow ances, and administration of
LARP implementation and timely allocation of sufficient resources.
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Figure 4: Implementation Schedule
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APPENDICES
Appendix 1: Technical Details on the Embankment
1. The proposed embankment runs for about 5.8 km between the high gr ound at Yeti m Tapa
to the east side of th e current main channel. T he function of this embankment is to prevent
overbank flooding which would affect infrastructu re, buildings and farmla nd and could result in an
avulsion of the main river channel, as happened in 1974. Most of the alignment of the embankment
lies on land which was not flooded in 2005 but closure by Tajikistan of one of the main channels
used by the river in 2005 may result in higher water levels should such an event be repeated.
2. The estimated area which will directly benefit from the proposed embankment is a strip of
land 3 to 5km wide and about 30km long, or 12,000ha (see Figure 1). In addition, floods would
damage infr astructure a nd disrupt irrigation sup plies to a wider area, exceeding 20,000ha. The
proposed embankment does not address the problem of erosion alon g what is the current main
river channel. A possible future e xtension of the embankment could restrict th e flow into this
channel an d increase the flow into the old channel to the west of Da rqad island. However, t his
requires further hydraulic and morphological study.
3. Alleviation of the threat of flooding for this area can pave the way for a n expansion of the
irrigated area served by an improved canal intake at Yetim Tapa.
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Figure 1: Yangi Qala Area
Proposed sta ge 1
embankment
Erosion prob lems

along this channel
Yangi Qala
town
Area vulnerable
to flooding
4. Most of the alignment of the embankment lies o n land which was not flooded in 20 05 but
closure by Tajikistan of one of the main channels used by the river in 2005 may result in higher
water levels should su ch an event be repeated . The topogr aphic survey shows that the river le vel
at the time of the survey (April 200 9) was, ty pically, 2 to 2.5m lower th an the land upon which the
proposed embankment will be constructed. However, it is assumed that, typically, the design 1%
Page 306
flood water level will be 1 to 2m above ground leve l, and the nominal embankment top is 2.5m to
3m above ground level (see embankment long section in Figure 2 below).
Figure 2: Embankment
5. The proposed embankment top width of 6m is less than the 8m used on the Tajikistan side.
However, the embankment is lower and circumstanc es are different between the two sides of the
river. The T ajikistan embankment is closing on e of the river channels. It therefor e needs to be
more substantial beca use it is un der direct a ttack. Most of the proposed embankment on the
Afghan side is set back from the current edge of the river and should not be under direct attack. It
is also mainly constructed on land which does not normally flood and is therefore much l ower
compared to an emba nkment constructed in a river channel. Access will be provided onto the
embankment at 500m intervals (see Figure 3). A ccess is also possible via 2m wi de x 2m hi gh
culvert that will be also located every 500m (see Figure 4). Therefore there will be access points
every 250m. It may be a ppropriate to increase t he embankment top width for 500m at the we stern
end where t he embank ment is at t he edge of the current main channel. The additional width will
facilitate equipment movement and turning.
Figure 3: Access Ramp over Embankment
Embankment top
Access r amp
with slope 1:10
Figure 4: Location of Access Points along Embankment
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River Culvert through

Access r amp over embankment
embankment every 500m
every 500m
Gabion repelling
spur every 125m
Embankment top
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Appendix 2: List of People Consulted During Socio-Economic Survey
Name Position Location

Abdul Dayan Governor of Yangi Qala District Governor office
Sarfiraz Bay Community elder and member of Buzi Ishan Abad village
village council
Arbab Alabgull Village Malik Buzi Ishan Abad village
Bare dad Khan Ishan Abad Kandhariha Buzi Ishan Abad village
Barat Bay Farmer and community elder Buzi Ishan Abad village
Mohamad ibrahim Farmer and shura member Buzi Ishan Abad village
Haji Mohammad Ali S/o Ghulam Bay Farmer Buzi Ishan Abad Village
Pacha Khan S/o Khalifa Oroz Farmer Buzi Ishan Abad Village
Mohammad Gull S/o Sayed Gull Farmer and Shura member Buzi Ishan Abad Village
Mohammad Hanifa s/o Aga Gull Farmer Buzi Ishan Abad Village
Khalifa Nadir s/o Faqir shah khan Farmer Buzi Ishan Abad Village
Musa s/o Mirza khan Farmer Buzi Ishan Abad Village
Barydad s/o Abdul hamid Farmer Buzi Ishan Abad Village
Ishan Jaber s/o ? Farmer and community elder Buzi Ishan Abad Village
Khai s/o Haji Noor Mohammad Farmer Buzi Ishan Abad Village
Haji Tisha s/o Hasan bay Farmer Buzi Ishan Abad Village
Mohammad Sayed s/o ? Farmer Buzi Ishan Abad Village
Najmudin Khan Chairman of village council Pata Qishlaq Village

Abdul Wahid Farmer and community elder Pata Qishlaq Village
Haji Abdurahim s/o Bazar Bay Farmer and community elder Pata Qishlaq Village
Khal Morad Bay s/o Taghai Morad Farmer Pata Qishlaq Village
Haji Mohammad Ali s/o Bazar Bay Farmer and community elder Pata Qishlaq Village
Ghulam bay s/o Bazar Farmer and Shura member Pata Qishlaq Village
Ata khan s/o Kochar Farmer Pata Qishlaq Village
Ghulam Sakhi s/o Kochar Farmer Pata Qishlaq Village
Sakhidad s/o Sar war Farmer Pata Qishlaq Village
Musa bay s/o Esh Moham mad Farmer and Shura member Pata Qishlaq Village
Pahlwan
Aziz bi Shura member ?

Mohammd Ishaq Shura member ?
Malom Sani Shura member ?
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Appendix 3: Agreement on the Price of Land
To be inserted
Page 310
Appendix 4: Information Pamphlet of Yangi Qala Embankment RP
WATER RESOURCES DEVELOPMENT INVESTMENT

PROGRAM (WRDIP)
INFORMATION PAMPHLET OF YANGI QALA EMBANKMENT

RESETTLEMENT PLAN
August 2009
Project Management Office (PMO)

Water Resources Development Investment Program (WRDIP)
Ministry of Energy and Water, Darulaman Road, Kabul
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A. DESCRIPTION OF THE PROJECT
1. The proposed embankment runs for about 5.8 km between the high gr ound at Yeti m Tapa
to the east side of th e current main channel. T he function of this embankment is to prevent
overbank flooding which would affect infrastructu re, buildings and farmla nd and could result in an
avulsion of the main river channel, as happened in 1974. Most of the alignment of the embankment
lies on land which was not flooded in 2005 but closure by Tajikistan of one of the main channels
used by the river in 2005 may result in higher water levels should such an event be repeated.
2. The estimated area which will directly benefit from the proposed embankment is a strip of
land 3 to 5km wide and about 30km long, or 12,000ha. In addition, floods would da mage
infrastructure and disru pt irrigation supplies to a wider area, exceeding 20,000ha. The proposed
embankment does not address the problem of erosion along what i s the current main river
channel. A possible future extensio n of the embankment could restrict the flow into this chan nel
and increase the flow i nto the old channel to the west of Darqad island. Howe ver, this requires
further hydraulic and morphological study.
B. RESETTLEMENT PLAN
3. The Resettlement Plan (RP) for t he Yangi Qala Emba nkment core sub project was
prepared to address the social and resettlement issues of the embankment in accordance with the
ADB’s safeguard policies, and Resettlement framework p repared for the WRDI P. The plan is
preliminary and will be updated.
4. The affected land will not be taken over by MEW until approxim ately February 2011 after
compensation payments have been made while the project civil works contract is no t scheduled to
be awarded until July 2011.
C. ELIGIBILITY FOR ENTITLEMENTS OF COMPENSATION
• All APs losing land wh ether those with land title, with tax r eceipts, with formal or informal
deeds, or with traditio nal rights to be vouched by the local jirga s or Communit y
Development Councils.
• Share croppers and tenants, whether registered or not
• Owners of buildings, w hether permanent or te mporary, tre es, orchard s, crop s, plants o r
other objects attached to the land, and
• APs loosing income, salaries, wages, business and other forms of livelihood.
6. The compensation eligibility will be limited by the cut-off dat e which is d eemed as the end
date of the socio-economic survey carried out which finished on 15th August 2009.
7. APs who settle in the affected a reas after the cut-off date will n ot be elig ible for
compensation. They h owever will be given sufficient advance notice to vacate premises an d
dismantle affected structures prior to project im plementation. Their dismantled structures will not
be confiscated and they will not be liable to pay any fine or penalty. Forced evictio n will only b e
considered after all other efforts are exhausted.
D. IMPACTS OF THE PROJECT
8. The embankment alignment passes only over government land. Some villagers have been
farming along the embankment alignment for a number of years even thou gh the land i s
government land and n o land title s or rights ha ve been given. Howeve r, since th is land has be en
farmed in effect sin ce the creation o f the Afghan state, there are unofficial traditional rights to th e
land. Only villagers from Buzi Ishan Abad Village and Pata Qishlaq Village have land that will be
Page 312
affected – 11 farmers fr om Buzi Ishan Abad Village will lose a cumulative total of 36.6. Jireebs (or
15% on ave rage of the total amount of govern ment land which they are using), while 8 far mers
from Pata Qishlaq Village will lose a cum ulative total of 28.6 Jireeb s (or 15% on average of the
total amount of government land which they are using). There will not be any relocatio n of
permanent dwellings.
9. The SLARP will be upd ated once fi nal design s are com pleted. Accor dingly, the specifi c
land area to be compensated, and amounts to be paid for land and cro ps, and oth er information
are not final at this stage.
E. COMPENSATION ENTITLEMENTS
10. The compensation eligibility will be limited by t he cut-off d ate and the com pensation shall
be paid in accordance with the compensation (entitlement) matrix included in the RP, as sho wn
below. The civil works contractor shall not be mobilized prior to successful implementation of th e
RP in concurrence with ADB.

Permanent All la nd loss es Titleholders, thos e Land x land co mpensation w ith plo ts o f eq ual
loss of independent o f with ta x rec eipts, value/productivity to p lots los t; or cash co mpensation a t
arable land impact severity those wit h formal or replacement cos t bas ed on marke t ra te fre e of ta xes,
informal de eds, or registration and transfer charges. Unaffected portions of a
those with traditional plot w ill a lso b e c ompensated if they bec ome u nusable
rights to be vouched after impacts occur.
Community
Development
Councils.
(19 APs)
Additional Titleholders, thos e A one-time severe impa ct allowan ce equal to the net
provisions fo r with ta x rec eipts, income from annual crop production (inclusive of winter and
severe impacts those wit h formal or summer crop and additio n to standin g crop compensation)
informal de eds, or and the waiving of taxes and fees.
(> 10 % of la nd,
those with traditional
property or assets
rights to be vouched
loss)
Community
Development
Councils.
(9 APs)
Standing Crops affected Including non-titled Cash compensation equivalent to the net income from t he
Crops land owners. wheat crop (grain + straw) computed as the market value
of the to tal annual produce fr om affected land minus the
(19 APs)
cost of inputs.
F. RESETTLEMENT COST ESTIMATES
11. The resettle ment costs for the SLARP include eligible compensation and resettlemen t
assistance for the 19 fa milies who are farming along the embankment. The unit cost for land and
other assets has been d erived through discussions with the government and NGOs. Consultations
with community leaders, the AFs and local people gave some area-specific information.
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12. Loss of agr icultural lan d: The unit cost for ag ricultural la nd has bee n asse ssed as Afs
50,000 per jireeb.
13. Cash compensation for crop losses equivalent to the net income from the wheat crop (grain +
straw) computed as the market value of the total annu al produce from affected land minus the cost of
inputs.
14. Market valu e of crop: the unit co st for wheat is Afs 20 ,900 per jireeb of land. This
represents a wheat yield of 560 kg ((valued at Afs 21.58 per kg) per jireeb and a straw yield of 500
kg (valued at Afs 17.63 per kg) per jireeb. No reduction in compensation amount was made for the
cost of harvesting and threshing of standing crop.
15. Cost of agricultural inpu ts: This is calculated as Afs8,634 per jireeb of affected lan d. The
bases for the calculation is as follows: 34 kg of wheat seeds per jireeb valued at Afs 26 per kg; cost
of agrochemicals per jireeb valued at Afs 30 0; urea 50 kg per jireeb valued at Afs 36 per kg;
phosphate fertilizer 50 kg per jireeb valued at Af s 17 per kg; farm yard manure 2 metric tons p er
jireeb valued at Afs 2,000 per metric ton and tractor hire one hour per jireeb at Afs 800.
16. Documentation fees: The unit cost has been derived at a lump sum b asis, which is Afs
3,000 per AF as per the standard rate being charged at the local revenue department for la nd
transaction per case including re gistration in property b ooks. The land transa ction cost is
17. Allowance for severely affected persons: An AF loosing greater than 10% of the pro ductive
land for project work is considered as severely affected. Accordingly, 9 APs are severely affected
as they loo se between 11% and 2 8% of their land. The severely affected person ’s allowance is
calculated as a one-time allowance equal to the net income from annual crop production (inclusive
of winter and summer c rop and addition to stan ding crop co mpensation) and the wa iving of taxe s
and fees. This equates to Afs 20,900 – Afs 8,634 = Afs 12,266 per jireeb.
G. GRIEVANCE REDRESSAL MECHANISM
18. The main objective of p roviding a grievance redress proce ss is to avoid potential delays on
the commencement and implementation of the construction program. APs will be made fully aware
of procedures for resolution of grievances which will be the main responsibility of the NGO.
19. Care will be taken to pr event grievances rather than going through a re dress by en suring
active participation of A Ps in the S LARP up-da ting and implementation process. All attempts will
be made to resolve grievances infor mally at the local level. If this attempt fails, APs will have the
option of taking their complaint to the formal me chanism of addressing grievances, as de scribed in
Table 2.

1. First, complaints resolution will be at tempted at district level wit h the involvement of the senior
district property supervisor, the district governor and implementation NGO.
2. In absence of a settlement, APs may lo dge a complaint to the PMO . The Head of PMO will decide the
case within 15 days and inform the AP.
3. If the PMO decision is unacceptable to the APs, they can register the complaint directly to the MEW
within 1 month of receiving a response from the PMO with documents supporting their claim. The MEW
will respond within 15 days of registering the complaint. The MEW’s decision must be in co mpliance
with these LARF provisions.
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4. Should all three l evels of above g rievance redress sy stem fail to sati sfy the AP, he/sh e may
approach the appropriate court of law for its resolution. The AP will be facilitated in this process by
the implementation NGO
20. The major grievances that can arise may include:
- APs not enlisted;

- Losses not identified correctly;
- Compensation / assistance inadequate or not as per entitlement matrix;
- Dispute about ownership;
- Delay in disbursement of compensation / assistance; and
- Improper distribution of compensation / assistance in case of joint ownership.
H. TIMING OF PAYMENT
21. The implementation process of this RP will be started in Oct ober 2010 and payment of the
compensation is scheduled in February 2011.
I. PROJECT IMPLEMENTATION SCHEDULE
22. The project civil works contract is scheduled to be awarded in July 2011. The civil works will
be completed in March 2013.
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Appendix M – Summary Initial Environmental Examination
APPENDIX M – SUMMARY INITIAL ENVIRONMENTAL EXAMINATION
A. INTRODUCTION
1. In accorda nce with A sian Development Bank (ADB) guidelines, initial environmental
examinations (IEEs) were carried out as par t of the pr oject prepar atory technical assistan ce
(PPTA) for t he Afghanistan Water Resources Development Investme nt Program (WRDIP). The
IEEs assessed the environmental impacts of proposed Tranche 1 components and identified
mitigating measures. These IEEs were amalgamated into a single IEE for the pu rpose of the final
report. Tranche 1 has been classified as environmental category B.
B. DESCRIPTION OF THE PROJECT
2. The Gover nment has asked ADB to finance a portion of its A fghanistan National
Development Strategy (ANDS) water sector investment program, over a period of 10 years through a
multitranche financing facility (MFF). The amo unt proposed is $303 million. A set of investme nts
has been a nd will be prepared under the A DB Investment Program . The investm ents will be
financed in three tranches, with the first tranche totaling $86.1 million.
3. The Investment Program will incr ease the pr oductivity of irrigated ag riculture and improve
environmental sustainability due to improved water resources management through infrastructur e
development, capacity building, and institutional strengthening.
4. The first tra nche under the Investment Program will have four com ponents: (i) Norther n
Basins Development (NBD); (ii) NVDA Impr ovement; (iii) Flood Management; and (iv) Program
Management and De velopment. Ea ch of these components will have physical and nonphysical
outputs as a n integrated package. T ables 1 and 2 present o verviews of Tranche 1 physical works
and non-physical elements respectively.

Component
Northern Basins
Development
Lower Balk h Basin (B alkh
Location plains areas of Balkh and Nangarhar Province Takhar and Kunduz Provinces
Jawzjan Provinces)
Intervention
Irrigation improvement Irrigation improvement Bank erosion and flood protection
Type
• Embankment (6 km) with pilot
erosion protection (porcupines,
riverside afforestation with flood
Major New
• Bang ala Weir
1
tolerant tree species)
Physical Works 1
• Permanent gated intake on the
Amu Darya for the Yetim Tapa
irrigation system
• 250 main canal
structures
1
• Test of effectiveness of gabions and
• Secondary and tertiary other quick gestation and low cost
Minor New
canal structures on a
1
interventions to protect areas along
Physical Works
pilot basis to establish the Amu Darya from minor bank
effective WUA erosion
engagement modalities
• Samarka ndian Weir - • Darunta Dam headgate
Rehabilitation rehabilitation and repair
and Upgrading enhanced flood passage • Main canal desilting
of Existing capacity, control gates • Access road repairs
Engineered electromechanical Protection wall
Structures improvement improvement
• Narhi Shahi Weir - control • Se condary canal
Page 316
gates electromechanical headgate replacement
improvement • Siph ons repair
• Spill ways repair
• Drainage passages repair
repairs
rehab
Gross com mand area
400,000 ha (ir rigated on a
rotating b asis). Irrigated
Area 25,000 ha 5000 ha
area: dr y ye ar 32,000 ha,
normal year 6 4,000 ha, wet
year 80,000 ha
1
Replacement of existing traditional structure(s).
Table 2: Summary of Non-Physical Activities
Northern Basins Development Component
River Basin Management
Establish a nd support the N orthern Basi n River B asin A gency and River Bas in Council, inc luding tr aining, r esources,
advice, and assistance to:
(i) Monitor, measure, and analyze flow data, and develop operational rules for major structures
(ii) Undertake O&M tasked to RBA – develop O&M policies and mechanisms for sustainable financing, province interim
O&M financing on a declining basis
(iii) Prepare Northern Basins water resources management strategy and master plan
Water Users Associations
(i) Develop effective WUAs by strengthening and formalizing the mirab system into legally established WUAs under the
Water Law
(ii) Provide core technical training to WUAs and farmers on O&M, minor repairs, water distribution and management,
basic irrigation design, irrigation scheduling, monitoring and evaluation
(iii) Develop WUA development plans for other WRDIP basins for possible Tranche 2 implementation
(iv) Pilot program of WUA participation in secondary and tertiary structure development
(v) Preparation of plans for scaled-up WUA participation in development of structures identified and prepared by WUAs
in Tranche 1, for possible Tranche 2 implementation
(vi) Improved on-farm water management demonstration activities delivered through WUAs.
River Basin Councils
RBC and sub-RBC development will be initiated through public consultations with water users dur ing Master Plan fi eld
surveys a nd a ssessments. The RBC will be c omprised of SRBCs, e ach repr esenting a fe deration of W UAs o n a
particular irrigation canal.
NVDA Improvement
NVDA Reform
The component will support:
(i) Institutional restructuring and business planning putting NVDA on a corporate basis under an independent board,
and creating a sustainable irrigation service delivery agency, based on analysis of markets and land
tenure/management options
(ii) Sustainable main canal O&M financing
(iii) Interim O&M through interim declining financing
Water User Associations
Starting with the e xisting lo ose mirab s ystem, the component will sup port devel opment and strengt hening of W UAs in
privately managed and leasehold areas with:
(i) Training in O&M and minor repairs, water distribution and management, irrigation scheduling, monitoring, and
evaluation
(ii) Improved irrigation and on-farm water management demonstration activities, open to NVDA operating staff and
others farming or irrigating NVDA land
(iii) Coordination of WUA and irrigation service delivery agency responsibilities and activities
Flood Management
National Flood Management (NFM) Program and NFM Unit, MEW Kabul
Establish and support NFMP/NFMU by:
(i) Developing a five-year NFMU capacity building plan addressing development of a flood management policy; national
flood-threatened and -affected areas database; flood management and bank erosion monitoring system; enhanced
flood warning and emergency response system; and priority flood management project portfolio
(ii) Training NFMU staff in flood risk assessment, flood mapping, flood management structure design, and other related
topics
(iii) Preparing flood management works for financing under the WRDIP Tranche 2
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C. DESCRIPTION OF THE ENVIRONMENT
5. The IEE included baseline characte rizations of three discontiguous area s corresponding to
the three Tr anche 1 co mponents having physical works. These stud ied areas co nsist of (i) the
area potentially affected by compon ent impacts, plus (ii) the upstream catchment as a source ar ea
for potential environment-on-project (EOP) impacts.
1. Northern Basins Development Component

6. The lower Balkh is a lar ge Central Asian oasis that has been inhabited , and thus modified
by human a ctivities, as far back a s 10,000 BCE ( before Common Era). Large-scale colonization
involving mastery of ad vanced tech niques of la rge-scale irr igation may date to 20 00 BCE. T he
irrigation sy stem is tho ught to have been managed by hereditary priest-governors from 500BC E
until well into the Islamic era, roug hly cont emporaneous with the Greco-Bactrian kingdoms that
dominated this region of Central Asia from Ale xander the Great’s arrival in 327BCE to the sacking
of Balkh by Genghis Khan’s hordes in 1220CE. Nu merous significant archeological sites exist in
the area and archeological research is ongoing.
7. Large-scale multi-year droughts are characteristic of arid central Asia, with the 1998-2002
episode a r ecent example and are now believed to be co rrelated with the atmosphere-ocean El
Nino-Southern Oscillatio n cycle (ENSO). Since t he middle Pleistocen e, progressive aridizatio n
with occasional minor fluctuations to moister phases ha s characterized Central Asian climat e.
Consensus among climate models on future regional climate trends is lacking.
8. Balkh flow is entirely consumed within the irrigation system such that the river terminates in
the desert without rea ching the A mu Darya t o the north. Most rive r flow origin ates as up per
catchment snowmelt and early prediction of se asonal irr igation flows may be fea sible. Irriga ble
land (380,0 00 ha) greatly exceeds water supply (enough for 32,000 to 80,000 ha in dry and wet
years respectively). Mo st lands are irrigated in interannual rotation, allowing soil fertility to recover
during fallo w years. Traditional irr igation infra structure co nsists of un gated proportional division
works constructed of available ma terials with manual labor. These wash out in high flows ,
releasing water to areas further downstream (s pate irrigation), with re pairs carried out in the lean
season. Some traditional works have already b een replaced with engineered structures. In 1991 ,
Nahre Shah i weir was built (gross command a rea 63,000 ha), then in 2006, Samarkandian weir
was built (130,000 ha). Nu merous engineered secondary structures have been co nstructed a s
well. Post-conflict, irrigation management based on traditional mirabs (water masters) re-emerged,
but lim itations rem ain on m irabs’ ability to co ntrol water distribution , prevent theft, and resolve
conflicts.
9. Both surface and groun d water are used for domestic water supplies. Mazar-i-Sharif, the
largest city of northern Afghanistan, derives its domestic water supply from aquifers recharged by
nearby irrigation cana ls contami nated by urba n liquid and solid waste; flooding from the Balkh
sometimes affects the town. Most groundwater away from canals is slightly too moderately salin e
for irrigation purposes, and far abo ve salinity d rinking water aesthetic limits. Acute drinking water
shortages occur at times especially towards canal tail ends.
10. The climate is arid to semiarid steppe. Temperatures fa ll below fre ezing durin g winte r
nights and r ise sharply in spring, re aching 50 C on occasion in summe r. Tempera tures peak in
mid-July, ~40 C maxi mum and ~25 C minimu m; lowest temperatures occur in Dec-Jan, with a ~10
C maximum and ~0 C minimum (average mon thly mean daily maxi ma and minima from 21 years
of data).
11. Average an nual precipitation of 1 90 mm y-1 at Mazar-e Sharif near the foot of the
escarpment can be take n as representative of the southeastern end of the irrigated area. Rainfall
decreases somewhat to the north, more or less toward the tail-end areas of the irrigation system.
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12. Almost all rainfall occur s during the Oct– May p eriod, and is highly vari able from year-to-
year, month-to-month, and day-to-day. For 196 8-9 and 1976-8, the average number of rainy da ys
per year was 55; rainfall >3 mm occurred be tween 5 and 45 days in a year. Annual evapo -
transpiration greatly exceeds annual rainfall, by a factor of 5 to 15.
13. The studied area is a g ently sloping (as low as 0.1 m/100 m) delta, dissected by the canals
of the curre nt irrigation system. Low ridges and depressions, remn ants of old channels, are
evident in some areas.
14. Soils in the Balkh irrigation systems are to rripsamments with dunes, while surface
geological units correlate with soils in the studied area.
15. The largest known earthquakes affe cting the lo wer Balkh area were for events in 819 and
1911 CE, both with epicenters in central north ern Afghanistan north o f the Hindu Kush. For both
events, the area experienced modified Mercalli ear thquake intensities of Levels VI I-VIII. Lesser
intensity ear thquakes occur more frequently. The studied area is outside of the zone of most
intense earthquake activity in Afghanistan, which is centered on eastern Badakshan.
16. Land cover within the irrigation system is predominately irrigated fields, cropped once per
year or in years when water is ava ilable on a (quasi) rotational basis. Fanning out to the nort h,
northeast, and northwest of Balkh ar e patches of permanent marshland; and seaso nal marshland
areas northeast of the irrigation system past Mi ngajik and Mordyan. Other features include small
areas of rock outcrop or bare soil in Charbolac district; and compact or chard areas near Mazar,
Balkh town, Didhadi district town, and northeast of Chimtal district town. Be yond the limits of th e
irrigated oasis are sand-covered areas, and, further to the north near the Amu Darya, sand dunes.
17. There are no known rare or endangered species of protected areas.
18. The 2004 population of the lower Balkh districts is an estimated 820,000 of which 590,000
are rural.
2. NVDA Improvement Project (component) (NVDAIP)

19. The NVDA irrigation system is located in the N angarhar Valley, east o f Jalalabad city and
along the south side of the Kabul-Jalalabad-Khyber-Peshawar road and Kabul River. Jalalabad is
located on the site of the major city of ancient Greco-Bhuddist Gandhara and functioned as a
resort town for people from Kabul until the conflic t deca des. Many of the four to five million
Afghans who fled their homes during the war settled temporarily in vast camps along the road ea st
of Jalalabad. Of returnees now living in Nangarhar Province, about two-thirds live where they did
pre-displacement, but most of the rest live in or near Ja lalabad, bringing the e stimated 2006
Jalalabad p opulation to 500,000. Estimated 2009 population is 780,0 00, a doubling over th e
previous decade, and 2020 population is projected to be 1.5 million, including additional returnees
from Pakistan where 1.5 million Afghans were thought to be living in 2005.
20. Land use in the valle y is comple x. Rock outcrop and bare soil predominate. Nea r
Jalalabad C ity, gardens encircle th e settled ar ea; to the south is a small block of rangela nd.
Intensively irrigated do uble-cropping is found fr om Behsud west to the provincial b order;
downstream of Jalalabad in the NVDA farms; a nd along hill streams. Intensively and intermittently
irrigated single-cropping are intermi xed along b oth sides of the Kabul River and in small patches
along upland hill stream s. Irrigated fruit orchards are found in NVDA Fa rm 2 and along a near by
hill stream. Irrigation is supplied by the NVDA system, hill streams, and groundwater.
21. NVDA is the legacy of a dam-reser voir hy dropower and p umped/gravity irrigation syste m
built by the Soviets in 1960 as a showcase pr oject. The NVDA managed area is presently about
25,000 ha, of which 11,000 ha is in four farm s managed directly by NVDA and about 14,000 h a,
mostly planted to wheat, is rented to private farmers on a one-year lease basis. A planned 6000
ha fifth farm that would have required pumped irrigation is now mostly (4000 ha) urbanized. Farms
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1-4 have olive and citrus orchards, annual crops, dairy cows, and farm and reside ntial buildings.
Farm 1 requires pumped irrigation and has pebbly soils deposited by spate flows of small seasonal
hill streams. Farms 2-4 are gravity irrigated and have fertile alluvial soils.
22. The climate is continental with cold winters and hot summers. Mean daily temperatures at
Jalalabad range from a minimum of 8 C in January to a maximum of 40 C in July. Mean monthly
temperature is 21 C. Mean monthly precipitatio n varies from 5-6 mm in summer t o 30-40 mm in
spring. Annual precipitation is in the range 200-400 mm. The area is subject to dust stor ms,
particularly in the summer months . Outside of urban ar eas, ambient air pollution levels a re
considered to be relatively low due to the low level of industrialization.
23. NVDA is located along a broad valley south of the Kabu l River at elevations <1000 m.
Soils adjacent to the Kabul River are Calceralifs with Xerochrepts; farther away from the river soils
are Xerochrepts with Xerothents.
24. The main surface water feature of the studied area is the Kabul River. The Kabul River
originates in the central Hindu Kush west of Kabul city, and has a drainage area of 5 4,000 km2, all
of it within A fghanistan. It flows eastward through Kabul to Jalalabad, eventually joining the Indu s
River east of Peshawar.
25. No surface water quality data was located for the studied area.
26. Nangarhar Province is a relatively quiet seismological a rea in the Afghanistan context.
Since 2000 BC, about a dozen ea rthquakes o f Richter magnitude < 5 and one of magnitud e
between 5 and 7 have been recorded.
27. No rare or endangered species or protected areas are known to be located in the study
area.
28. Irrigation groundwater use is estim ated to be 450Mm3 yr-1, and domestic water use by the
approximately 5 million basin population in the range of 20 to 40Mm 3 yr-1 or about 5 to 10 per cent
of irrigation use. Nangarhar Province is am ong the top ten Afghanistan provinces for groundwater
irrigated area, with 13,800 ha or 33 per cent of total irrigated area served b y groundwa ter,
3 -1
corresponding to an irrigation water usage of about 100Mm yr .
29. There are no sewage treatm ent facilities in Jalalabad city. Sm all private sewage system s
exist in which sewage is piped to septic or holding tanks which are meant to leach or percolate into
the ground or be pumped out for disposal. Lea ch fields in porous soils and at high densities have
the potential to pollute groundwater and make it unsuitable for domestic use.
30. Some areas of Jalalaba d city used to be agricultural land irrigated from the NVDA system .
In these areas, unlined irrigation and drainage ditches still exist and carry water, saturating the soil,
raising the water table, and cau sing sewage tanks to overflow. These urbanized areas co uld be
dried out by cutting the flow of water into the old irrigation channels, or , if the channels are still
needed to convey irrigat ion water to further outlying areas, by lining, co vering, or replacing the m
with pipes. Remaining irrigation d rainage ditches includ ing the Nahre Shahi Canal could be
cleaned to improve drainage conveyance.
31. Some villages receive water from the NVDA canal system, which some or all residents may
be using for domestic supply as well as irr igation. Groundwater is also used for r ural domestic
supply in some areas.
32. Jalalabad power is supplied from Darunta dam. Electricity supply is inadequate and tends
to be erratic. Darunta is reported to have a number of problems, including 8MW po wer generation
down from an original capacity of 1 5 MW, non-func tioning gates, and significant re servoir siltation
(80 per cent reduced capacity).
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3. Flood Management Component
33. The Pyanj River alluvi al fan belo w Yeti m T apa intake encompasses parts of Takhar
Province in Afghanista n and Hamadoni District in Tajikistan. In the mid-1900s, the Soviet s
embanked the Tajiksta n side of th e Pyanj on the fan, closing down the fan’s n orthern half to
flooding. Gradual degr adation of this embankment during the post-Soviet and Tajikistan civil war
era culminated in 2005 with a major breach, fl ooding of Hamadoni District, and development o f a
new channel network th rough the fo rmerly protected Hamadoni irrigation system. Despite the old
Soviet alignment’s convex shape and position within the now-active channel, and modeling resu lts
(not made available to GOA at the time) indicating that flooding in Afghanistan would increase as a
result, the embankment was rebuilt in its former position, an d even a hu ndred or so meters further
south in places. The modeling results are consistent with subsequent local experience and remote
sensing evidence.
34. The three braided cha nnel networks (T0a, b, and c) on the active half of the fan in
Afghanistan take turn s carrying most of the Pyanj flow. D uring the 20 05 flood flo ws, the cha nnel
east of Darqad island (T0a) began widening and then became the most active as the reconstructed
Tajikistan embankment throttled flow through the north channel (T0b). The T0c channel network
through what is now Yetim Tapa irrigation system was the most active until at least 1975 when
floods alon g it cau sed major damage to Yangi Qala town. Since its abandon ment somet ime
between 1975 and 1984, it has remained inactive but could be reactivated (an avulsion could
occur) during any significant flood event.
35. On the Afg hanistan sid e of the fan, fragm ents survive of t ugai habitat, an important and
characteristic wetland e cosystem type in arid central Asia. Together with the tugai on the Imam
Sahib islands downstream, this is likely has the most significant surviving tugai habitat in th is part
of the Pyanj/Amu system. GOA h as officially stated its interest in pro tecting Darq ad isla nd a nd
Imam Sahib islands but due to local security co ncerns they were not included in the first round of
areas to be prepared for formal protected status.
36. The climate is classified as co ntinental to sub-tropical. Winter temperatu res are
occasionally as low as - 10 C, occasionally rising to temperatures in exce ss of 40 C in the summer.
Snowmelt in the mountains occur s gradually, taking place fro m March at lower elevations through
to August in the high mountains.
37. Average wa ter year ( October to September) precipitation for the period of record was
564 mm (1940-90). Annual totals r anged from 300 mm (in 1946) to 91 3 mm (in 19 68). A single
long winter wet season occurs from October to May. Average monthly precipitation climbs steadily
through the autumn and winter months to a ma ximum of 130 mm in March, and then decreases
rapidly in April/May. Summer, fro m June to September, is normally dry but not always, as the
heavy monsoonal rainfall and serious flooding of July 1999 illustrate. Lar ge inter-annual variations
in monthly average precipitation occur. For instance, March precipitatio n – on average the wettest
month – varied from 35 mm (in 1947) to 280 mm (in 1987). There is n o evidence of any secu lar
trend in precipitation . On the cont rary, the firs t five and la st 40 years of record were wetter t han
the intervening 1945-1950 period.
38. Average monthly temperatures ranged between -6 C and 33 C. Maxi mum daily
temperatures ranged be tween 39 C and 46 C. No long-term trend is e vident in th e temperatur e
records.
39. The Pyanj River is the source and primary tributary of the Amu Darya River. The Pyan j
catchment area comprises 107,000 km 2 of mou ntainous ter rain that extends into a lowland floo d
plain of 6500 km 2. The Pyanj tra vels about 1000 km befor e becoming the Amu Darya after t he
confluence of the Vahksh and Pamir rivers. More than 2,400 km long, with a basin of more th an
530,000 km2, the Amu Darya is the largest river in Central Asia.
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40. As it enters the study area from the east, the Pyanj carries a high sediment load,
particularly in the spring and early summer. It h as reliable flows round the year and is the pr imary
source of ir rigation water to the studied area. As discu ssed above, the Pyanj channel syste m
through the studied rea ch is un stable and latera lly mobile. Frequent (years or decades) sudd en
avulsions occur in which the active channel net work is aband oned, and a new network is created ,
or an old on e reoccupied. Lateral river mo vement away from irrigation intakes ( such as those at
Chubek in Tajikistan and Yetim Tap a and Shara wan in Afgh anistan) sometimes seriously restricts
irrigation water supplies.
41. There are significant reserves of gro undwater within the Pyanj basin. The water qu ality in
this region is reasonably high.
42. According to the Global Seismic Hazard Assessment Programme, Takhar and Kunduz
provinces fall under the highest seismic hazard zone, with an estimated ma ximum Peak Groun d
Acceleration ranging from 0.24g to 0.48g, and seismic pro bability of more than 7.3M (in Ri chter
Scale). Eleven cases of earthqu akes rangin g from 4.7 to 7.4 M have occurred since 19 00.
According to the Unite d States Geological Su rvey, one earthquake pe r year with a magnitude of
5.0 or highe r has been estimated for the studie d area. Normally, these are shallow earthquakes
with an epicenter and source depth down to 70 km. Peak ground accelerations of 3.2 m/s² ar e
probable, with a ten per cent proba bility of exceedance in 50 years. Corresponding to this value,
seismic loads of minimum 0.30 g would be experienced by earth and/or artificia l structures in the
area.
43. Five main landscapes are present in the studied area:

River areas of open water and gravel banks, with few if any plant specie s, on the
Hamadoni/Darqad alluvial fan;
2. Seasonally-flooded and flood-damaged land within the active river syste m covered
with gravel, colonized by a low s ward of gra sses, mosses and sed ges (including
Carex pachystylis, Euphrasia turkestanika, Arabis laxa, and Bromus sp.) sometimes
used for cattle grazing;
3. Tugai riverine forest vegetation, on the drier parts of the fan;
4. Agricultural land on eith er side of th e river; the stony farmland adjacent to the main
rivers is ap propriate for vines, fruit trees, and vegetable, especially onions. Cattle
also graze within the taller tugai vegetation.
5. Areas occupied by settlements, roads, and other dedicated-use areas.
44. Of these, tugai riverine forest vegetation is considered to be nationally and regionally under
threat, as mentioned above.
45. Of the species known or thought to be pre sent in the studied ar ea, Marbled Teal
Marmaronetta angustirostris is classified as Vulnerable and the False Shovelnose Sturgeon / Large
Amu-dar Shovelnose Sturgeon Pseudoscaphirhynchus kaufmannii is classified as Endangered.
D. FORECASTING ENVIRONMENTAL IMPACTS AND MITIGATION MEASURES
46. Potential Environmental Impacts. Overall, t he Investment Program will have positive
impacts on the environ ment, includi ng improve d water a vailability and water-use efficiency, the
protection of land and assets fr om river b ank erosion and flooding, increased agricultu ral
production, and an institutional system river ba sin organiza tions and w ater user a ssociations to
distribute water efficiently. Potential negative impacts include: (i) River attack of infrastructure (site-
related Environment-on-Project impact); (ii) Dus t, noise, an d liquid / solid waste emission s during
construction; (iii) Damage to archa eology sites or artifacts; (iv) Flood flow displa cement due
headworks operation; (v) Ad verse impacts of defunct gabions and porcupines; (vi) Stakeholder
frustration with or incomprehension of new operational arrangements leading to local peo ple
damaging infrastructur e, compromising system operat ion and contrib uting to so cial conflict; (vii)
Damage to livelihoods and well-being through adverse impa cts of RBA operation on surface water
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or ground water availability or quality, or soil sa linization, flooding, etc; (viii) Damage to livelihoods
and well-being through adverse impacts of a ppropriator’s operation o n surface w ater or grou nd
water availability or qua lity, or soil salinization, flooding, etc; (ix) Floo d, erosion, sedimentation
damage to weirs; (x) Changed domestic and irrigation wa ter availability leading to social conflict;
(xi) Worsened surfacew ater and gr oundwater quality and public hea lth due to in creased use of
agricultural inputs (agrochemicals…etc).
47. Mitigation Measures and an Environmental Management Plan (EMP). These impacts
will be mitigated by a number of actions which are detailed in the EMP (Appendix 1). ADB requires
that an EMP be included as part o f all EIAs an d IEEs, including those prepared at this early stage
of the pro ject cycle. Early EMPs are the n revised and finalize d at the b eginning of the
implementation stage when specific constructio n and operational activities are completely defined
and all the details required for an effective EMP can be provided.
48. A key element of the EMP is the Contractor’s Environme ntal Management Plan (CEMP)
which will be provided by contractors to the PIOs (or PMO for NVDA) for a pproval before
construction works begin. The CEMP will includ e standard measures implemented by contractors
for the mitigation of dust, noise, an d liquid / soli d waste emission s during construction. Standard
measures include watering roads, washing tires, covering loads to keep dust down; constructin g
temporary screens or covers to protect an y adjacent residences or businesses from dust;
restricting noisy activities to daytime / weekday hours; provision of sanitary facilities for work crews;
proper design of site drainage; proper handling and disposal of waste, etc.
E. INSTITUTIONAL REQUIREMENTS AND ENVIRONMENTAL MONITORING

PLAN
49. The Ministry of Financ e is the Executing Agency and the Ministry of Energy an d Water
(MEW) and the Ministry of Agriculture, Irrigation and Livestock are the Implementin g Agencies. A
Project Management Office at the Ministry of Energy and Water in Kabul (PMO-MEW) will oversee
management of the W RDIP, inclu ding enviro nmental management of the Northern Basins
component and the Flo od Management comp onent. A PMO under t he Ministry of Agricultur e,
Irrigation, and Livestock (MAIL), lo cated in Jalalabad and reporting to ADB, will be responsible for
NVDAIP implementation including environmental management. PMO-MEW and PMO-MAIL will be
supported b y specialist teams that will includ e environmental and social sa feguards experts.
Monitoring of environmental impacts and mitigation measures will be u ndertaken by a number of
stakeholders. The gene ral objectives of monitor ing are: (i) timely detection of conditions requirin g
remedial measures; (ii) provision of information on the pr ogress and results of mitigation and
institutional strengthening measures; and (iii) a ssessment of complian ce with national and A DB
environmental safeguard policies. Agreement of ADB and the Executing Agencies is required prior
to implementation of the monitoring program. A su mmary of the monitoring program is provided in
table 2 of the EMP in Appendix 1.
50. Environmental capacity developme nt for t he Investment Program wil l be suppor ted b y
having environmental expertise in the Project Management Office (PMO) based consulting team.
Environmental monitoring will be supported by environmental counter part staff at PMO and PI O
levels.
51. For future subprojects, IEEs or e nvironmental impact assessments, if required, will be
prepared following the e nvironmental assessment and review framewor k (EARF) and includ ed in
the subproject appraisal report, with due public consultation and information disclosu re. An EARF
for the WRDIP was prepared based on ADB guidelines and the Govern ment’s requirements and is
a separate attachment to the RRP. The EARF int egrates environmental management
considerations into all r elevant asp ects of the Investment Program. In particular, environmental
damage avoidance measures are to be identified and incorporated early in interve ntion planning
and design, and participatory met hods are em phasized as a mean s to identify a voidance
measures and to achieve effective mitigation design and implementation.
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F. PUBLIC CONSULTATION AND DISCLOSURE
52. The PPTA undertook a public consultation and disclosure program with stakeholders of the
three component areas. Activities consisted of exchanging information with stakeh olders through
workshops, group discu ssions, and household surveys. A s ummary of the public co nsultations is
as follows:
• A public consultation on the proposed Bangala Weir siting and land acquisition was held on
15, 17, and 25 March 2 009 at the Balkh Prov ince Water Managemen t Department Office.
39 people attended the meetings, mainly water users from the concerned canals. The main
issue for discussion was the siting of the infrastructure and expected benefits. As a result of
discussions siting of the distribution st ructure of Charbolak and F aizabad ca nal was
adjusted. F ollowing this adjustment, unanimou s agreemen t to the pla n was reached and
and all lan d acquisitio n issue s were resolved. On 25 March, a registered wa ter user
agreement to the weir and feeder canal locatio n was executed and subsequently registered
at the provincial level.
• A public consultation meeting for component 3 (floo d management) was held on
Wednesday 28 January 2009 at the District Governor’ s Office, Khwaja Bahawodin.
Participants included lo cal government represe ntatives and technical st aff, and water user
representatives, from e ach of the f our concerned districts. The main feedback fro m the
meeting wa s that river bank erosio n was a ma jor problem and physical interventions are
urgently required, rather than just promises.
• A public consultation meeting for component 3 (flood management) was held on 1 February
2009 at the Imam Sahib Distr ict Office. Participants included local gov ernment
representatives and technical staff, and water user representatives, from the con cerned
district. Feedback was similar to th e meeting of 28 Januar y. The need for coopera tion with
Tajikistan to ensure that work undertaken by one country does not have a bad effect on the
other was noted.
• A final workshop was held on Sunday 24 May in Kabul and attended by over 50 participants
from the do nor commu nity, NGOs, governmen t (MEW, MAIL and MOF) and water users.
The main issues discussed, and the responses provided were as follows:
- The most pertinent issu e related to the flood management component. A number of
attendees r eacted stro ngly against the flood protection e mbankment not extending
across the channel network east of Darqad. They expre ssed their concern that this
intervention had been a greed previously and th at many stakeholders, both in the ar ea
and those a t higher leve ls in the GOA, had unde rstood that the channel closure would
be implemented in Tranche 1. The PPTA team recognized this concern and explained
that this inte rvention presented significant challe nges in ter ms of river morphology and
flood levels and would require fur ther study to determine how best to design a n
intervention so that it did not adversely impact Afghanistan in future.
- It was asked if it was p ossible to u pgrade the survey prog ram for the Northern Ba sin
Rivers to a Master Pl an. The PPTA tea m responded that tranche 1 resources
permitting, this could be done.
- It was aske d if constru ction of weirs on the Balkhab River may caus e more flood to
downstream areas like Aqcha and cause damage s there, as upstream people will close
their intake s and all water will flow down. The PPTA responded that a vision for the
future is to use flood water in all eleven canals of the lower Balkh and supply irrigation
to mid- and tail portions of all canals, as normally only small quantitie s of water reach
the middle and tail por tions of the canals. T his program will not only help tail and
middle farmers to have at least on e crop, but will also minimize floo d risks on the
downstream areas of the river.
- Someone asked how it was possible that a service fee can be charged by the proposed
NVDA Water Utility if it is not implemented for all water users in the entire country? The
PPTA team answered that the Water Law provides for the collection o f fees and the
procedure will be implemented in accord with the law.
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- The PPTA t eam was asked if it had considered the issue o f water quality? The team
responded that water q uality impacts are a possibility whenever surface or groun d
water distribution or use changes, and such impacts need to be assessed, monitor ed,
and managed appropriately to the circumstances.
53. While the above represents the formal public con sultation meetings that were held,
numerous informal or ad hoc me etings were also held with district, provincial and national
government staff (inclu ding NVDA personnel), other government agencies, NGOs, and water
users.
54. Stakeholders’ views of the propose d interventions and the ir concern s were incorp orated
into the inte rvention designs. Durin g implementat ion, public consultatio n will contin ue to ensur e
public awareness of project activities and mon itoring results, and public input to planning, design,
construction, operation, maintenance, and environmental management.
G. FINDINGS AND RECOMMENDATIONS

55. All three components with ph ysical outputs could have some en vironmental impact.
However, n one are n ear environmentally sensitive area s; involve deforestatio n or loss of
biodiversity; involve the processing, handling and disposal of toxic and hazardous substance s; or
involve other environme ntally sensit ive activities that also may be of co ncern to a wide group of
external sta keholders. There will be som e in voluntary resettlem ent issues but t hese will b e
minimal. Therefore tranche 1 should remain as environmen tal category B, and there is no reason
for this to b e raised to an environmentally sensitive category B, which would require further stu dy
or an EIA.
H. CONCLUSIONS
56. There are no significant envir onmental impacts that require further detailed study or EIA.
With the finalization of an implementation-ready EMP early in Tranche 1, this IEE will become the
completed environmental assessment for Tranche 1.
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Appendix 1: Environmental Management Plan (EMP)
Table 1: Mitigation Plan
Project Potential Environmental (i) Proposed Mitigation Measures Location Timeframe Institutional Cost Estimates
Project Activity
Stage Impact (ii) Performance Targets Responsibilities (USD)
Component 1 Northern Basins Development Program
Pre- Project pre paration & All (i) Assure all id entified mitig ation N/A Prior to PPTA T eam, MEW Included i n
construction detailed design measures are incl uded i n designs a nd tendering of Supervising PPTA,
phase budgets construction Engineer, Implementation
(ii) all measures included activities Implementation Team budgets
Consultant
Construction Construction activities Dust, noise, and liquid / solid (i) Standard measures per CEMP At and in the Throughout the MEW Superv ising Included i n
waste em issions during (ii) monitoring benchmarks per CEMP vicinity of construction Engineer, infrastructure
construction construction phase Contractor budgets
sites
Operation Phase Overview
Operation Modernization of lower Global impacts on well-being (i) Mitigation of potenti al op eration p hase Throughout the See below See below See below
Summary Balkh w ater system of communities impacts are a ke y objective of the RBA lower Balk
operation strengthening and W UA strengthe ning water s ystem,
subcomponents with me asures
(ii) Details below directed at the
RBA and
WUAs
Operation-Phase Details
Operation Modernization of Stakeholder frustration with (i) Training an d communication provi ded System w ide During set-up of Implementation Included in RB A
Detail system operation or incom prehension of ne w during on going RBA stakeholder with me asures the ne w RB O, Consultant, RBA, strengthening
operational arran gements consultation and WUA support directed at the including WUA WUAs and W UA
leads to l ocal people (ii) Acceptable trainin g an d RBA and set-up capacity
damaging infrastructure, communication impl ementation progress WUAs building
compromising s ystem and acc eptably decreasing or lo w budgets, an d
operation; social conflict operational problems RBA recurrent
O&M budget
Operation Poor o peration of Damage to liv elihoods an d (i) RBA capa city bu ilding, inclu ding System w ide During se t-up Implementation Included in RB A
Detail scheme by RBA well-being thr ough a dverse technical assistance specifically related to with me asures and i nstitutional Consultant; Internal strengthening
impacts of RBA operation on developing an d impl ementing technic ally, directed at the capacity RBA q uality and W UA
surface water or gro und socially, an d envir onmentally s ound RBA building sta ge control; MEW capacity
water ava ilability or qu ality, operational pol icies, rules, and of the new RBA oversight of RBA building
or soil sal inization, flood ing, procedures; budgets;
etc. (ii) Compliance w ith operational pla ns as baseline surv ey
indicated by a nalysis of mo nitoring d ata budget; RB A
streams ag ainst op erational p lan, O&M bud get;
accompanied b y ade quate MEW
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Project Activity
characterization of ong oing s ystem management
functioning relative to baseline in terms of budget
flood da mage, cro pping pa tterns an d
yields, gro und and surfac e water q uality,
water-related conflicts including inflicted
structure da mage a nd vi olence,
perceptions of different water user t ypes
including far mers, livesto ck o wners,
women, urb an d wellers kuchi; and
institutional benchmarks such as
indicators of WUA formatio n pro gress
such as charters signed, elections held.
Operation Appropriation of Damage to liv elihoods an d (i) Prompt effective action taken t o System w ide During set-up of RBA, GOA RBA O&M
Detail operational c ontrol of well-being thr ough a dverse enforce r elevant provis ions of the W ater with me asures the ne w RB O, security, la w budget, GOA
structures from RBA / impacts of appr opriator’s Law directed at the including WUA enforcement, an d security and law
WUAs b y powerful operation on surface water (ii) RBA a nd W UAs op erate st ructures as RBA and set-up justice agencies enforcement /
individuals or families or gro und water av ailability per operational rules and procedures WUAs justice budgets
or quality, or soil salinization,
flooding, etc.
Operation EOP impact Flood, erosion, (i) Bangala fl ood safet y factor was Structures Design stage RBA, WUAs RBA / WU A
Detail sedimentation damag e to increased during design; operator training and afte r O&M budgets
weirs and su pervision, regu lar checks for project
damage an d prompt m aintenance an d completion
upgrading if foun d (ii) No damage from
design scale events
Component 2 NVDA Improvement
Pre- Project pre paration & All (i) Assure all id entified mitig ation N/A Prior to PPTA T eam, MEW Included i n
phase budgets construction Engineer, Implementation
(ii) All mitigation measures included activities Implementation Team budgets
Consultant
Construction Construction activities Dust, noise, and liquid / solid (i) Standard measures per CEMP At and in the Throughout the MEW Superv ising Included i n
waste em issions during (ii) Monitoring confirms CEM P obj ectives vicinity of construction Engineer, infrastructure
construction achieved construction phase Contractor budgets
sites
Operation Small-scale Changed do mestic and (i) Participat ory site identification, desi gn, In specific Before, during MEW Superv ising Included i n
infrastructure O&M irrigation w ater availability construction incl uding constructi on command and afte r Engineer, infrastructure,
and social conflict supervision, o peration, a nd maintenance, areas w ith construction Implementation WUA, O&M,
achieved thro ugh pu blic co nsultation an d WUAs Consultant, RBA budgets
WUAs Contractor, RBA
(ii) W UA pr ogress be nchmarks achi eved
(elections, charters, etc.)
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Project Activity
Operation Increased Worsened surface water an d (i) Natio nal agrochemical policies; farmer In on-farm During On-farm Included in on-
agrochemical use groundwater qua lity a nd education in agrochemical use; policing of demonstration implementation demonstration farm dem o
public health agrochemical imports and m arkets; sites contractor for budgets.
medical trai ning i n a grochemical farmer ed ucation Included i n
poisoning diagnosis and treatment pilot activit y. MAIL MAIL and MP H
(ii) N ational-level a grochemical and MPH for other. budgets
benchmarks achieved
Operation Increased water Adverse i mpacts on (i) Formation and stre ngthening of W UAs In specific Before, during MEW, Included i n
control afforded b y domestic and irrigation water in O&M th at mitigates a dverse im pacts. command and afte r Implementation public
newly gated structures supplies, e specially of Inclusion of vul nerable group members i n areas w ith construction Consultant, RBA consultation,
vulnerable groups relevant Com ponent activiti es (surve ys, WUAs WUA, survey
public consultation, WUAs). budgets
(ii) Fie ld ev idence (s urveys, pu blic
consultation, WUAs) that water supply in
general, and access of vulner able groups
in p articular, is as go od or b etter than at
baseline
Operation Project-led ch anges to Impacts co ntingent o n (i) Environ mental scre ening an d Throughout Prior to MEW, MAIL, Included i n
the i ncentive specifics of ince ntive assessment, and if necessary preparation NVDA area implementation Implementation NVDA refor m
environment (e.g. changes of EMPs, of pr oposed incentive ch anges of the NVDA Consultant, NVDA budget
privatization) for prior to their implementation. business plan
farmers an d others (ii) Effective screeni ng and EMP
currently de pendent implementation
upon state-c ontrolled
land and other assets
Operation Component + other Potential cumulative impacts (i) Proj ect an d RBA p articipation in t he Throughout Ongoing MEW, Included i n
projects’ p ast and similar t o Comp onent Provincial D evelopment Co uncil proc ess NVDA area Implementation agency budgets
future R&U o f NVDA impacts leading to a s trategy a nd plan to avo id, Consultant, RBA,
system mitigate, an d monitor ke y cumulativ e PDC
impacts
(ii) Ke y cumulative im pacts id entified;
strategy a nd p lan de veloped and
implemented
Operation Component + Component impacts on As above Throughout Ongoing As above As above
population gr owth + domestic w ater supply, NVDA area
urbanization water qu ality, and pu blic
health w ill occur
concurrently w ith rapid
growth in demand for
domestic w ater and public
health services
Component 3 Flood Management Program
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Project Activity
Pre- Project pre paration & None (i) Assure all identified mitig ation N/A Prior to PPTA T eam, MEW Included i n
phase budgets; (ii) all measures included construction Engineer, Implementation
activities Implementation Team budgets
Consultant
Detailed Infrastructure siting River attack of infrastructure (i) Assure pr oper p lacement, adeq uate At construction During design Design Engineer, Included i n
design (site-related EOP impact) setback, ap propriate en gineering des ign sites MEW Superv ising Implementation
for expecte d conditi ons, trials of Engineer, Team and
alternative protecti on me asures Implementation infrastructure
(porcupines, afforestation); (ii ) Consultant budgets
infrastructure damag e/failure within
expected limits
Construction Construction activities Dust, noise, and liquid / solid (i) Standard measures p er CEMP; At and in the Throughout the MEW Superv ising Included i n
waste em issions during (ii) monitoring benchmarks per CEMP vicinity of construction Engineer, infrastructure
construction construction phase Contractor budgets
sites
Construction Construction activities Damage to arch aeology (i) Site scre ening & if n eeded safe guard At and in the At the MEW Superv ising Included i n
esp. excavation sites or artifacts plans; (ii) no archeology harmed vicinity of beginning of Engineer, Implementation
construction the construction Implementation Team staff
sites phase Consultant budget &
infrastructure
budgets
Operation 97-100 p er cent Flood flow displacement due (i) Headwork o peration to d istribute flo od Throughout the After RBA, AFG-T AJ Headwork
closure of Yeti m T apa to Yetim T apa he adworks damage to the e xtent poss ible, system construction cooperation bod y operation N C;
channel network operation compensation for floo dway operation (if/when created) affectee
affectees, at RBA or AF G-TAJ option; (ii) compensation,
FW all-cha nnel floo d d amage no worse financing vi a
than FWO all-channel flood damage mechanism
TBD b y RBA,
int’l agreement
Operation Pyanj channelization Long-term aggr adation (i) At design, reduce le ngth, increase At and Design stage RBA RBA O&M
between e xisting T AJ at/below channelized reach setback; (i i) aggradation slo wer than downstream of budget
and pr oposed AF G increase i n c ountries’ a bility to defend the
5 km Pyanj against rising bed & water levels embankment
embankments site
Abandonmen Deterioration, Adverse impacts of defunct (i) Relocation, removal, dis assembly; (ii) At and in the After structure RBA RBA O&M
t displacement of gabions and porcupines defunct e lements de grade without vicinity of life budget
gabions / porcupines causing harm gabion a nd
porcupine sites
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Table 2: Monitoring Plan
Monitored
Impact Mitigation Location Measurements Frequency Responsibilities Cost
Parameters
All Components
Pre-construction Phase
Assure all identified mitigation As desig ns, Included i n IC
Designs & Implementation
All measures ar e inc luded in Office Document review budgets budget fo r
budgets Consultant (IC)
designs and budgets completed detailed design
Construction Phase
Dust, noise, and
MEW
liquid / so lid Included i n
Supervising
waste emissions Standard measures per CEMP Per CEMP Per CEMP Per CEMP Per CEMP infrastructure
Engineer,
during budgets
Contractor, IC
construction
Included i n
MEW
Site scree ning & if n eeded Implementation
Damage to Per Per Supervising
safeguard plans, b y n ational Per archeology Per arch eology Team staff
archaeology archeology archeology Engineer,
archeology advis or to safeguards safeguards budget &
sites or artifacts safeguards safeguards Implementation
Implementation Consultant infrastructure
Consultant
budgets
Component 1 Northern Basins Program
Operation Phase
Stakeholder
frustration w ith Solicitation &
or in comprehen- documentation of
Training and
sion of new ope- Stakeholder stakeholder/WUA
communication Included in IC /
rational arr ange- consultation, feedback;
Training a nd communic ation implementation training /
ments le ads to WUA support ongoing s ystem
provided d uring o ngoing R BA progress / Quarterly management
local pe ople activities; performance IC / RBA / SBC
stakeholder c onsultation a nd effectiveness; review budget; RBA /
damageing lower Balk h monitoring,
WUA support operational SBC recurr ent
infrastructure, system / flagging of
problems / O&M budget
compromising infrastructure occurrence O&M
events
system op era- problems /
tion; soci al events
conflict
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Monitored
Parameters
Sampling
Water leve ls, frequencies
flow rates, for eac h
RBA capacity building, including Flood d amage,
System cropping a nd parameter a s Included in IC /
Damage to technical assis tance spec ifically cropping
operation yields, struct ure determined training /
livelihoods a nd related to developing a nd patterns and
monitoring operational by IC & RBA; management
well-being implementing technic ally, yields, gro und IC / RBA / SBC
sites to be status, select ed annual or budget; RBA /
through adv erse socially, a nd env ironmentally and surface
determined by water q uality more frequent SBC recurr ent
impacts of RBA sound o perational po licies, water qua ntity
IC & RBA parameters, as analysis an d O&M budget
rules, and procedures and quality
determined by IC review of
& RBA monitoring
data
Damage to
livelihoods a nd Included in IC /
Structure
well-being Water leve ls, training /
Prompt effective action to operation as As per RBA
through mi s- Structure flow rates, management
enforce re levant provisio ns of per RBA operational IC / RBA / SBC
operation of sites operational budget; RB A
the Water Law operational rules
system by status recurrent O&M
rules
empowered budget
groups
Bangala fl ood safet y factor was
increased duri ng design;
Included in IC,
Flood, erosi on, operator traini ng and Physical
Engineering RBA/ SBC
sedimentation supervision, regul ar checks for condition of Weirs Post-flood IC / RBA / SBC
inspection recurrent O&M
damage to weirs damage and pro mpt weirs
budgets
maintenance and upgr ading if
found
Component 2 NVDA Improvement
Construction Phase
Changed Per
Records of
domestic a nd Participatory s ite id entification, participatory
stakeholder
irrigation w ater design, co nstruction including Beneficiary / structure Included in IC,
contacts /
availability a nd construction supervi sion, stakeholder At small development RBA/ SBC
complaints; WUA IC / RBA / SBC
social c onflict operation, an d ma intenance, input & structure sites protocol recurrent O&M
formation /
related to small achieved t hrough p ublic participation developed b y budgets
strengthening
infrastructure consultation and WUAs design
activities
R&U engineers
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Monitored
Parameters
Operation Phase
Agrochemical
use (t ype,
National agr ochemical policies;
amount,
Worsened farmer education in
application MAIL; MP H
surfacewater agrochemical use; policing of
procedures & Farmer survey s; operations
and groundwater agrochemical imp orts and
timing); health budget; IC /
quality an d markets; med ical tra ining in Agricultural Annual MAIL; MPH; IC /
incidence of surveillance; RBA / B C
public he alth agrochemical poiso ning areas review RBA / SBC
acute / chronic records of WUA budgets fo r
from increas ed diagnosis a nd treatme nt;
poisoning; training delivery O&M, WUA
agrochemical inclusion of integrat ed pest
provision of support
use management & agroch emical
WUA training
training in WUA programming
on re lated
topics
Sample sites
(rural, urban,
Adverse impac ts
GW, SW)
on domestic and Formation a nd strengthe ning of Water leve ls /
chosen as
irrigation w ater WUAs in O&M that mitigat es flow rates at
Domestic & representative Monthly water IC / RBA / B C
supplies, adverse imp acts. Inclusion of water supp ly
irrigation w ater of NVDA sampling, IC / RBA / SB C / budgets fo r
especially of vulnerable gro up members in points; W Q
supply q uality system- annual review WUAs O&M, WUA
vulnerable, fro m relevant C omponent activities parameters
& quantity impacted of data support
provision/rehab (surveys, pu blic co nsultation, suitable for fi eld
area, an d
of gated WUAs) testing by WUAs
monitorable
structures
by WU As
themselves
Impacts
Environmental screeni ng a nd Including in IC
contingent on As As
assessment, and if n ecessary As determi ned budget fo r
specifics of determined by As determined by determined IC / Project
preparation of EMPs, of by inc entive NVDA
changes in incentive incentive EMP by inc entive environment staff
proposed inc entive c hanges EMP institutional
incentive (e. g. EMP EMP
prior to their implementation. reform
privatization)
With o ther
irrigation R& U in Project and RBA participation in Office revie w Are monitor ing
the area - the Provi ncial D evelopment Overall and collation / data stre ams IC / Project /
IC / Project /
potential Council pr ocess lead ing to a irrigation R&U analysis of adequate to Annual RBA
RBA / SB C
cumulative strategy an d pla n to av oid, in th e a rea, projects’ capture review environment
O&M budgets
impacts simi lar mitigate, a nd monitor k ey and its impacts monitoring significant staff, SBC
to Component cumulative impacts data changes?
impacts
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Monitored
Parameters
With popu lation
growth + Project and RBA participation in Continuing
urbanization - the Provi ncial D evelopment appropriateness IC / Project /
Demographic IC / Project /
impacts on Council pr ocess lead ing to a of proj ect Annual RBA
and dem and Office review RBA / SB C
domestic w ater strategy an d pla n to av oid, activities as review environment
data O&M budgets
supply, w ater mitigate, a nd monitor k ey demographic staff, SBC
quality, an d cumulative impacts context evolves
public health
Component 3 Flood Management Program
Operation Phase
Proper infrastructure placement,
adequate setb ack, appr opriate Included in IC,
Infrastructure
River attack of engineering design for expected Infrastructure Engineering RBA/ SBC
damage / Post flood IC / RBA / SBC
infrastructure conditions; tria ls of alter native sites inspection recurrent O&M
failure
protection measur es budgets
(porcupines, afforestation)
Partial (3 per cent) mitigation by Channel Remote s ensing
Flood fl ow
Yetim T apa he adwork network Channel with gro und- Included in IC,
displacement
operation; performance target is activity by networks, truthing as During IC / RBA / RET A RBA/ SBC
due to Yeti m
FW a ll-channel fl ood d amage remote flood affected designed b y flooding / SBC recurrent O&M
Tapa head works
no worse than FWO all-channel sensing; flood areas RETA/IC river budgets
operation
flood damage damage morphologists
Long-term As
As Included in IC,
aggradation As determined by determined
At design, reduce le ngth, Bed & flood determined by RETA / IC / RBA RBA/ SBC
at/below re ach RETA/IC river by RET A/IC
increase setback levels RETA/IC river / SBC recurrent O&M
channelized at morphologists river
morphologists budgets
embankment morphologists
Abandonment Phase
Adverse impac ts Condition, WUAs, lo cal Included in IC,
Gabion &
of defun ct Relocation, re moval, presence of communities w ith RBA/ SBC
porcupine Visual inspection Post flood
gabions a nd disassembly as needed gabions & IC / RBA / SB C / recurrent O&M
locations
porcupines porcupines WUAs budgets
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Appendix 2 – Cumulative Impact Assessment
INTRODUCTION
1. Cumulative impacts are changes to the environ ment cause d by projects and a ctivities of
human origin in combination with other such actions. T his Cumulative Impact Environmental
Assessment (CIEA) considers (i) the likeliho od of any significant cumulative and induce d
environmental impacts from the entire MFF which would require a sector or regional assessment to
be prepared and (ii) the cumulative impacts of approved/committed Water Resources Development
Investment Program (WRDIP) activi ties with other projects and activities that could affect areas
potentially impacted by WRDIP.
2. Specifically, this CIEA addresses the following issues:
• The likelihood of any significant cumulative and induced environmental impacts from
the entire MFF;
• Cumulative impacts of approved/committ ed WRDIP act ivities with (a) ongoing

projects and with (b) expected future biophysical / socioeconomic changes such as
population growth and increasing domestic water demand;
• Past cumulative impacts on envir onmental components deemed sensitive or

vulnerable (e.g. habitats, sp ecies) in areas potentially impacted by
approved/committed WRDIP activities;
• Cumulative impacts of appr oved/committed WRDIP activitie s with othe r

committed/approved pro jects that h ave not yet reached th e field implementation
stage;
• Potential effects of the cumulative impacts identified above on mitigation measures

included in approved/committed WRDIP activities; and
• Mitigation measures for cumulative impacts. 31
3. Cumulative and induced environmental impacts from the entire MFF. This CIEA
considers the like lihood of sign ificant cumula tive and ind uced environmental impacts from the
entire MFF. This may occur in situations w here adver se impacts build up over successive
tranches, or where the program environmental impacts are influenced over time by external factors
such as biophysical/socioeconomic changes.
4. Cumulative impacts with approved/committed WRDIP activities. T his CIEA considers

cumulative impacts with approved/committed WRDIP activities. The currently approved/committed
WRDIP activities are th e WRDIP Tranche 1 co mponents, whose pote ntial environ mental impacts
and proposed mitigation are documented in the Tranche 1 initial environmental examination (IEE) .
31
In the absen ce of established ADB guidance on CIEA methodology and report structure, exemplar CIEAs
produced for ADB and other entities were identified and assessed for clarity, brevity, logical app roach and
moderate scope (i.e. project inclusion crite ria neithe r overly re strictive no r speculative). Th e be st of th em
was ch osen as a mode l and then modified an d dev eloped to suit pre sent purp oses: Queen sland
Department of Main Ro ads (20 04) Cumulative impacts and environmental management, Tungun Bypass
Environmental Impact Statement (Available:
http://www.mainroads.qld.gov.au/web/publicCR.nsf/DOCINDEX/Tugun+Bypass:
+Environmental+Impact+Statement+(EIS)).
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WRDIP and other projects still at a conceptu al or pre-feasibility stage are excluded from t his
analysis.
5. Cumulative Impacts with Ongoing Projects and with Anticipated

Biophysical/Socioeconomic Changes. These types of cumulative impacts were assessed in the
Tranche 1 environmenta l assessment (EA), whi ch was an initial environmental exa mination (IEE).
A summary of these find ings is presented here. These types of impacts enter the E A through th e
future-without-project (FWO) en vironment. The FWO environment reflects available historic da ta,
current field observations includin g relevant ongoing projects, plu s relevant e stimated FWO
biophysical and socioeconomic changes through to the end of project life (i.e. abandonment).
6. Past Cumulative Impacts on Sensitive and Vulnerable Environmental Components.

These impacts were also assessed in the Tran che 1 IEE, which inclu ded information about the
history of sensitive/vulnerable environment al components in its baseline environment
characterization. A summary of these findings is presented here.
7. Cumulative Impacts of WRDIP Tranche 1 Components With Other

Committed/Approved Projects Not Yet under Field Implementation. These impacts must be
assessed within the CIEA because normal EA methodology does not capture them. The rea son
for this is a s follows. In a theoretical worl d where projects and the ir impacts developed pure ly in
series witho ut overlap in time, EAs of each su ccessive project would aut omatically reflect th e
cumulative impacts of ( and with) all past projects in their baseline environments characterizatio ns.
In the real world situation, projects develop in parallel, and the yet-t o-be-realized impacts of
committed/approved projects not yet in field implementation may be missed.
OVERVIEW OF CONTENTS
8. This document describes:
• The spatial and temporal boundaries of the WRDIP MFF as a wh ole and the
Tranche 1 potentially cumulatively impacted areas (PCIA);
• The WRDIP MFF cumulative impacts;
• The WRDIP Tranche 1 components and the ir impacts (i.e. those impacts sub ject to
cumulative impact with other activities); 32
• The cumulative impacts of WRDIP Tranche 1 components with (a) ongoing projects
(under implementation and early operation ph ase) and (b) ongoing biophysical and
socioeconomic processes such a s demographic chang e and incr easing wate r
demand;
• Past cumulative impacts of proje cts and other human activities on en vironmental
components deemed sensitive or vulnerable;
• Identification of other committed/ap proved projects having impacts on areas subject

to WRDIP Tranche 1 impacts (to err on the side of caution, projects whose formal
32
No ne of t he p rospective Tra nche 2 and 3 components cu rrently h ave sta ble concepts nor
approval/commitment from ADB/GOA and so are not included here. Their EAs will assess their cumulati ve
impacts with Tran che 1 components, other o ngoing pr ojects as of the E A study, and expected fu ture
changes (demography etc.)
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approval / commit ment seems probable are included even if approval has not yet
occurred or cannot be confirmed);
• The potential cumulative impacts of these projects with WRDIP Tranche 1

components;
• The potential effects of the cumulative impacts on WRDIP Tranche 1 mitigation

measures; and
• Cumulative impact mitigation measures.
SPATIAL AND TEMPORAL BOUNDARIES

i. Boundary Types
9. Setting bou ndaries is the process of establishing limits to the area and period to be
assessed for cumulative impacts. Boundaries may be spatial or temporal.
ii. Potentially Cumulatively Impacted Area

10. The first tra nche under the Investment Program will have four components: (i) Component
1: Northern Basins Development (NBD); (ii) Co mponent 2: NVDA I mprovement; (iii) Component 3:
Flood Management; and (iv) Co mponent 4: Program Man agement and Development. The firs t
three components will have physical and non physical outputs as an integrated package. T he
physical outputs includ e irrigat ion improvement works an d bank ero sion and flood protection
works.
11. The potentially cumulatively impact ed areas (PCIAs) for tranche 1 a re here taken as
identical to the studied areas of the three Tra nche 1 components that include physical works.
These areas are three discontigu ous zones associated with the three components: (i) the lower
Balkh Basin for Component 1, (ii) the Nangarhar Valley Development Authority command area plus
downstream areas for Com ponent 2, (iii) the lower Pyanj River Basin plus downstream areas for
Component 3, and ( iv) areas up stream from any of the foregoing th at are pote ntial sour ces of
environment-on-project (EOP) i mpacts. Downstr eam area here refers to downstr eam region s
potentially impacted by upstream water abstraction, regulation, or pollution.
12. The types of physical interventions eligible for Tr anche 2 and 3 WRDIP fi nancing are water
resources infrastructur e for irrigation and flood and/ or er osion contr ol. In certain circumstances
hydropower or bulk domestic water supply will also be eligible, or a combination thereof.
13. The locations for Tranche 2 and 3 interventions have not been defined and could take place
in any of Afghanistan’s provinces.
iii. Temporal Bounding

14. The temporal boundin g used he re is from baseline to full maturity of all WRDIP
interventions. Baseline is defined as mid-2009. Full maturity of all WRDIP interventions is taken to
be 2024, five years beyond the assumed WRDIP end date of 2019.
CUMULATIVE AND INDUCED ENVIRONMENTAL IMPACTS FROM THE ENTIRE MFF

15. WRDIP interventions in Tranches 2 and 3 are likely to be dominated by water resources
infrastructure for irriga tion and floo d and/or ero sion control as per Tran che 1. Ten tative tranche 2
sub-projects include: co nstruction o f Imam Sahib headworks; Yetim T apa intake, channel a nd
system improvements; investments in Sherin Ta gab, Sari P ul and Khulm River Ba sins; traditional
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irrigation rehabilitation and upgrading in the Lo wer Kabul Basin; and extension of the Yangi Qala
embankment. Environmental impacts are likely to be the sa me as for T ranche 1. S ome impacts ,
particularly impacts related to con struction a ctivities for Imam Sahib headworks, Yetim Tap a
intake, channel and system impro vements, and traditional irrigation R&U in the Lower Kabul Basin
will be pre dominantly location specific, with impacts sh ort-term and/or m inimal, particular ly if
mitigation measures are undertaken, as shown in the Tranche 1 Environmental Ma nagement Plan
mitigation table (see table 2). Since subsequent phy sical activities will be undertaken in different
locations, there will be no significant cumulati ve enviro nmental impact from the entire MFF.
Subprojects in the Sherin Tagab, Sari Pul and Khulm River Basins have not been identified yet.
16. Potential lo ng-term imp acts (e.g. social c onflict due to changes in water distribu tion) are
mainly due to ch ange in the in stitutional env ironment, and successive tranches will make no
difference to this initia l change which will be mitigated in tranche 1. In such instances there will
therefore be no significant cumulative environmental impact from the entire MFF.
17. The only likely cumulative impact t hat can be envisaged at this stage for the MFF as a
whole is changes to the Pyanj river morphology as a consequence of successive river training and
bank protection interventions. For example, the cumulative impact of a t ranche 2 extension of the
Yangi Qala embankment constructed under component 3 of Tranche 1 may affect the river course.
Such impacts can be mitigated by appropriate site se lection of works based on h ydrological and
morphological studies, transboundary dialogue with Tajikistan to coordinate flood control and other
developments, and mutually beneficial solutions (see Table 4).
18. The potential cumulative impacts of water sector development in Afghanistan in general are
not addressed here, nor are the range of possible water sector development scenarios and th eir
potential cu mulative impacts revie wed here. These important and necessary tasks will be
addressed in the medium-term (five to ten year) basin, regional, an d water resources secto r
planning studies that are expected to be un dertaken fo r each of the river basins (throug h
assistance from WRDIP or other donors).
19. Therefore, based on current information, there is little likelihood of significant cumulative
and induced environme ntal impacts fr om the e ntire MFF t hus a secto r or regional assessmen t i s
not required.
WRDIP TRANCHE 1 COMPONENTS AND THEIR IMPACTS

20. The committed/approved projects of WRDIP are its Tranche 1 components. Their ph ysical
and non-physical elements are shown in Table 1.
21. The CIEA addresses only those impacts of other projects that augment (additively o r
otherwise) an impact of a Tranche 1 component. Their impacts are shown in Table 2.
CUMULATIVE IMPACTS OF ONGOING PROJECTS AND PROCESSES WITH WRDIP

TRANCHE 1 COMPONENTS
i. Ongoing Projects
22. One category of cumul ative impact arises fro m the combination of WRDIP Tra nche 1
components with ongoing projects. Ongoing here means under con struction an d in the ea rly
operation period following construction, during which farmers gradually shift their cropping and
agricultural practices to the new water regime and eventually realize full benefits. Full ben efit
realization is generally assumed to occur five years after the construction completion.
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23. Component 1 (C1), Northern Basins Program. The Emergency Rehabilitation an d
Reconstruction Project – Traditional Irrigation Component (EI RRP-TIC) r ecently rehabilitated and
upgraded some secondary and tertiary irrigation canals an d traditional water control structures in
the C1 area . C1 itself will include construction of an additional 200+ small structures designed by
EIRRP-TIC along main canals in th e lower Balkh ri ver system. The impacts of the small scale
water control infrastructure already constructed by EIRRP-TIC and to be constructed under C1 are
localized to the structur e construction sites an d to the small catchme nts of the structures. The
cumulative impact of C1 + EIRRP- TIC recently-constructed small-scale infrastructu re will be for
these impacts to occur at more places on the landscape. Th reshold or higher-order effects are not
anticipated and no mitigation beyond that described in the Tranche 1 IEE is required. Cumulati ve
impacts with the recently complete d Samarkan dian weir are also possible. Sama rkandian an d
Bangala weirs in combination afford control over most of the lower Balkh flow, and, as explained in
the Tranche 1 IEE, this is accom panied by risks of m isappropriation of structure operation and
flows by empowered groups and deficien cies in River Basin Autho rity operation. An expected
cumulative impact of irrigation rehabilitation and upgrading (R&U) o verall is incr eased
agrochemical use, and potential related knock-on effects such as contamination of domestic water
supplies and agricultural produce, in creased occupational he alth risks to agricultural workers, and
an increase in incidence of acute pesticide toxicity related to intentional ingestion.
24. Component 2 (C2), Nangarhar Valley Development Authority. Several ongoing projects
have rehabilitated and u pgraded NVDA irrigation infrastructu re. In 2005- 6, some proportion of th e
USAID Afgh anistan Immediate Need s Program work in Nangarhar Province (manual silt remova l
from 2200 km of community canals, built 150 km of roads and 350,000 m3 of dikes, flood protection
walls, road culverts, washes, and canal intake s) was done within the NVDA command area. In
2008-9, the USD2.8 million Grand Canal Repair project, a partnership of the GOA and the
Nangarhar Provincial Rehabilitation Team of the International Security Assistance Forces, repaired
irrigation str uctures on 63 km of NVDA canals in four distr icts, repa ired 850 gates, and insta lled
five new siphons. Since June 2004, the World B ank Emergency Irrigation Rehabilitation Pr oject
(EIRP) has been repairing intakes a nd providing pr otection walls and cr oss drainage structures at
some NVDA location s. As for C2 above, much of the impact of this work will be localized to
structure construction sites and to the catchments of the structures and canals, and the cumulative
impact will be for these im pacts to occur at m ore places on the landscape. Cumulative im pacts
related to increased agrochemical use (as described above for C1) are also expected.
25. Component 3 (C3), Flood Management Program. Rehabilitatio n (or arguably new
construction given the highly deteriorated conditi on of the Soviet emb ankment) of the Tajikistan
embankment along the old Soviet alignment was completed rece ntly, and construction of
protection works (spurs) is ongoing. These works in combination with C3 construction of (i) Yetim
Tapa headworks and ( ii) a short embankment along t he Pyanj to the west of the headworks will
likely have two cumulative impacts. First, t he T ajikistan embankment maintains and renews the
exclusion of Pyanj flood flows from the northern half of the Hamadoni/Darqad fan, and the Yeti m
Tapa headworks will exclude flood flows from an other section of the fan. The Yetim Tapa channel
network is currently inactive but was active as recently as perhaps 1984, and is likely to become so
again at any time in th e absence of intervention. With the closure of the Yetim Tapa network to
flooding, only two active channel networks remain (one to the east and o ne to the west of Darqad).
Interannual flood frequency, flood water levels, bank erosio n, and bed aggradation rates will likely
increase on these remaining netw orks with th e Yetim Tapa closure. In addition, the C3 ~5 km
Pyanj embankment in combination with the Taji kistan embankment will channelize the Pyanj for a
short reach, likely causing bed degradation in the channelized reach and aggradation below it.
Page 338
Each of these effects will tend to increase flood water levels, bank erosion, a nd em bankment
attack, thereby increasing the cost of maintaining flood protection at a constant risk level for both
countries.
ii. Ongoing Biophysical and Socioeconomic Processes

26. Another typ e of cumulative impact arises fro m the combination of WRDIP Tra nche 1
components with ongoing biophysical and socioeconomic processes. By definition, cumulative
impact assessment addresses the impacts of combinat ions of human activities, and thus excludes
the combination of WR DIP Tranche 1 components with biophysical pr ocesses arising so lely from
non-anthropogenic cau se (but not biophysical processes for which anthropogenic forcing is
possible bu t not confir med, or that are caused by a co mbination of anthropog enic and n on-
anthropogenic forcings).
27. C1 Northern Basins Program. Our un derstanding of ongoing biophysical and

socioeconomic processes in the lower Balkh system is quite limited. The limited information we do
have suggests that the conflict de cades put cons iderable stress on traditional social controls on
water allocation such that empowered groups (co mmanders) took control of tr aditional wa ter
diversion str uctures, an d previously sanctioned behaviors (e.g. theft of water from canals using
low-lift pumps) were tolerated in some cases. But very little is known about how these
arrangements have evol ved over time, particularly in the post-conflict period. The apparent post-
conflict rapid increase and then decrease in oPIOm cu ltivation in parts of the system suggests th at
socio-political arrangements can be unstable a nd can und ergo rapid change. C1 proposes to
transform water manag ement in t he system fr om a traditional syst em controlled by (privilege d)
users of the system to one that is centrally managed by a River Basin Agency on the basis of
hydrologic and other data streams. The cumulative impact is of the (i) continued unfolding of
sociopolitical arrangements in the post-conflict period with (ii) the C1-led changes in th e
sociopolitical arrangements for water management.
28. C2 NVDA Improvement Program. C2 i mpacts will occur in the context of rapid
demographic and economic change in the PCIA, which is located in a ra pidly urbanizing area near
the Afghanistan-Pakista n border that has considerable potential for ag ricultural an d other export
production. C2 impacts on bulk do mestic water s upply and quality, and in turn pu blic health, will
occur at the same time that demand for domestic water su pply is growing rapidly due to growth in
population numbers and growth in per capita dem and with urbaniza tion. Concurrently, wa ter
supply and public health infrastructure availability and qu ality could deteriorate if they do n ot
expand quickly enough to keep pace with population growth.
29. C3 Flood Management Program. Human settlement, exploita tion, and development of
flood- and erosion-prone areas have been among the most fundamental and widespread of human
activities for many millennia, and catastrophic flooding of settlements a nd agricultural areas is as
old as civilization. Flo oding and b ank erosion as adverse impacts ar e in effe ct created by the
process of settlement and development in vulnerable are as – their o ccurrence in natural, n on-
human modified landscapes is not problematic – and as settlement and development proceed, the
magnitude of potential adverse impa cts increases. To some extent this has happened during the
20th century and is continuing into the 21 st century, in the flood- and erosion-prone areas of th e
Hamadoni/Darqad fan o f both Tajikistan and Afghanistan. Traditionally an accepta ble outcom e
has been to construct and maintain increasingly effective ( and increasingly expens ive) flood a nd
erosion protection infrastructure around increas ingly densely settled an d highly de veloped are as
(e.g. as happened in the Netherlands), but there is no guarantee in any given setting that economic
Page 339
capacity, technical so lutions, and river hydrol ogy/sedimentology will produce a solution with
acceptable residual risks.
PAST CUMULATIVE IMPACTS ON ENVIRONMENTAL COMPONENTS DEEMED

SENSITIVE OR VULNERABLE
30. C1 Northern Basins Program. T he C1 PCIA is characterized by a rich archeological
heritage. The conflict decades ha lted archeological rese arch and rendered conservation an d
protection impossible, thereby grea tly increasin g plunder and destruction. It is cr itical that th e
utmost care be taken to screen sites prior to constructio n, and if n ecessary to develop an d
implement safeguards plans for water resources infrastru cture con struction, to e nsure that no
further damage is caused.
31. C2 NVDA Improvement Program. The C2 PCIA is not believed to contain any vulnerable
or sensitive environmental components.
32. C3 Flood Management Program. Tugai habitat alon g the Amu/ Pyanj gene rally has
experienced accelera ting fragmentation and de struction in recent deca des. In the C3 PCIA, this
habitat has progressively deteriorated since (at least) the construction of the Tajikista n
embankment by the Soviets in the mid-1900s. During the conflict years, this process was
exacerbated by an influ x of refugees who utilized t ugai re sources for their survival. In the po st-
conflict per iod, the dyn amics of the border region (i.e. smuggling) continue to limit the ability o f
GOA and concerned donors (e.g. UNEP) to work with local communities to conserve or rehabilitate
the tugai. C3 is not e xpected to have negative impacts on tugai ha bitat, and in deed includ es a
social fore stry compon ent that may include tugai spe cies, howe ver implementation-sta ge
monitoring will be undertaken to ensure that this asse ssment is correct and to track social forestr y
progress including its contribution (if any) to tugai rehabilitation.
IDENTIFICATION OF OTHER COMMITTED/APPROVED PROJECTS

33. The first step in identifying other (pr e-field implementation) committed/ap proved projects is
to assemble a long list of candid ate projects. Several sources we re examine d for candidate
projects:
• The Afghanistan National Develop ment Strate gy 1387-13 91 (2008-2013) 33 , which

provides str ategic dire ction for natio nal development in general, and water sector
development in particular, was first e xamined to confirm that it does not list specific
projects.
• The 2007 Water Sector Strategy prepared by the Ministr y of Energy and Water
(MEW) 34 lists priority construction p rojects org anized in three categories: (i)
National River Basin Ma nagement Program; (i i) Emergency Irrigation Rehabilitation
Program; and (iii) National Water Resources Development Program.
33
GOA. 2 008. Afghanistan National Development Strategy 1387-1391 (2008-2013). Available:
http://www.ands.gov.af/ands/final_ands/src/final/Afghanistan%20National%20Development%20
Strategy_eng.pdf
34
Ministry of Energy an d Water-Water Resources . (2 007). Water Sector Strategy for Afghan istan National
Development Stra tegy. Available: http ://www.ands.gov.af/ands/final_ands/src/final/
ministry_strategies/English/Ministry%20of%20Energy%20and%20Water-Water%20Resources % 20-
%20%20English.pdf
Page 340
• The 2008 Water Sector Project Atlas prepared by USAID 35 presents a ‘wish list’ o f
potential projects identified through consultation with a wide range of stakeholders.
• The Project Implementation Unit (PIO), D epartment of Plann ing, Ministry of Energy
and Water was consulted. It maintains a list of the projects that it is re sponsible to
process for funding under the Afghanistan Rehabilitation Trust Fund (ARTF) and b y
bilateral donors. In addition, PIO staff are also familiar with projects pr ocessed by
other MEW units.
34. From these sources, a long list of proj ects was compiled and then screened to identify
those (i) including physical works; (ii) approved/committed; and (iii) located in or having impacts on
one of the PCIAs including areas downstream of the WRDIP Tranche 1 components (Table 3).
35. Four approved/ongoing projects were identified:
• Provincial-level projects (with Provincial Reconstruction Teams, PRTs, etc.)
• ADB Em ergency Irrigation Rehabilit ation and R econstruction Project – Traditional

Irrigation (EIRRP-TIC)
• European Union Pyanj-Amu Ri ver Basin Programme (formerly Kunduz River Basin
Programme, KRBP)
• World Bank Emergency Irrigation Rehabilitation Project (EIRP)
CUMULATIVE IMPACTS OF IDENTIFIED PROJECTS WITH WRDIP TRANCHE 1

COMPONENTS
36. Each of the four identified projects involv es implementati on of subprojects that will be
approved on an ongoing (rolling) basis for the duration of the parent project. It is not possible to
characterize the impacts of these subprojects, nor in turn t heir cumulative impacts with WRDIP
Tranche 1 components, until (a t a minimum) subproject locations an d concepts are reasona bly
well-defined. Thus this cumulative impact asse ssment tasks should be deferred to this timeframe
(see Section K, Mitigation, below).
POTENTIAL EFFECTS OF CUMULATIVE IMPACTS ON WRDIP TRANCHE 1

MITIGATION MEASURES
37. None of the cumulative impacts (shown in Table 4) compromises the effectiveness of any
of the proposed WRDIP Tranche 1 mitigation measures (shown in Table 2).
MITIGATION MEASURES FOR CUMULATIVE IMPACTS

38. Table 4 documents mitigation measures for th e identified cumulative impacts. Mitigation
measures in addition to those already identified in the Tranche 1 IEE are:
• For C1/C2 + ongoing (includes recently comp leted) small-scale water infrastructure
– includ ing strengthening of lo cal water management institutions, training about
adverse impacts of su ch infrastru cture and mitigation options, and support fo r
benefit realization (e.g. demonstrations of improved on-farm water management);
35
USAID. 20 08. Water Sector Project Atlas, Prepared for the I slamic Republic of Afghanistan. Afghanistan
Infrastructure and Rehabilitation Program.
Page 341
• For C3 + in creasing po pulation an d agricultur al/urban de velopment in flood-pron e
areas – As part of the National Flo od Management Progr am/Unit developed und er
WRDIP, support local co mmunities to develop a ppropriate ‘living with flo ods’ plans.
These could include flood zoning (the regulation of investment and human activity in
floodways and on floodplains) a nd flood preparedness (construction of flood
refuges, warning and evacuation systems, prepositioning of sandbags etc.).
• C1, C2, C3 + as-yet-unidentified future subpr ojects u nder EU Pyanj- Amu Basin
Project, WB EIRP, and provin cial governments – Develop institution al
arrangements to en sure regular communication between WRDIP PDF and oth er
projects to coordinate infrastructu re commitment, planning and design, an d
mitigation/monitoring of adverse impacts.
CONCLUSIONS
39. Based on current information, there is little like lihood of sig nificant cumulative and induced
environmental impacts from the entire MFF thus a sector or regional assessment is not required.
40. WRDIP Tra nche 1 co mponents will have cumulative impacts with other on going and
approved/committed pr ojects, and with ongoing biophy sical/socioeconomic processes. With
mitigation their residua l impact will be acceptable. The CIEA identified three n ew cumulative
impacts and corresponding mitigation measures; al l other cumulative i mpacts and corresponding
mitigation were previously identified in the Tranche 1 IEE. None of the cumulative impacts affe cts
vulnerable/sensitive environmental components.
Page 342
Table 1a: WRDIP Tranche 1 Physical Works
Component
Northern Basins
Development
Lower Balkh Basin (Balkh
Location plains are as of Balkh a nd Nangarhar Province Takhar and Kunduz Provinces
Jawzjan Provinces)
Intervention
Irrigation improvement Irrigation improvement Bank erosion and flood protection
Type
(i) Embankment (5-6 km) with pilot
erosion protection (porcupines,
riverside afforestation with flood
Major New
(vii) Bang ala Weir tolerant tree species)
Physical Works
(ii) Permanent gated intake on the
Amu Darya for the Yetim Tapa
irrigation system
(i) 250 main canal structures
Test o f e ffectiveness o f ga bions and
(ii) Secondary and tertiary
other q uick gestation and l ow cost
Minor New canal structures on a pilot
interventions to pr otect are as al ong
Physical Works basis to establish
the Amu Dar ya from mi nor ban k
effective WUA
erosion
engagement modalities
(i) Darunta Dam headgate
repair
(ii) Main canal desilting
(i) Samarkandian Weir - (iii) Protection wall
rehabilitation and improvement
Rehabilitation enhanced flood passage (iv) Secondar y canal
and Upgrading capacity, control gates headgate replacement
of Existing electromechanical (v) Siph ons repair
Engineered improvement (vi) Spill ways repair
Structures (ii) Narhi Shahi Weir - control (vii) Drain age passages
gates electromechanical repair
improvement viii) Intake and pump house
repairs
(ix) Secon dary structure
rehab
Gross command area
400,000 ha (i rrigated o n a
rotating basis). Irrigated
Area 25,000 ha 5000 ha
area: dr y year 32,00 0 ha,
normal year 6 4,000 h a, wet
year 80,000 ha
Page 343
Table 1b: WRDIP Tranche 1 Non-Physical Activities
Northern Basins Development Component
River Basin Management
Establish a nd support the N orthern Basi n River B asin A gency and River Bas in Council, inc luding tr aining, r esources,
advice, and assistance to:
(i) Monitor, measure, and analyze flow data, and develop operational rules for major structures
(ii) Undertake O&M tasked to RBA – develop O&M policies and mechanisms for sustainable financing, province interim
O&M financing on a declining basis
(iii) Prepare Northern Basins water resources management strategy and master plan
Water Users Associations
(i) Develop effective WUAs by strengthening and formalizing the mirab system into legally established WUAs under the
Water Law
(ii) Provide core technical training to WUAs and farmers on O&M, minor repairs, water distribution and management,
basic irrigation design, irrigation scheduling, monitoring and evaluation
(iii) Develop WUA development plans for other WRDIP basins for possible Tranche 2 implementation
(iv) Pilot program of WUA participation in secondary and tertiary structure development
(v) Preparation of plans for scaled-up WUA participation in development of structures identified and prepared by WUAs in
Tranche 1, for possible Tranche 2 implementation
(vi) Improved on-farm water management demonstration activities delivered through WUAs.
River Basin Councils
RBC and sub-RBC development will be initiated through public consultations with water users dur ing Master Plan fi eld
surveys a nd a ssessments. The RBC will be c omprised of SRBCs, e ach repr esenting a fe deration of W UAs o n a
particular irrigation canal.
NVDA Improvement
NVDA Reform
The component will support:
(i) Institutional restructuring and business planning putting NVDA on a corporate basis under an independent board, and
creating a sustainable irrigation service delivery agency, based on analysis of markets and land tenure/management
options
(ii) Sustainable main canal O&M financing
(iii) Interim O&M through interim declining financing
Water User Associations
Starting with the e xisting lo ose mirab s ystem, the component will sup port devel opment and strengt hening of W UAs in
privately managed and leasehold areas with:
(i) Training in O&M and minor repairs, water distribution and management, irrigation scheduling, monitoring, and
evaluation
(ii) Improved irrigation and on-farm water management demonstration activities, open to NVDA operating staff and others
farming or irrigating NVDA land
(iii) Coordination of WUA and irrigation service delivery agency responsibilities and activities
National Flood Management
National Flood Management (NFM) Program and NFM Unit, MEW Kabul
Establish and support NFMP/NFMU by:
(i) Developing a five-year NFMU capacity building plan addressing development of a flood management policy; national
flood-threatened and -affected areas database; flood management and bank erosion monitoring system; enhanced
flood warning and emergency response system; and priority flood management project portfolio
(ii) Training NFMU staff in flood risk assessment, flood mapping, flood management structure design, and other related
topics
(iii) Preparing flood management works for financing under the WRDIP Tranche 2
Page 344
Table 2: WRDIP Tranche 1 Impacts and Mitigation Measures
Phase & Activity Impact Mitigation
All components
Construction-phase: du st,
Standard measures per Co ntractors
noise, and l iquid / solid waste Air-water-noise pollution
Environmental Management and Monitoring Plan
emissions
Construction ph ase: Disturbance or dam age to Implementation C onsultant t o scre ens all sites,
construction activities archeology artifacts or sites plan safeguards if needed
Small-Scale Irrigation Structures Improvement
(Northern Basins Program & NVDA Improvement Components)
Participatory site i dentification, desi gn,
Operation ph ase: O&M of Changed domestic a nd irri gation construction i ncluding cons truction sup ervision,
minor irrigation structures water availability; social conflict operation, an d mai ntenance, ach ieved thr ough
public consultation and WUAs
National agr ochemical p olicies; farmer ed ucation
Worsened surface water an d
Operation p hase: incre ased in agroc hemical use; policing of agrochemical
groundwater quality a nd p ublic
agrochemical use imports and markets; medic al training i n
health
agrochemical poisoning diagnosis and treatment
Support to W UAs to undertake O&M that
Operation phase: ch anges in Adverse i mpacts o n do mestic
mitigates adverse im pacts. Inclusio n of
water d istribution affor ded b y and irr igation water sup plies,
vulnerable gr oup memb ers in surve ys, public
newly gated minor structures especially of vulnerable groups
consultation, WUAs
Specific to Flood Management Component
River attack of embankm ent and Appropriate placement, s etback, des ign for
Operation phase, siting related:
Yetim Tapa intake expected conditions; trials of alternative protection
EOP impact on infrastructure
measures (porcupines, afforestation)
Increased water leve ls, floo ding
Headwork op eration t o d istribute fl ood d amage.
Operation p hase: Yetim T apa on remaining channel networks in
Performance target: future-with-project all-channel
channel network closure during years when future-without-project
flood d amage no worse th an F WO all-chan nel
flood events (97-100 per cent) (FWO) Yetim Tapa cha nnel
flood damage
would have been active
Operation p hase: P yanj Reduced length, increased setback. Performance
channelization bet ween Long-term ag gradation at/below target: aggr adation s lower th an i ncreasing ability
proposed a nd T AJ existin g channelized reach of countries to defend a gainst rising bed & w ater
embankments levels
Abandonment pha se:
Hazards from defu nct ga bions Relocation, re moval, d isassembly if necess ary t o
deterioration, displ acement of
and porcupines avoid problems
gabions / porcupines
Specific to Northern Basins Program Component
Stakeholder frustration with or
incomprehension of ne w
Operation phas e: operational ar rangements l eads Training a nd communic ation pr ovided during
modernization of s ystem local p eople to damage ongoing RBA stakeho lder consultation an d W UA
operation infrastructure, compromise support
system o peration; or to s ocial
conflict
Damage to livelihoods a nd well-
being through adverse impacts of RBA cap acity b uilding, inclu ding tec hnical
Operation p hase: P oor RBA oper ation on surface water, assistance sp ecifically re lated to tech nically,
operation of scheme by RBA groundwater ava ilability or socially, an d envir onmentally sound operational
quality, s oil s alinization, flo oding, policies, rules, and procedures
etc.
Operation phas e: Damage to livelihoods a nd well-
Appropriation of operatio nal being through adverse impacts of
Prompt effective action tak en to enforce rel evant
control of struc tures from RB A appropriator’s oper ation on water
provisions of the Water Law
/ WUAs by powerful individuals water availability or quality, or soil
or families salinization, flooding, etc.
Bangala fl ood safety factor was incre ased d uring
Operation p hase: EOP impa ct Flood, eros ion, sedime ntation design; op erator traini ng an d supervisi on, r egular
on infrastructure damage to weirs checks for da mage a nd pr ompt mainten ance an d
upgrading if found
Specific to NVDA Improvement
Project-led c hanges t o th e
Impacts contin gent on sp ecifics Environmental assessment of propos ed i ncentive
incentive env ironment (e.g.
of incentive changes changes and preparation of EMPs if necessary
privatization)
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Table 2: WRDIP Tranche 1 Impacts and Mitigation Measures
Phase & Activity Impact Mitigation
Project a nd RBA partici pation in the Pr ovincial
Component + other proj ects’ Potential cum ulative imp acts of
Development Counc il pro cess lea ding to a
past a nd futur e R&U of NV DA WRDIP R&U + other proj ects’
strategy a nd p lan to avo id, mitigate, a nd monitor
system R&U of NVDA system
cumulative impacts
Potential cum ulative imp acts of
component o n domestic w ater
Component + popul ation supply, water qua lity, an d public
Same as above
growth + urbanization health + concu rrent rapi d gro wth
in dem and for domestic water
and public health services
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Table 3: Approved/Committed Projects Screening

(exclusionary criteria indicated by shaded cells)
Study / Potential Downstream
Approved/ Include in
Name Non-Phys Impacts in of Tranche 1
Committed CIEA?
Only? PCIA? Component?
Provincial Level Activities (with Provincial Reconstruction Teams etc.) No Rolling approval Yes Yes Yes
Main project yes;
ADB Emerge ncy Irri gation Reha bilitation an d Rec onstruction Pr oject –
No rolling approval Yes Yes Yes
Traditional Irrigation (EIRRP-TIC)
of SPs in PCIAs
European Union Pyanj-Amu Basin (formerly Kunduz River Basin Project KRBP) No “ “ Yes Yes Yes
World Bank Emergency Irrigation Rehabilitation Project (EIRP) No “ “ Yes Yes Yes
Almar Storage Dam, Faryab Province No No No
Andkhoi Irrigation Project, Faryab Province No No No
Cleaning & Rehabilitation of Seven Canals in Helmand Valley No No No
Design & Build Amu Darya Andkhoi Pump Scheme, Faryab Province No No No
Kafgan Irrigation Project, Herat Province No No No
Kalagosh Irrigation Project, Lagman Province No No No
Pashdan Storage Dam, Farah Province No No No
Preliminary St udy, Machalgho & Parak & Paktika Irrigati on an d Po wer Dam,
No No No
Paktika
Rehabilitation of Dalla Dam in Kandahar No No No
Rehabilitation of Six Dams Concept stage No
Western Basin Water Resources Management Project No No No
ADB-MRRD Mini-Hydro Development Project Badakshan & Bamian No Tender No No No
Chashma-e-Shafa Dam and Pule-e-Baraq Dam (Balkh Basin) Yes Yes No No
Shahwa-arous Storage Dam, above Kabul City Yes No
Warsaj Irrigation and Hydropower Project, Amu Darya, Takhar Province Yes No
ADB Pyanj River Basin Flood Management Regional TA Afghanistan-Tajikistan Yes No
Detail Surv ey & Design Sm all & Medi um Dams & Related Structure s Amu
Yes No
Darya, Northern, Helmand, Western & Kabul Basins
Detail Survey/Design Small & Medium Dams & Related Structures Yes No
Feasibility Study for Farah Rud Irrigation Project Yes No
Feasibility Study for Gambiri Irrigation Project Yes No
Feasibility Study for Gulbahar Storage Dam Project Yes No
Feasibility Study for Kajaki Gates Project Yes No
Feasibility Study for Kelagai Storage Dam Project Yes No
Feasibility Study for Small and Medium Dams Yes No
Feasibility Study of Kamal Khan Flood Control and Power Project Yes No
Feasibility Study of Shatoot Storage Dam Project Yes No
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Table 3: Approved/Committed Projects Screening

(exclusionary criteria indicated by shaded cells)
Study / Potential Downstream
Approved/ Include in
Name Non-Phys Impacts in of Tranche 1
Committed CIEA?
Only? PCIA? Component?
Feasibility Study Upper Amu Darya Irrigation & Hydropower Project Yes No
World Bank Afghanistan Water Resources Development (AWARD) Yes In preparation No
World Bank Kabul River Basin Decision Support System Yes No
Page 348
Table 4: Cumulative Impacts and Mitigation Measures
Phase & Activity Cumulative Impact Mitigation
With Ongoing Projects
C1 + be nefit realization fro m Localized im pacts i n m ore Within instit utional strengt hening activiti es of C1,
infrastructure R&U recentl y locations of small-sca le water train loc al or ganizations to mitigate loc alized
completed by EIRRP-TIC resources infrastructure R&U adverse impacts, realize benefits
Addressed by mitigation already included in C1 –
Samarkandian and Ban gala weir
institutional strengthening and capacity building of
C1 + Samarkandian Weir in combination afford control over
the River B asin Age ncy, Ri ver Basin Councils,
most of the lower Balkh flow
and Sub-Basin Councils.
C2 + be nefit realization fro m
Localized im pacts i n m ore Within instit utional strengt hening activiti es of C2,
R&U u nder USAID A FG
locations of small-sca le water train loc al or ganizations to mitigate loc alized
Immediate N eeds, GOA/PRT
resources infrastructure R&U adverse impacts, realize benefits
Grand Canal Repair, WB EIRP
Increased a grochemical usage
and r elated knock-o n e ffects
(contamination of domestic water
supplies a nd agricultural
produce, incr eased occ upational Addressed by mitigation measures documented in
C1, C2 + other irrigation R&U
health risks to a gricultural Tranche 1 IEE
workers, and an increase in
incidence of acute p esticide
toxicity rel ated to i ntentional
ingestion)
Mitigation already i dentified in the T ranche 1 –
Additive im pacts on interannual transboundary dialogue to coordinate flood control
C3 + T ajikistan fl ood co ntrol
flood fre quency, flo od water and oth er d evelopments, a nd s eek m utually
works (+ tranche 2 an d 3
levels, b ank erosion, an d bed beneficial solu tions. This has beg un un der the
interventions)
aggradation rates ongoing ADB Pyanj River Basin regional technical
assistance with AFG & TAJ.
With Ongoing Biophysical and Socioeconomic Processes
Appropriation of stru cture enforcement of W ater La w provisions on
C1 + post-conf lict sociopolitical
operation, water supp ly acc ess infrastructure and fl ow co ntrol be ginning with
adjustment
by empowered groups dialogue and medi ation escalating to la w
enforcement action if needed
Deteriorating rural and ur ban
WRDIP and RBA partici pation i n the Pro vincial
C2 + rapi d demo graphic / domestic water suppl y q uantity
Development Council proc ess an d me etings an d
economic change and quality, leadi ng to
support to its technica l committees, to develop
deteriorating public health
coordinated avoidance and mitigation strategies
As part of the Natio nal F lood Management
Program/Unit deve loped under W RDIP, supp ort
local c ommunities to dev elop ap propriate ‘living
with floo ds’ pl ans incl uding e. g. flood zo ning (the
C3 + increasing population and Increased flo od and ero sion regulation of i nvestment a nd hum an acti vity i n
agricultural/urban d evelopment damage risk to infrastructure and floodways an d on floo dplains) an d flood
in flood-prone areas well-being increases preparedness (constructio n of floo d re fuges,
warning a nd e vacuation s ystems, prepos itioning
of sandbags etc.). Support for such measures will
be u ndertaken as p art of Natio nal Flood
Management Unit institutional strengthening.
Past Cumulative Impacts on Sensitive/Vulnerable Environmental Components
Much damage a nd pl under
occurred dur ing the c onflict
C1: archeological sit es and site scre ening, an d if ne eded preparation an d
decades w hen archeological
artifacts implementation of co nstruction-phase s afeguards
research, co nservation, and
plans
protection were impossible
Progressive deteri oration has
occurred in recent decades; C3 is Pilot soci al for estry activ ity i ncluded in C 3, that
C3: tugai habitat
not e xpected to affect t ugai may involve tugai tree species
adversely
With Other Committed/Approved Projects
Page 349
Table 4: Cumulative Impacts and Mitigation Measures
Phase & Activity Cumulative Impact Mitigation
Need to asses s as SP locati ons
C1, C2, C3 + as- yet- Develop i nstitutional arra ngements to e nsure
and co ncepts become k nown.
unidentified subpr ojects at regular communication between WRDIP PDF and
Small-scale w ater resources
provincial l evel an d u nder E U other projects to coor dinate i nfrastructure
infrastructure R&U will cause
Pyanj-Amu Ba sin Proj ect an d commitment, plan ning and d esign, an d
localized im pacts in more
WB EIRP mitigation/monitoring of adverse impacts.
locations.
On WRDIP Tranche 1 Mitigation Measures
None.
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Appendix N – Environmental Assessment and Review Framework
APPENDIX N – ENVIRONMENTAL ASSESSMENT AND REVIEW FRAMEWORK
Acronyms
AFG Afghanistan
CEMP Contractors’ Environmental Management Plan
CIDA Canadian International Development Agency
EA Environmental assessment
EIA Environmental impact assessment
EMP Environment management plan
EOP Environment-on-project
FWO Future-without-project scenario
GOA Government of the Islamic Republic of Afghanistan
IEE Initial environmental examination
MAIL Ministry of Agriculture, Irrigation, and Livestock
MAPA Mine Action Program for Afghanistan
MFF Multi-tranche financing facility
MM Mitigation and monitoring
MRM Midterm review mission
NEPA National Environmental Protection Agency
NVDAIP Nangarhar Valley Development Authority Improvement Project
O&M Operation and maintenance
PDF Project Development Facility
PPTA Project preparation technical assistance
RBC River Basin Councils
SBC Sub-Basin Councils
SIEA Summary environmental impact assessment
SIEE Summary initial environmental examination
UNEP United Nations Environment Programme
UNMACA United Nations Mine Action Centre for Afghanistan
UXO Unexploded ordinance
WUA Water User Associations
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1. INTRODUCTION
1. This enviro nmental assessment a nd review framework ( EARF) document describes the
procedures to be followed in the e nvironmental assessme nt (EA) of Tranches 2 and 3 of t he
Afghanistan Water Resources Development Inve stment Pr ogram (WRDIP). Subsequent tranche s
may be en vironment category A or B (and possible Category C subprojects for cap acity building,
etc.). ADB Environmen t Policy (20 02) and AD B Environmental Guidelines (2003), which may
change from time to time, will be followed.
2. TYPES OF INTERVENTIONS TO BE ASSESSED
2.1. PHYSICAL INTERVENTIONS

2. The types of physical interventions eligible for Tr anche 2 and 3 WRDIP fi nancing are water
resources infrastructur e for irrigation and flood and/ or er osion contr ol. In certain circumstances
hydropower or bulk domestic water supply will also be eligib le, or a combination ther eof. Eligible
physical wo rks in clude new constru ction and re habilitation and upgrading (R&U) of irrigation a nd
water resources infrastructure and associated works.
2.2. NON-PHYSICAL INTERVENTIONS

3. Non-physical initiatives consist of institutional strengthening and capacity building in various
forms such as equipment, training, surveys, st udies, and information technology and management
in support o f improved irrigation an d water resources pla nning and m anagement. These supports
may be provided across the range of organizational levels from central government to water users,
and to address concern s ranging fr om broad n ational policy to details of local-leve l operation and
maintenance. Such su pport could be provided (for exampl e) to assist in identifyin g, prioritizin g,
and preparing interventions, and in designing a nd implementing changes to how water resources
infrastructure is controlled, how water is distr ibuted, how access to water is regulated and
enforced, and how costs are recovered from users.
2.3. KEY CHARACTERISTICS OF THE ENVIRONMENTAL PERFORMANCE OF

WATER RESOURCES INTERVENTIONS
4. In this context, three key characterist ics of the environmental performance of wate r
resources interventions in developing Asia are noted:
• Both physical and nonphysical interventi ons r equire environmental assessment to
screen for potential ad verse impa cts and, if any are ide ntified, an environmenta l
management plan.
• Water resources interventions and impac ts are frequently characterized by very

strong and at times co mplex linkages betwee n biophysical and so cial processe s.
Much sector experience has shown that an inte grated approach to bio physical and
social considerations in the development of interventions and associated safeguards
greatly improves the performance of both.
• Environmental performance can in some cases be greatly improved at minimal cost

by identifying and incor porating da mage avoi dance measures early in intervention
planning and design.
3. GOA AND ADB EA PROCEDURES
5. The WRDIP EA procedures set forth in this EARF have been formulated to satisfy the EA
requirements of the Government of the Islamic Republic o f Afghanista n (GOA) an d the Asia n
Development Bank (ADB) defined in their respecti ve environmental policie s, guidelines, laws, and
regulations (Table 1).
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Table 1: GOA and ADB Environmental Policies, Guidelines, Laws, and Regulations
GOA
2009 (May) Water Law
2008 (March) Environmental Impact Assessment Regulations. Official Gazette No. 939
2007 (January) Environment Law
2007 (November) National Environmental Impact Assessment Policy
2005 (June) Ministry of Energy and Water Environmental Assessment Project Manual
2004 (May) Law on the Protection of Historical and Cultural Properties, Issue No. 828
ADB
2007 Consultation Draft of the Safeguard Policy Statement
2006 Operations Manual Section F1 on Environmental Considerations in ADB Operations
2005 Public Communications Policy
2003 Environmental Assessment Guidelines
2002 Environmental Policy
4. EA REVIEW PROCEDURES FOR PROPOSED WRDIP INTERVENTIONS
4.1. ENVIRONMENTAL CRITERIA FOR INTERVENTION SELECTION

6. Physical interventions must meet WRDIP financ ing eligibility criteria, many of whi ch are in
some way related to environmental and social performance:
All Intervention Types
• Consistent with GOA and ADB water resources development strategies
• Consistent with GOA development plans and priorities
• Consistent with WRDIP Road Map
• Adequate economic rate of return
• No negative impact on quantity and quality of the water supplies of other water
users having recognized water entitlements
• Meets all ADB safeguards, including environment, resettlement, and indigenous

peoples
• Necessary mitigation measures are cost-effective
• Potential impacts of technical risks on efficacy, economic return, and safety are
acceptable
• Adequate provision has been made for oper ation and maintenance of completed
works
• Size and scale are such that systems can be indepe ndently operated and
maintained by participating farmers.
• Intended be neficiary co mmunities have i ndicated enthusia sm for the intervention

and willingn ess to operate and m aintain it as dem onstrated through willingness to
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contribute cash or in-kind labor, to develop an operation and maintenance (O&M)
plan, and to commit to its implementation
• Trans-boundary water issues have been adequately addressed during the selectio n
and preparation process
• Intervention complies with existing international agreements
• Priority given to inter ventions with benefits in multiple water subsectors or

synergistic with interventions in other subsectors
• Priority given to interventions with significant poverty alleviation impact
• Priority given to interventions that promote equitable water supplies
Flood Management and River Bank Erosion Interventions
• No significant adverse river morphology impacts if effective alternatives without such

impacts are available
• No significant adverse impacts on users of existing offtakes
• No significant reduction in river or wash cross-sections
• No significant channel bed aggradation or channel blockage
• No significant increase in flood water levels
• Any significant blocka ge or inter ference with existing river access by local
communities or other s will be mitigated by provision of alterna tive access
acceptable to affectees
• Affected communities’ governance structures have the ca pability to identify needs,

regulate resource acce ss, and distribute benefits equitably among all community
members
• Positive impact on significant proportions of affected communities
Irrigation Interventions
• Soils and topography are suitable for irrigation works and irrigated agriculture,
including adequate stability and natural drainage
• Proposed irrigated areas are not subject to rapid urbanization or severe erosion
• Farmers perceive seasonal water supply to be r eliable enough to justify investment

in cultivation
• Area communities have pledged to abstain from poppy cultivation.
• Priority give n to interventions with significant p ositive food production impact to

increase local and national food security
4.2. INSTITUTIONAL RESPONSIBILITIES AND PROCEDURES FOR EA
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7. Table 2 pro vides an overview of the steps involved in prep aring an intervention beginning
with identification and ending with implementation of the tranche in which it is included.
Table 2: Activity-Responsibility Matrix, Intervention Development Process
Consultants
Contractors
Step Details
ADB
PDF
IA
IA refers a pot ential W RDIP
1 intervention to PDF for X
screening
Does i ntervention pass all req uired s election
PDF screens the intervention,
criteria? If so , determ ine GOA envir onmental
2 presents results an d X
classification and prov isional A DB e nvironmental
recommendation to IA & ADB
category
MEW & ADB approve, request changes to, or drop
IA & ADB appr ove th e
3 the intervention. If ap proved, ADB co nfirms/revises X X
intervention for further study
environmental categorization
PDF eng ages consu ltants t o PDF prepar es TOR for feasibilit y, deta iled design,
4 X
study the intervention and IEE/EIA including public consultation
Consultants carry out n ecessary field work, existing
Consultants deli ver
5 data assembly, l iterature r eview, an alysis, pub ic X
completed studies
consultation, etc
PDF final izes stud y res ults
6 PDF confirms/revises consultant studies X
and submits to IA & ADB
IA & ADB appr ove th e IA and ADB revie w stu dies, request cha nges to
7 intervention fo r incl usion in intervention or IEE/EIA; interventi ons are eith er X X
the next tranche approved with or without modification or dropped
Studies of individual components are integrated into
PDF prepar es and subm its
8 a single information package for the whole tranche, X
tranche documents
including a tranche IEE or EIA
IA & ADB approve tranche for MEW & ADB j ointly r eview tr anche d ocuments an d
9 X X
implementation prepare additional materials
IA, with PDF support, selects
At IA request, PDF undertakes technical reviews of
10 contractors a nd co nsultants X X
bids, including environmental elements
to implement tranche
Each component is assi gned to a PIO comp osed of
IA staff and impleme ntation cons ultants; PIOs
11 Tranche is implemented X X X
supervise co nstruction c ontractors an d im plement
non-physical work elements; PMO supervises PIOs
Periodic imp lementation
12 X X X
reviews
4.2.1. Project Development Facility and Project Management Offices

8. The Executing Agency for WRDIP i s the Mi nistry of Finance. The Implementing Agencies
are the Ministry of Ene rgy and Water (MEW) (for comp onents 1 and 3) and t he Ministry of
Agriculture, Irrigation and Livestock (MAIL) for component 2. Responsibility for the preparation of
Tranche 2 rests with the Project Development Fac ility (PDF), which will be part of the Proj ect
Management Office at MEW in Kabul (PMO-Kabul). The PDF will be staffed with a Project Director
supported by consultants and counterpart staff.
9. When the Executing Agency has selected a candidate intervention for MFF financing, it will
request the PDF to u ndertake a preliminary a ssessment including initial poverty and s ocial
assessments, screening against required environmental criteria (Section Error! Reference source
not found..0), GOA environmental classification, and provisional determination of ADB
environmental category. PDF will submit ea ch completed prel iminary assessment with its
recommendation for ap proval, mod ification, or rejection to the Executing Agency and ADB. If
changes ar e requested , PDF will incorporate t hese and re submit the intervention. As part of the
Page 355
approval process, ADB will review and confirm or modify the provi sional ADB environm ental
category determined by the PDF.
10. Once approved, the int ervention proceeds to feasibility study and deta iled design. PDF is
responsible to:
• Contract consultants to prepare the intervention for implementation, including

preparation of an in itial environmental ex amination (IEE) or environme ntal impact
assessment (EIA) as determined by the ADB environmental category
• For interventions found to comply with all sele ction criter ia and to be technically
feasible, economically viable, and socially and environmentally acceptable, PDF will
prepare draft appraisal reports an d all requir ed safeguar d documents. This will
include a single EA report for each tranche, documenting the combined impacts and
mitigation of all the components of the tranche. The tranche is assigne d the ADB
environmental category of its most sens itive component, and the EA document will
be an EIA, IEE, or not required as appropriate to this categ orization. T he PDF will
also prepare IEEs an d EIAs for individual componen t as needed for GOA
environmental clearance applications.
• Obtain mine and unexploded ordina nce (UX O) clearance confirmation and NEPA
environmental clearance , ensuring that these ar e obtained before commencement
of civil works and submitting copies to ADB.
• Ensure th at mitigation and monitoring measures requ ired durin g

implementation/construction are included in bidding documents and that bidders,
selected co nstruction contractors, and other implementat ion consultants have
access to IEEs, EIAs, and environmental management plans (EMPs).
• At the Executing Agency’s request, advise and assist in the technical e valuation of
submitted bids, in particular in revie wing Contractor’s Envir onmental Management
Plans (CEMP) included in bids for constr uction work and a ny other en vironmental
sections of submitted bids.
4.2.2. Project Implementation Offices

11. The manag ement of th e implemen tation of co mponents 1 and 3 is tasked to a Project
Implementation Office (PIO). For component 2 , implement ation is not delegated to a PIO b ut
undertaken by the PMO under MAIL. With respec t to implementation environmental management,
PIOs are responsible to:
• Supervise and monitor EMP implementation
• Prepare and submit se mi-annual environment al compliance reports, d ocumenting

achievements and deficiencies in EMP implementation
• Include summaries of environmental compliance in component progress reports
• Take remedial action to address EMP implementation deficiencies and adverse

impacts indicated by monitoring data
• Prepare and implemen t an environmental emergency program to a ddress any

unexpected significant environmental impacts arising during implementation
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• Determine the need fo r supplementary IEE o r EIA studies, prepare TOR, and
contract consultants if during implementati on an intervention’s scope or
environmental classification changes
• Undertake implementati on-phase public c onsultation as specified in the EMP,

monitor public consultation effectiveness and deficiencies, and implement additional
public consultation activities as needed
4.2.3. PMO-MEW and PMO-MAIL

12. PMO-MEW management has o verall resp onsibility for (i) PDF-MEW, including its
environmental duties during intervention and tran che preparation, and for (ii) MEW PIOs, including
their environmental duties during implementat ion. P MO-MAIL management has over all
responsibility for MAIL PIO(s), including their environmental duties during implementation. P MO-
MEW and PM O-MAIL progress reporting will include summaries of progress, achievem ents, and
deficiencies related to the environmental responsibilities of their supervised units.
4.2.4. National Environmental Protection Agency (NEPA)

13. NEPA is responsible to review and approve applications for environmental clearance as
described in the 2007 E nvironment Law and th e 2008 EIA Regulations. The mandated approval
process includes public notification followed by a waiting period for public comment, and automati c
approval if NEPA does not respond within a stipulated time period.
4.2.5. United Nations Mine Action Centre for Afghanistan and Mine
Action Program for Afghanistan
14. In Afghanistan, obtainin g mine and unexploded ordinance (UXO) clearance confirmation is
considered to be part of the environmental clearance process. The PDF will ask for information in
each proposed intervention area on the presence or absence of UXO from both the United Nations
Mine Action Centre for Afghanista n (UNMACA) and local communities using a questionn aire
formally en dorsed by t he Mine Ac tion Program fo r Afghanistan (MAPA). If either indicates the
possible presence of UXO, clearance must be undertaken by UNMACA or by a mine action
organization accredited by UNMACA. Commu nities are not allowed to clear mines by themselves
and will be penalized (e.g. future ADB funding to the area will be reduced or cancelled) if they elect
to clear mines on their own.
4.2.6. Institutions Involved in Mitigation and Monitoring

15. The Enviro nmental Ma nagement Plans (EMP s) included in IEEs and EIAs of pr oposed
interventions will identify the entities responsible for m itigation and m onitoring (M M) activities
during implementation and operation. The EMP for tr anche 1 interventions is inclu ded in the IEE
and SIEE. As shown in this EMP, potential MM entities include, but are n ot limited to, the WRDIP
PIOs; River Basin Agencies (RBAs); River Ba sin Councils (RBCs); Sub-Basin Councils (SB Cs);
Water User Associations (WUAs); construction contractors; the MEW National Floo d Management
Unit to be established under Tranche 1; ministries and d epartments assigned w ater resources
management responsibilities under the Water Law; and agencies re sponsible for other potentially
affected valued environmental components.
16. Identification of entities for subsequent tranches with MM responsibilities will be based on
an analysis of legal responsibility and technical capability. EMPs will include p rovisions for
capacity building as needed to achieve satisfactory MM implementation.
4.2.7. ADB
17. Table 2 shows ADB’s role and responsibilitie s in the intervention d evelopment process.
With respe ct to the fina l step, implementation review, ADB will con duct rev iew missions tw ice
annually during the first two years of Tranche 1 implementation. These reviews will ensure
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compliance with ADB safeguard s condition s set out in the grant agreement and finan cial
framework agreement. In particular, EMP implementation will be scrutinized.
18. Two years f ollowing gra nt effectiveness, ADB will field a co mprehensive midterm r eview
mission (MRM) to assess performance, identify pr oblems, and reach formal agreement with GOA
on any needed change s in the sco pe of work or im plementation arrangements. MEW, MAIL, and
ADB will jointly prepare full terms of reference for the MRM d uring the second year of
implementation. Prior to MRM, MEW and MAIL will each submit a detailed progress report on their
respective components, including documentation of safeguards implementation.
4.3. PROCEDURES FOR ENVIRONMENTAL ASSESSMENT OF SUBPROJECTS
4.3.1. Environmental Categorization and Classification

19. During the initial screen ing, PDF will determine each inter vention’s GOA environ mental
classification and make a provisional determinat ion of its ADB environmental category, to be
confirmed and if necessary revised by ADB.
20. The environmental assessment requirements for projects depend on the significance of
environmental impacts. Each proposed project is scrutiniz ed as to its type; location; the sensitivity,
scale, natur e, and magnitude of its potentia l env ironmental impacts; and availability of cost-
effective mitigation measures. Proje cts thus scr eened for their expected environmen tal impact ar e
assigned to one of the following categories 36 :
• Category A projects could have significant adv erse environmental impacts. An

environmental impact assessment (EIA) is required to address significant impacts.
• Category B projects could have some adverse environmental impacts, but of lesser
degree or significance than those in cate gory A. An initial e nvironmental
examination (IEE) is r equired to determine whether significant e nvironmental
impacts warranting an EIA are likely. If an EIA is not needed, the IEE is regarded as
the final environmental assessment report.
• Category C projects are unlikely to have adverse environmental impacts. No EIA or

IEE is required, although environmental implications are reviewed.
4.3.2. Preparation of IEEs, EIAs, and EMPs

21. IEEs and EIAs of ea ch potentia l intervention will be prepared during the feasibility
study/detailed design phase by contracted environment al consultants following terms of reference
prepared by the PDF. These IEEs and EIAs will confo rm (i) to the 2003 ADB Environment
Guidelines, (ii) additional require ments and guidance set forth in this d ocument, (iii) any
subsequent modifications and additions agreed by the Exec uting Agency and ADB, and (iv) an y
relevant new national policie s, laws, and regula tions. IEEs/EIAs prepared accordin g to the 2003
ADB guidelines are dee med adequate to satisfy the current requirements of the G OA clearance
application process.
41. All IEEs/EIAs will include Environmental Management Plans (EMPs), prepared to a level of
detail corresponding to the level of technical de velopment o f the intervention/tranch e. EMPs will
be finalized when inter ventions/tranches mature, su ch that detailed implementati on-ready EMPs
are in place before tenders are emitted. Guidelines on the preparation of EMPs 37 can be found at
the following web address:
36
ADB Environmental Classification - OM Section F1/BP Issued on 25 September 2006
37
ADB Environmental Assessment Guidelines, 2003
Page 358
http://www.adb.org/Documents/Guidelines/Environmental_Assessment/eaguidelines008.asp
22. EMPs will i nclude mitigation plan s indica ting potential e nvironmental impacts for each
activity, proposed mitigation measures and performance indicators, institutional responsibilities and
cost estimates. See table 3 below.
23. EMPs will also include monitoring plans indi cating institutional respon sibility; approxim ate
costs; deta iled monitoring work pla ns documenting parameters, methods, location s, frequencies,
analyses, critical values and associated actions; and reporting. See table 4.
24. The PMOs and PIOs will, in turn, track M M im plementation through their m anagement
monitoring and reporting systems.
25. A tranche I EE or EIA will be pr epared for each tranch e, docum enting im pacts and
environmental management of all included components. A sing le mitigation table and single
monitoring table will be provided that consolidates MM activities for the tranche.
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Table 3: Template for summarizing Mitigation Measures

Potential
Project Project Proposed Mitigation Measures Institutional Cost Estimates
Environmental
Stage Activity Responsibilities (USD)
Impacts
Pre-
Construction
Phase
Construction
Phase
Operation
and
Maintenance
Phase
Table 4: Template for summarizing Monitoring Requirements

Project Mitigation Parameters to be Location Measurements Frequency Responsibilities Cost (USD)
Stage Measure monitored
Pre-
Construction
Phase
Construction
Phase
Operation
and
Maintenance
Phase
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26. Standard construction contract en vironmental safeguard clauses will be incorpo rated in
EMPs and construction tender documents. EM Ps will include appropriate implementation-pha se
public consultation programs.
4.3.3. Public Consultation and Information Disclosure Requirements

27. Public consultation is mandatory as part of the environmenta l assessment (EA) process for
category A and B projects supported by ADB. The ADB’s safeguard policie s for environment ,
resettlement, and indigenous people require public consu ltation at an early stag e of the EA
process. The adequacy of the public consultation and information disclosure is on e of the criteria
used to determine the project’s compliance with the safeguard policies.
28. Category A Projects. Public co nsultation nee ds to be ca rried out du ring the ear ly stage
of EA prep aration and throughout the project im plementation to address any environment al
issues that affect the local communities, NGOs , governmen ts, and othe r interested parties. Fo r
all Category A projects, the Enviro nment Policy r equires public con sultation at lea st twice: on ce
during the early stages of EIA field work and once when the draft E IA report is available, and
prior to loan appraisal by ADB.
29. Category B Projects. It is recommended that public co nsultation be carried out during
the early stages of th e EA process and throu ghout the p roject imple mentation to address any
environmental issue s that affect the local communities, NGOs, g overnments, and other
interested parties.
30. Category C Projects. Public con sultation is n ot required for environmental asse ssment
of category C projects. Howe ver, consultatio n requirements may b e set on a case-by-case
basis, depe nding on th e nature of the project and the rele vant environ mental and social issues,
and interest level of the public.
31. The PDF consultant will be responsible for the preparation-stage public consultatio n. The
public consultation will inform stakeholders about t he concept of the p roject, ask them about any
concerns th ey have ab out possib le impacts, and ask for their ideas on how to improve th e
concept…etc.
32. For exampl e, small-sca le water resources in frastructure fo cuses on im proving loca l water
management for the benefit of communities, and thus m ight include (i) in itial confirmation of
genuine local demand; (ii) participatory, comprehensive, and accurate p reparation of the proposed
irrigation works, (iii) strong WUA organizatio ns, (iv) committed pa rticipation o f the WUA in
implementation, and (v) effective and trans parent ongoing communic ation between supporting
agencies and WUAs.
33. Large-scale hydropowe r development, by cont rast, create s a benefit stream that ma y
primarily be nefit communities far from the proj ect site while potentially adversely affecting local
people. Public con sultation in this situation should include (i) initial dissemination of information to
all potential affectees; (ii) participatory, compre hensive, and accurate determination of potential
impacts on affectees; ( iii) strong affected-comm unity engagement with the Executing Agency to
define and implement effective MM; and (iv) effective an d transpare nt ongoing communication
between supporting agencies and affected community representatives.
34. IEEs/EIAs and SEIAs/SIEEs of interventions deemed to be ADB Category A or Cat egory B
sensitivea must be made available to the general public at least 120 da ys before the intervention
can be approved by ADB.
a
Category B projects that are de emed by ADB’s chief compliance officer to be environm entally sensitive for
the purposes of (i) the 120 day rule, and (ii) the environmental management plan requirement (see para. 27)
could involve proje cts th at: (i) are n ear environmentally sensitive areas; (ii) involve deforestation or loss of
biodiversity; (iii) involve involuntary resettlement issues; (iv) involve the processing, handling and disposal of
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35. All EMPs will include appropriate implem entation-phase public con sultation pr ograms.
The implementation-sta ge PC will be done by t he i mplementation consultant as part of the
implementation program. The purp ose of it is to advise stakeholders of project implementati on
activities, and to advise them of monitoring results.
4.3.4. Environmental Reporting

36. The IA, with support fr om the PDF consultan t, will prepa re EIA reports b for cate gory-A
projects and IEE reports c for category-B projects. The IA and PDF consultant will also prepare the
summary EI A (SEIA) or summar y IEE (SIEE) r eports highlighting the main findings of the IEE o r
EIA. As described above, for categ ory-A and envir onmentally sensitive category-B projects, th e
development of EMPs is also required. The env ironmental safeguard do cuments will be prepare d
each component, plus a single repo rt for each tr anche that documents the combined impacts a nd
mitigation of all its comp onents. Generally, clea rance applications to th e National Environmental
Protection Agency (NEPA) will require preparation and submittal of component IEEs/EIAs.
37. To ensure proper and timely imple mentation of the EMPs and adher ence to the agreed
environmental covenants, for all category-A proj ects and all environme ntally sensitive category-B
projects, th e IA, with assistance from the impl ementation consu ltant, will h ave to submit
semiannual reports on implementation of EMPs to the ADB. In the case of tranche 1, these reports
will first be prepared by the PIOs and subm itted to PMO-MW for com ponents 1 and 3, and by the
PMO-MAIL for component 2. In addition, review missions from ADB regional d epartments will
conduct an annual review of environmental asp ects of the project. The purpose is to ensure th at
the government and EA/IAs are implementing the EMPs and fulfilling the environmental covenants.
For non-environmentally sensitive category-B projects, an annual environmental report prepared
by the I A, with assistance from the i mplementation consultant, will be submitted to ADB. Progress
reports submitted by the IA will include sum maries of envir onmental progress, ach ievements, and
deficiencies related to the responsibilities of their supervised units.
38. Contractors will m aintain records of em issions and spills and com plaints, and provide
copies to the client monthly (through the PIOs/PMO in the case of tranche 1).
39. EMPs may specify other reporting types, frequencies, and distribution of M M
implementation reports to be carried out by institutions involved in MM.
5. STAFFING REQUIREMENTS AND BUDGET
40. The costs of IEE and EIA preparation, are difficult to estimate at this stage of the MFF when
the type, number, and environment al complexity of pot ential interventions is un known, as is the
proportion of interventions likely to pass the scr eening and feasibility study stages and proceed to
detailed design and inclusion in Tranches 2 and 3.
41. PMO staffing for components 1 and 3 includ es 2 perso n-months for an international
environment specialist and 10 person-months of a natio nal specialist. The PMO staffing for
component 2 also inclu des 2 person-months for an international environment specialist and 10
toxic and hazardous substances; or (v) involve other environmentally sensitive activities that also may be of
concern to a wide group of external stakeholders.
b
A typical EI A report includes the following major elements: (i) description of t he project, (ii) description of
the environ ment, (iii) anti cipated environmental im pacts and m itigation mea sures, (iv) al ternatives, (v )
economic assessment, (vi) an environmental management plan that includes institutional requirements and
environmental monitoring program, (vii) public consultation and disclosure, and (viii) conclusion. The report is
prepared by t he borrower and reviewed and cleared by the EIA re gulatory agency of the borrowing country
and ADB.
c
A typical IEE includ es th e followin g major el ements: (i) d escription of the project, (ii) d escription of the
environment, (iii) potential environment al impacts and mitigation measures, (iv) description of institutional
requirements and environmental monitoring program, (v) public consultation and disclosure (vi) findings and
recommendations, and (vii) conclusion.
Page 362
person-months of a national specia list. The sp ecialists will screen potentia l interventions, write
terms of reference for EA work to be undertaken by feasibility and design consultants, and prepare
required submissions to GOA and ADB. They will be assisted by counterpart staff at PMO and PIO
levels.
42. An amount of USD60,000 has been budg eted to co ver the co sts of Tra nche 1
environmental implementation, su ch as surveys and public consu ltation and exclusive of sta ff,
equipment, and training costs that are budgeted separately. PDF en vironmental staff has been
mentioned above. No equipment purchases r elated to environmental activities are anticipated.
Environmental assessment and ma nagement tr aining and training costs are integrated into the
overall training budget.
Page 363
Appendix O – Initial Environmental Examination
APPENDIX O – INITIAL ENVIRONMENTAL EXAMINATION
See document bound separately.
Page 364
Appendix P – Baseline Indicators
APPENDIX P – BASELINE INDICATORS
1. In order to monitor the succe ss of Pr ogram implementation again st the design and
monitoring framework indicators, baseline information was collected during the PPTA.
2. The baseline information presented below was collected primarily from a household survey
and socia l assessments (particip atory observa tions, focu sed groups and key-person intervie ws)
conducted in the three program ar eas. The main secondary source utilized was data obtained
from NGOs working in the designa ted areas. A larger sa mple was selected for the househo ld
survey but due to se curity and other concern s this had to be reduced in size. Eventually 90
households 41 were interviewed using a structured questionnaire 42 (see template in annex 1). The
survey was conducted in the months of March and April 2 009. A large number of agencies and
NGOs 43 are engaged in social mobilization and community data collection in all Program area s
under the National So lidarity Program. The secondary data relate d to poverty, basic socio-
economics, empowerment, ethnic minority and women issues.
Table 1 Poverty Status

Location Family Poverty Status (%)
Extremely Poor Poor Non Poor
Amu Darya basin 46 21 33
Northern River Basin 58 29 13
Nangarhar Valley 65 15 20
Source: Agencies and NGOs (2007/08)
Table 2 Household Spending on Grain Purchase

Location Mean Range (AFG) Coefficient of
(AFG/yr/family) Variability (%)
Yangi Qala 124,144 11,500 - 657,142 129
Imam Sahib 28,127 3,352 - 88,509 77
Northern River basin 67,430 8,642 - 243,600 90
Nangarhar valley 115,465 7,905 - 553,349 138
Source: Household Survey (2009)
Table 3 Grain Sales, Purchases and Livestock Sales

Location Families Sell Grain Families Sell Families Purchase
(%) Livestock (%) Grain (%)
Amu Darya 58 26 69
Northern River Basin 17 42 88
Nangarhar valley Nil 64 100
Source: Household Survey (2009)
Table 4 Loss of Agricultural Land due to Bank Erosion and Flooding

Location Average Loss per year
Imam Sahib (due to bank erosion) 22 ha
Yangi Qala (due to bank erosion) 80 ha
Yangi Qala (due to flood damage) 20 ha
Source: Field Assessments & Discussions (2009)
41
Northern basin 26; Amu Darya 50; Nangarhar 14
42
The original data and questionnaires are kept by MEW (and Landell Mills) and are available on request.
43
The agencies and NGOs contacted to obtain data from Program areas were: BRAC in Nangarhar; ACTED,
CONCERN, MercyCorp and UNAMA in Amu Darya; PIN, CHA, CARE, UNHABITAT and MRRD in Northern
River Basin.
Page 365
Appendix N – Baseline Indicators
Table 5 Baseline Indicator and Monitoring Table

Design Performance Baseline Data (April/May 2009) Frequency of Responsibility
Summary Targets/Indicators Monitoring
Impact
Improved No. of extremely poor and Amu Darya target areas – 46% Extremely Poor; Within two years Data collected by
agricultural poor families in target areas 21% Poor; 33% Non-poor after end of each the community
production and decreases by at least 5% Northern Basin target areas - 70% Extremely Poor; tranche development
reduced loss of within two years of end of 27% Poor; 2% Non-poor specialists with
land and assets tranche Kabul basin target areas - 65% Extremely Poor; support from the
resulting in 15% Poor; 20% Non-poor international and
increased Household spending on grain Amu Darya basin target areas national
poverty purchases decreases by at (i) Yangi Qala -AFG 124,144 per family M&E/MIS
reduction, food least 5% within two years of (ii) Imam Sahib – AFG 28,127 per family specialists and
security and end of tranche. Northern basin target areas - AFG 67,430 per family the ESSU
GDP Kabul basin target areas – AFG 115,465 per family
Number of families in target Amu Darya target areas – 58% families
areas selling grain increases Northern basin target areas -17% families
by at least 5% within two years Lower Kabul basin target areas – Nil families
of end of tranche.
Outcome
Enhanced water Crop yields in target areas Estimated yields (kg/jerib) Within two years Data collected by
resources improve by at least 5% within after end of each the community
development and two years of end of tranche. Northern Basins (Balkh) tranche development
improved bank Number of farmers reporting CANAL Wheat Melon Tomato Cucumber specialists with
Head 546 8330 2200 9000
and flood double cropping increases by support from the
reach
protection at least 5% within two years of Middle 462 nil 2200 5000
international and
resulting in end of tranche. reach national
improved Tail 276 2250 nil 2780 M&E/MIS
agricultural reach specialists and
production and Amu Darya (Yetim Tapa) the ESSU
reduced loss of Wheat Paddy Onion Apricot
land and assets 560 800 2600 1500
Lower Kabul Basin (NVDA private farms)
CANAL Wheat Corn Tomato Onion
Head 698 624 4000 3600
reach
Middle 616 480 3000 3600
reach
Tail 370 390 3000 2600
reach
At least 5,000 ha along Amu Imam Sahib – 22 ha lost per year from bank erosion
Darya River and Yangi Qala Yangi Qala – 80 ha lost per year from bank erosion
town have significantly and 20 ha per year from flood damage
reduced flood risk within two
Page 366
years of end of tranche.

Outputs
Northern River RBA set-up by end of year 1 Ze ro Monthl y. Data National M& E/MIS
Basin A water resources inputed into PPMS specialist, w ith data
Management management strategy and a provided b y d eputy
Agency master plan for the Northern component
established and Basins RBA prepared by Yr 4. manager (and in the
functioning River basin allocation plans medium-term by the
implemented by Yr 5 (counterpart)
A sustainable management component director)
and financial plan for RBA
O&M drafted by Yr 5
Operational rules for the Balkh
river weirs adopted by Yr 5.
Improved Bang ala weir constructed. Ze ro
functioning of Reh abilitation of
irrigation systems Samarkandian and Nari Shahi
in the Northern Weirs by Yr 5.
Basins Reh abilitation and upgrading
completed for 85% of main
canal structures (70,000 ha) in
the Balkhab River irrigation
system by Yr 5.
Improvement completed for
15% of secondary and tertiary
structures (12,000ha) by Yr 5.
Improved water 11 WUAs set up by end Yr 1 Zero
use efficiency at On-farm demos undertaken
the farm-level in with 11 WUAs through
the Northern participatory technology
Basins development by end year 5
NVDA Business Plan adopted for an irrigation Zero

Plan prepared service delivery agency that
and adopted sustainably manages and
provides O&M for the NVDA
irrigation system, by Yr 4.
NVDA institutional reform and
business plan prepared by Yr
2.
Improved The NVDA irrigation system is Ze ro
functioning of providing water with design
irrigation systems discharge in 100% of the
in the Lower command areas (20,000 ha) in
Page 367
Kabul Basin Nangahar province by Yr 4

Improved water 11 WUAs set up by Yr 1 Ze ro
use efficiency at On-farm demos undertaken
the farm-level in with 11 WUAs through
the Lower Kabul participatory technology
Basin development by end year 5
Improved bank Completed flood embankment Ze ro
erosion and flood in Yangi Qala and head
protection along regulator for Yetim Tapa
the Panj/Amu irrigation system in Takhar
Darya Province by Yr 4.
Gabions and other quick
gestation works constructed to
protect 3 km of bank from
erosion where interventions
are in place in Kunduz and
Takhar provinces by Yr 4.
National Flood A National Flood Management Ze ro
Management Program in MEW initiated with
Program a 5-year plan for its
established development, by Yr 4.
MEW and MAIL Establishment of PMOs for Ze ro
managing and MEW and MAIL, and PIOs for
implementing MEW to support project
project activities. PMOs and PIOs
operational with minimal
support from the consultants
prior to 2013.
Tranche 1 executed following
the proposed implementation
schedule.
A PPMS established within 6
months of grant effectiveness.
Audit reports submitted within
6 months for each fiscal year.
New projects No. prefeasibility, feasibility Ze ro
developed for and full designs completed by
funding in the year 3
second tranche No RFPs completed by year 3
Page 368
Annex 1 – Household Survey Questionnaire
1. District:
2. Village:
3. Canal name:
4. Name head of household:
5. Category: Access to irrigation/access to drinking water/no access to canal
6. How many years in this house?
7. Number of family members including you (exclude passed away members)? ….
8. Is this house owned or rented?
9. If you don’t have a house, where does your family live?
10. Total land area owned by this family? …. Jireebs irrigated

…. Jireebs rainfed
…. Jireebs other. Specify …..
11. Total land area cultivated by this family? … Jireebs irrigated

…. Jireebs rainfed
…. Jireebs other Specify …..
12. If this family does not own land, what are the arrangements for cultivation?
13. Have you suffered crop losses during the past 5 years? Yes / No
14. If yes, what are the main reasons that have contributed to crop losses?
Reason 1:
Reason 2
Reason 3:
15. Livestock typ4es and numbers owned by this family:
Number of animals
Cattle/buffaloe owned #
Cattle/buffaloe reared #
Sheep/goats owned #
Sheep/goats reared #
Horse/donkey/camel #
Poultry #
16. How much was this family’s total grain harvest last season? If share cropped, what was
your share …. And what was share cropper’s share? ……… What grain/s?
17. What was the total harvest of other crops? ……. What crops?
If you receive money, indicate how much….. and price sold…………?
18. Did you sell grain harvest? Yes/no. If sold, what price? … AFG/sale and …quantity
sold? … sale
19. Have you sold animals last year? Yes / No
20. What animals were sold for what price?
Page 369
21. Does this household buy grain/flour? Yes/no. If yes, how much do you buy every month…..
… kg/sale at what price…….. AFG? Describe any variations by month and explain?
22. What is the size of your grain / flour stock for home consumption right now? …… Sale/kg
23. Does this household participate in canal cleaning / maintenance work? Yes / No. If yes,
how many days a year?
24. Describe adequacy and reliability of irrigation water supplied to your farm?
25. Explain other issues and concerns re irrigation water-
26. Does this family have adequate domestic water? Yes/No. Describe how acute is the
problem and explain why?
27. What is the main priority of this family right now?
28. What are the 2nd and third priorities of this family right now?
Interviewed by: Date:
Page 370

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Technical Assistance Consultant’s Report

Project Number: 42091

Islamic Republic of Afghanistan: Preparing the Water

Prepared by Landell Mills Limited, United Kingdom

VOLUME II: SUPPLEMENTARY APPENDIXES

Report submitted by LANDELL MILLS LIMITED

Name of Project: Water Resources Development Investment Program (WRDIP)

Recipient Copies of Copies of

ISSUE AND REVISION RECORD

Rev Date Originator Checker Approver Description

1 16.09.09 Various S Foxwell S Foxwell Final

APPENDIX A – SECTOR ANALYSIS .............................................................................................. 1

APPENDIX B – CAPACITY DEVELOPMENT PLAN ....................................................................... 3

APPENDIX C – DETAILED COST ESTIMATES AND FINANCING PLAN ..................................... 9

APPENDIX D – TERMS OF REFERENCE OF CONSULTING SERVICES................................... 49

APPENDIX E – TERMS OF REFERENCE FOR WUA DEVELOPMENT CONTRACTOR............ 66

APPENDIX F - COMMUNITY CONTRACTING.............................................................................. 70

APPENDIX G – FINANCIAL MANAGEMENT ASSESSMENT OF THE EXECUTING AGENCY

APPENDIX H – FINANCIAL MANAGEMENT OF THE IMPLEMENTING AGENCIES

APPENDIX I – FINANCIAL MANAGEMENT ASSESSMENT OF THE NANGARHAR VALLEY

APPENDIX J – ECONOMIC AND FINANCIAL ANALYSIS ......................................................... 182

APPENDIX K – LAND ACQUISITION AND RESETTLEMENT FRAMEWORK .......................... 210

APPENDIX L – SHORT LAND ACQUISITION AND RESETTLEMENT PLANS......................... 236

APPENDIX M – SUMMARY INITIAL ENVIRONMENTAL EXAMINATION ................................. 316

APPENDIX N – ENVIRONMENTAL ASSESSMENT AND REVIEW FRAMEWORK .................. 351

APPENDIX O – INITIAL ENVIRONMENTAL EXAMINATION ..................................................... 364

APPENDIX P – BASELINE INDICATORS ................................................................................... 365

ADB Asian Development Bank

APPENDIX A – SECTOR ANALYSIS

7. Traditional systems are those that have fe w or no e ngineered structures a nd which

14. It is thus much more appropriate to look at rehabilitation in terms of:

E. IMPACTS AND BENEFITS OF IRRIGATION REHABILITATION/IMPROVEMENT

• Millennium Development Goals

G. LEGAL AND ENABLING FRAMEWORK

1) Constitutional tasks, su ch as development of policie s, str ategies, law s, regulatio ns and

Integrated Water Management

MAIL, MM, MRRD, MUD,

SBC SBC SBC

42. WRDIP will contribute to each of these steps.

APPENDIX B – CAPACITY DEVELOPMENT PLAN

Definition of Integrated River Basin Management Planning (IRBMP)

Figure 1: Definition of IRBM Planning

6. The training/capacity building will be provided in two ways,

C. TRAINING AT NATIONAL LEVEL FOR THE MEW/MAIL/PMO COUNTERPARTS AND

Training module Indicative content Resource persons Participants

Training module Indicative content Resource persons Participants

E. TRAINING FOR WUA/RBC

15. The principles of participatory management an d decision making at t he lowest practical

Training module Indicative content Resource persons Participants

Training module Indicative content Resource Participants

APPENDIX C – DETAILED COST ESTIMATES AND FINANCING PLAN

Water Resources Development Investment Project Up to

Water Resources Development Invesment Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Investment Project Parameters (in %)

Water Resources Development Inv Parameters (in %)