Islamic Republic of Afghanistan - Enhanced Integrated Framework ...

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Afghanistan National Development Strategy (ANDS)Security will remain the top priority sector for Afghanistan in terms of expenditure. Over the lifetime of theANDS, security spending is expected to total $14.2 billion. The funding for this sector is expected to comeprimarily through international assistance. The Government estimates that in the future, the need for securityassistance will decrease as the threat declines. However, given the uncertain nature of the instability facingAfghanistan, the Government envisions the possibility of potentially significant revisions to the financingenvelope for the security sector.In the short-term, the Government will focus its public expenditure programs on investments in infrastructureand agriculture and rural development in recognition of the high importance of these sectors for thedevelopment of the private sector and for employment growth. Over the lifetime of the ANDS, the Governmentwill focus progressively more resources on education, governance, health, and social protection. TheGovernment is committed to allocating sufficient amount of resources to the key priorities of strengtheningeconomic governance and improving the enabling environment for private sector development.Costing and prioritization of the ANDS sectorsThe full costing of the projects and programs included in the ANDS is not yet complete. In the process ofpreparation of the ANDS, it became clear that in many sectors neither cost information nor detailed investmentplans were available. Further, full costing was not possible until the prioritized sectoral objectives wereidentified as a basis for costing of key sectoral outputs. Therefore, it was decided that three sectors withrelatively higher institutional capacity would be costed in the initial phase. The sectors chosen for the pilotcosting exercise were health, education, and roads—a sub-sector in the Transport sector. The Ministry ofFinance is leading the costing process, working directly with line ministries and incorporating ProvincialDevelopment Plans. The work on costing of the next group of priority sectors—security, social protection andthe remaining components of the infrastructure sectors—has already commenced. These sectors are expected tobe fully costed by the summer of 2008.Expected assistance for ANDS implementationThe total estimated cost of the ANDS over its five-year time span is approximately US$50.1 billion. Of thisamount, the Afghan government will contribute US$6.8 billion and external assistance is expected to beUS$43.2 billion. The US$50.1 assumes a significant incremental increase in funds being channeled through theGovernment Core Budget. However, if funds continue to be channeled externally this will result in much higheroverhead costs, thereby increasing by a sizeable amount the total aid requirements for successful ANDSimplementation over the next five years.Over the lifetime of the ANDS Afghanistan will continue to rely on external financing. The Government’smedium-term objective is to reduce aid dependency and improve sustainability by increasing domestic revenues.To that end, the Government is pursuing policies that will strengthen the performance of the economy andimprove revenue collection. Meanwhile, the Government encourages its international partners to make multiyearcommitments to support the goals and the priorities of the ANDS. This will improve the predictability ofaid flows and permit the Government to better plan sustainable expenditures and manage priorities moreeffectively over the medium-term.VIII. AID EFFECTIVENESSWithout significant improvements in the effectiveness of aid, Afghanistan will be unable to achieve theambitious goals set out in the ANDS, even with large increases in aid. The Government is committed toensuring that maximum benefit is gained from international development assistance. The ANDS, with itsimplementation, monitoring and evaluation framework, will facilitate greater aid effectiveness. TheGovernment has developed an aid effectiveness strategy, in line with the Paris Declaration for Aid Effectivenessand Afghanistan’s international obligations.20
Executive SummaryA key priority of the Government’s aid effectiveness strategy is to encourage donors to channel a greaterproportion of their contributions through the core budget. There is strong evidence that aid channeled throughthe national budget achieves greater impact at lower cost. In turn, the Government commits to furtherstrengthen public financial management, procurement, and fiduciary responsibilities and improve the absorptivecapacity of state institutions.The Government’s aid effectiveness strategy is based on the following principles and priority policies:• Afghan ownership: Through the establishment of the ANDS itself, the Government is articulating thepriorities necessary to achieve Afghanistan’s development goals.• Alignment of international assistance with Afghan priorities as enunciated in the ANDS: Afghanistan’sinternational partners can contribute to improved aid effectiveness through increased discipline inrespecting defined sector ceilings and priority programs, while improving coordination through moreextensive information sharing and policy dialogue—both horizontally (across donors and governmentinstitutions) and vertically (with PRTs and local governments).• Harmonization: Aid effectiveness will benefit from improved information on aid flows and greaterpredictability; reducing high transaction costs and parallel funding mechanisms; improving intergovernmentalcoordination; and strengthening the management of technical assistance.• Managing for results: The Government is committed to pursuing policies aimed at: increasing thetransparency and aid absorption capacity of the government; improving public financial management;reducing corruption; and ensuring sustainability of maintenance and operation costs.• Mutual accountability and partnership: In achieving the shared vision and goals, the Government willcontinue to participate in the Paris Declaration Monitoring Survey and the Public FinancialManagement Performance Assessment as a means to ensuring mutual accountability towards progressin aid effectiveness.IX. IMPLEMENTATION FRAMEWORKThe National Budget is the central tool for implementing the ANDS, and all line ministries will develop andalign their programs and projects in accordance with the ANDS sector strategies. Sector programs and projectswill then be costed, sequenced and re-prioritized to reflect the medium-term budget ceilings. Theimplementation framework for the ANDS is an integrated approach to national budgetary execution, thelegislative agenda and program delivery. This approach will also require the international community to aligntheir support with ANDS priorities. Based on this, the ANDS Public Investment Programs (PIPs) will beprepared to enable the full integration of the ANDS into the MTFF and the budget.The role of the Control and Audit Office (CAO) will be strengthened to provide oversight of the expenditurefunctions of core spending ministries. However, given CAO’s current capacity, the Ministry of Finance willassume this responsibility in the short term. The Cabinet, through the ANDS Oversight Committee (OSC), willoversee and coordinate the overall ANDS implementation process. However, line ministries and othergovernment agencies will be mainly responsible for implementation. The Ministry of Finance will have theresponsibility to ensure that the programs and projects of the line ministries are costed, sequenced, andintegrated into the Medium-Term Fiscal Framework and the National Budget. The Joint Coordination andMonitoring Board (JCMB) is the highest Government-international community mechanism in charge ofcoordinating and monitoring both the ANDS and the Afghanistan Compact. The joint Government and donorentities, such as the Consultative Groups (CGs) and Working Groups (WG), will continue to serve as forums forimproving aid coordination, policy and implementation dialogue, ensuring the alignment of donor programswith the ANDS priorities.21
Page 3 and 4: In the name of Allah, the most Merc
Page 7 and 8: Executive SummaryI. INTRODUCTIONAfg
Page 9: Executive Summarydeveloping capacit
Page 12 and 13: 2. The Afghan National Police (ANP)
Page 14 and 15: Afghanistan National Development St
Page 16: Afghanistan National Development St
Page 19 and 20: Executive SummaryWater Resources Ma
Page 21 and 22: Executive Summarystrengthen the ref
Page 23 and 24: Executive Summaryfor Capacity Devel
Page 25: Executive SummaryOver the past five
Page 29 and 30: Executive SummarySustaining the nas
Page 33: Islamic Republic of AfghanistanAfgh
Page 37 and 38: Map of AfghanistaniiiAfghanistan Na
Page 45 and 46: Map of Afghanistan ................
Page 47 and 48: Current situation: assessment of ai
Page 49 and 50: ACACBARADBADCAfCERTAFMISAGOAIHRCAIS
Page 51: Glossary of Afghan TermsAmu DaryaBa
Page 54 and 55: percent of the seats in the Nationa
Page 56 and 57: capacity limitations throughout the
Page 58 and 59: dress the security, governance, and
Page 61: PART IPROCESS, GOALSAND POLICYDIREC
Page 64 and 65: of the country’s 34 provinces are
Page 66 and 67: pertise, ability to manage risk and
Page 68 and 69: A Transport Sector Inter-Ministeria
Page 70 and 71: sion of service coverage and monito
Page 72 and 73: The regional cooperation initiative
Page 75 and 76: CHAPTER 2THE PARTICIPATORY PROCESS
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Figure 2.2. ANDS timeline 1385 - 13
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tation of projects. The PDPs develo
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Figure 2.3. Proportional representa
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• In the North East and Central H
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season being covered. To overcome t
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Consumption DisparityConsumption in
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correlated with higher involvement
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• Improving donor coordination an
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sickness or loss of a working famil
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CHAPTER 4MACROECONOMIC FRAMEWORKHig
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age points - from 42 percent of the
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Figure 4.4. Size of foreign assista
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ooooIncrease interdiction efforts a
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Consistent with the growth strategy
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policy, it will remain vigilant aga
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In the short term, the Government w
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groups and neutralizing armed eleme
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threats are deterred, contained or
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Significant steps have been taken s
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Table 5.1. Integration of the Cross
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Current Situation in the SectorAfgh
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Justice system between government a
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Table 6.2. Key Objectives of the Na
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Current Situation in the SectorAchi
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Table 6.1. Cross cutting issues in
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CHAPTER 7ECONOMIC AND SOCIAL DEVELO
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commitments to increase the goods a
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investment opportunities cannot be
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Despite progress and efforts to dat
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tor regulator, which will adopt a t
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percent of households in Kabul and
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icy priorities and decisions pertai
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at the same time rehabilitating and
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Further, the unstable security situ
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ilitation that will provide all wea
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• Increased Agricultural Producti
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the poverty reduction goals. Carefu
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separate policies - one for basic t
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tions designed to promote Governmen
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• Urban Development: By the end o
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financing or co-production with use
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• Strengthened municipal capacity
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This Sector Strategy incorporates f
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high baseline level of 165 infant d
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temporary or permanent disabilities
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• the proposals that are consider
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In Higher Education, universities h
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the primary level. In rural areas,
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carry out construction of buildings
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prosperous and productive future in
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covery, and peaceful development of
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• By end-2012/13 the Government w
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to re-forest Afghanistan (i.e., “
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policy making. However, lack of the
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countries through policy negotiatio
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Provide housing, facilities and soc
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Table 13.0.1. Cross Cutting Issues
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SectorAnti-CorruptionGendering fina
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SectorAnti-CorruptionGenderCounter-
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SectorSocialProtectionAnti‐Corrup
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CHAPTER 8CROSS-CUTTING ISSUESThe AN
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COUNTER NARCOTICSBackground and con
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inforcing the integrity of public a
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activities on gender. The Governmen
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Resources and Environment. The orga
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PART IIIAID EFFECTIVENESSANDCOORDIN
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children have enrolled in primary a
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crease donor support for preventive
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Increasing the volume and concessio
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tation of the PRGF. Moreover, the s
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CHAPTER 10IMPLEMENTATION FRAMEWORKT
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lation and execution capacities to
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By committing themselves to funding
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ROLE OF THE MTFFThe three year Medi
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Consultative Groups (CGs) will cont
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CHAPTER 11MONITORING FRAMEWORKThe A
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(for ISAF), Afghanistan Information
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Figure 11.2. ANDS Poverty Monitorin
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Table 13.1. Monitoring and Evaluati
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ANDS Monitoring and Evaluation Indi
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CHAPTER 12CONCLUSIONWhile significa
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larger and more efficient private s
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APPENDICES
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PILLAR : SECURITYSECTOR : SECURITYE
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PILLAR : GOOD GOVERNANCESECTOR : GO
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PILLAR : GOOD GOVERNANCESECTOR : GO
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PILLAR : GOOD GOVERNANCESECTOR : JU
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PILLAR : ECONOMIC GOVERNANCE AND PR
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Page 268 and 269:
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PILLAR : INFRASTRUCTURESECTOR : ENE
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PILLAR : INFRASTRUCTURESECTOR : ENE
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PILLAR : INFRASTRUCTURESECTOR : TRA
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PILLAR : INFRASTRUCTURESECTOR : URB
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PILLAR : INFRASTRUCTURESECTOR : MIN
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PILLAR : INFRASTRUCTURESECTOR : WAT
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PILLAR : INFRASTRUCTURESECTOR : INF
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PILLAR : EDUCATION AND CULTURESECTO
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Page 288 and 289:
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PILLAR : AGRICULTURE AND RURAL DEVE
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PILLAR: SOCIAL PROTECTION & REFUGEE
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APPENDIX IIMonitoring MatrixPILLAR:
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PILLAR: GOVERNANCE, RULE OF LAW AND
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PILLAR: GOVERNANCE, RULE OF LAW AND
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PILLAR: INFRASTRUCTURESECTOR: TRANS
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PILLAR: INFRASTRUCTURESECTOR: TRANS
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vincial capitalsImproved ICT covera
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PILLAR: EDUCATIONSECTOR: EDUCATION
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services able throughout Afghanista
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PILLAR: AGRICULTURE & RURAL DEVELOP
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PILLAR: SOCIAL PROTECTIONSECTOR: RE
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G:Islamic Republic of AfghanistanAf
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