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The Afghan National Solidarity Programme (NSP) was initiated by the government of Afghanistan in 2003 with two primary goals: to strengthen local governance to foster rule of law, and to lay the foundations for community-managed sub-projects for reconstruction and development. This initiative was conceptualized by Ashraf Ghani after the fall of the Taliban, recognizing the importance of engaging the rural population—about 80% of the Afghan populace—in the governance process to build public trust. The NSP was modeled on Indonesia’s Kecamatan Development Program, established by Scott Guggenheim of the World Bank in the late 1990s, and aimed to rehabilitate and develop around 5,000 villages throughout the country, funded by an estimated $600 million. The program was especially crucial for addressing the immediate needs of rural communities affected by decades of conflict and severe drought.

The implementation of the NSP involves several steps facilitated by local NGOs contracted by the Ministry of Rural Rehabilitation and Development (MRRD). First, a facilitating partner is assigned to the region to mobilize community involvement and educate them about the NSP. Following that, a transparent election process is conducted to elect members of the Community Development Council (CDC), which is responsible for developing a community development plan (CDP) to identify and prioritize sub-projects. After the CDC proposes potential projects, and those receive approval, NSP block grants are disbursed to fund the projects, with an emphasis on training CDC members in project management and financial accountability. The evaluation phase involves assessing the project outcomes to learn and adapt for future implementations. This cyclical approach aims to enhance community ownership of development and sustainability.

The NSP was primarily funded by the International Development Association at the World Bank and the Afghanistan Reconstruction Trust Fund, amounting to about $600 million. The program received backing from various international donors, including the UK Department for International Development (DFID), the Danish International Development and Assistance Agency (DANIDA), the Canadian International Development Agency (CIDA), and the US Agency for International Development (USAID). Implementation was overseen by the Ministry of Rural Rehabilitation and Development (MRRD), with operational assistance from GIZ and DAI consulting firms, which provided additional expertise in strengthening local governance capacities. This cooperation among multiple stakeholders was crucial for the NSP's success as Afghanistan aimed for broader national development goals.

The NSP has undergone several phases of expansion since its inception. Starting in May 2003, Phase 1 targeted three districts in each province, reaching approximately 17,300 communities by March 2007. By the end of Phase 2 in March 2010, the program had extended to cover an additional 4,300 communities, accounting for 80-90% of the rural population in Afghanistan. The World Bank later approved $40 million for Phase 3, which intensified efforts to reach all remaining communities and ensure the sustainability of the CDCs established in previous phases. This focus on including communities in governance processes was instrumental in improving local infrastructure, health services, and educational opportunities, effectively supporting rural development in a nation recovering from conflict.

The NSP is renowned as one of the most successful community-driven development (CDD) programs globally, contributing significantly to rural reconstruction in Afghanistan. The World Bank's president has estimated that the NSP yields an economic rate of return of approximately 20%. The program generated substantial employment opportunities and initiated recovery efforts in rural areas devastated by years of conflict and natural disasters like drought. Although there is a need for ongoing monitoring and evaluation of program effectiveness, the deployment of community development councils (CDCs) has facilitated improved infrastructure and services in the targeted villages. The NSP's model emphasizes local participation and governance, which has been pivotal for cultivating community ownership and sustainability in development processes.

One of the significant challenges the Afghan National Solidarity Programme (NSP) faced was the lack of formal census data, which made it difficult to accurately identify and target rural communities for development. Initial estimates suggested there were about 20,000 villages in Afghanistan, later revised to 42,000, highlighting the complexity of the situation. To address this, the MRRD estimated the number of NSP communities by factoring in the size and characteristics of villages, ultimately determining that around 28,500 communities would reasonably correspond to rural settlements. This approximation allowed for more effective planning and implementation of the NSP, ensuring that efforts were directed towards communities in need, even amidst data limitations.

The Afghan National Solidarity Programme (NSP) was instrumental in establishing local governance structures, particularly through the formation of Community Development Councils (CDCs). These councils were elected by community members, promoting democratic practices and encouraging local participation in governance. The NSP's model allowed for a decentralized approach to decision-making where CDCs could identify development needs and manage project funding independently. By providing training in governance skills, project management, and financial oversight, the NSP empowered communities to lead their own development efforts. This not only fostered stronger local governance but also cultivated trust among citizens and between them and the government, essential for long-term stability and development in post-war Afghanistan.

The Kecamatan Development Program (KDP) in Indonesia served as a critical model for the design of the Afghan National Solidarity Programme (NSP). The KDP was recognized for its successful community-driven development approach where local communities identified their needs and managed the allocation of resources accordingly. Inspired by this, the NSP aimed to ensure similar local engagement and participation in the reconstruction and development process in Afghanistan. This included forming community development councils, which empowered citizens to play an active role in governance and development decisions, fostering a sense of ownership and accountability in the outcomes of projects initiated under the NSP.

Non-Governmental Organizations (NGOs) played a pivotal role in the implementation of the Afghan National Solidarity Programme (NSP) by acting as facilitating partners contracted by the Ministry of Rural Rehabilitation and Development (MRRD). These NGOs were responsible for mobilizing communities, providing technical support, and ensuring adherence to the operational manual designed for the NSP. They trained local community organizers to educate residents about the program, facilitated the election of community development councils, and helped in crafting project proposals. Their assistance was essential not only in technical aspects such as building infrastructure but also in fostering transparency and inclusivity in the decision-making process, which contributed to the overall success and impact of the NSP.

The Afghan National Solidarity Programme (NSP) received significant support from various international agencies, most notably the World Bank and the Afghanistan Reconstruction Trust Fund. This involvement ensured that the programme was backed by not only financial resources amounting to approximately $600 million but also technical expertise and strategic oversight. The World Bank's approval of a $40 million grant for Phase 3 of the NSP highlights the ongoing international commitment to the program. Additionally, partnerships with agencies such as USAID, DFID, and others served to leverage additional resources and foster a collaborative approach towards rural development. This international support was crucial in building local capacities and implementing successful community-driven projects across Afghanistan.