USAID/AFGHANISTAN KCI: ANNUAL REPORT (BASE YEAR) – OCTOBER 1, 2010 – SEPTEMBER 30, 2011

KCI's objective is to have citizens experience consistently improving services provided by a steadily improving city workforce and modern management systems. The public will credit the Kabul administration with improvements, become more supportive of the Kabul government, and take an active role in improving the urban environment. KCI's work plan for the base year was prepared for a period of 16 months, from December 2010 through March 2012, and was approved by USAID on January 12, 2011. The work plan focused on three key areas: capacity building and citizen engagement, service delivery improvements and infrastructure, and revenue collection and financial management. KCI's project leadership and staff were embedded with the Mayor and his deputies at the Kabul Municipality, in each of the 22 districts, and in all of its operating departments. The KCI project is divided into three contract line items (CLINs): CLIN 1 focuses on capacity building and citizen engagement, CLIN 2 focuses on service delivery improvements and infrastructure, and CLIN 3 focuses on revenue collection and financial management. Each CLIN has specific targets and indicators that are monitored and reported on a regular basis. The KCI project has made significant progress in the base year, with notable achievements in capacity building and citizen engagement. KCI has developed a three-year municipal management and capacity improvement plan, built human capacity, developed standard operating procedures, and implemented a municipal IT strategy. KCI has also improved project management and increased public participation. In terms of service delivery improvements and infrastructure, KCI has made progress in improving Kabul parks and greenery, sanitation, and streets. KCI has also established a commercial area improvement program and rehabilitated city facilities. Additionally, KCI has established at least one public-private partnership. In terms of revenue collection and financial management, KCI has made progress in revenue collection and management, accounting, budgeting, and financial management. KCI has also improved the property tax register and implemented a financial management information system. The KCI project has a strong focus on anti-corruption and gender, with efforts to promote transparency and accountability in all aspects of the project. KCI has also established a working group to address cross-cutting issues and ensure that the project is meeting its objectives. Overall, the KCI project has made significant progress in the base year, with notable achievements in capacity building, service delivery improvements, and revenue collection and financial management. The project continues to work towards its objectives of improving services, increasing revenue, and promoting transparency and accountability.