MoCI Business Plan 2014

Transcription

‫د افغانستان اسالمی جمهوریت‬
‫جمهوری اسالمی افغانستان‬
‫د سوداگری او صنایعو وزارت‬
‫وزارت تجارت وصنایع‬
‫ پالیسی و پالن ریاست‬،‫د استراتیژی‬
‫ریاست استراتیژی و پالیسی‬
Islamic Republic of Afghanistan
Ministry of Commerce &Industries
Strategic Planning and Policy Directorate
Business Plan
1393 (April 2014 to March 2015)
Ministry of Commerce
and Industry (MoCI)
Strategic Planning and
Policy Directorate (SPPD)
Approved by:
_____________________
Minister of Commerce and Industry
March 2014
Foreword by H.E. Minister Kargar
Afghanistan has grown strongly over the last decade. This growth has been driven by a number of
factors, chief among them assistance from our international partners and the return of the Afghan
Diaspora, however this support is changing in both its scale and nature. If Afghanistan is to have the
bright, prosperous future that we all hope for, these sources of growth need to be replaced. This Plan
sets out the Ministry of Commerce and Industry’s path for achieving this including initiatives to
further improve the enabling environment for business, actions to set Afghanistan on the way to an
export boom, a renewed focus on ensuring that markets work for all, and action to ensure that
consumers are protected from shoddy products and malpractice.
This Plan sets out the prioritised activities that MOCI will take over the next year to assist with the
development of the economy. One of the key challenges for the Ministry of Commerce and Industry is
to ensure that it has the capacity to deliver on this Plan. As a result, this Business Plan also sets out
how it will go about ensuring that that is the case. Obviously, the MOCI will not succeed unless its
partners in implementation – donors and the private sector – take concurrent action. I am therefore
looking to the private sector to work with us to implement this plan, for companies to engage
strongly with government and work towards the jointly agreed goals set out in this Plan.
Much has been done in recent years to make Afghanistan a better place to do business, but we still
have a long way to go to create a truly enabling environment for business in Afghanistan. I know that
an efficient and effective court system is a must for ensuring the integrity of commercial
transactions; I realise that the prevailing security situation is hurting our businesses; I am aware that
inadequate power is a serious constraint on our industrial development; I find it very painful when
our business community complains about illegal payments that they have to make when they
transfer their goods; I realise that most businesses do not have access to normal credit facilities; I
know that clear title for land is hard to obtain; and I know that skilled labour and professionals are
more easily available in neighbouring countries than Afghanistan.
But this gloomy picture needs to be balanced with a look at the brighter side of doing business in
Afghanistan. Afghanistan is still a land of opportunity for entrepreneurs; I still believe that even when
we take into account the high level of risk, return on investment in Afghanistan is much greater than
in most other parts of the world; I am confident that few countries can match the range of
investment opportunities available in Afghanistan today. From gems to aviation, from marble to
manufacturing fans and electric washing machines – watch out China, here we come! - from saffron
to steel, from cashmere to carpets, Afghanistan is open for business. As we make progress on
building our infrastructure, and as the SME sectors expand and large scale mining and hydro-carbon
extraction projects come on stream the prospects will become brighter still. This Plan sets out the
initial steps for us to realise this enormous potential. If we are to succeed, it will be because we have
worked together on the basis of a shared vision.
Finally, and perhaps most significantly, this Plan recognises that many Afghans still need to be
persuaded that a market economy will deliver prosperity to all. It sets out a path for more inclusive
growth and acknowledges the need to engage with ordinary Afghans and their elected
representatives and explain how and why a private sector led economy is the best way for
Afghanistan to develop.
With respect
Mohammad Shaker Kargar
Minister of Commerce and Industry
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List of Abbreviations
ACBR
Afghanistan Central Business Registry
ACCI
AISA
Afghanistan Chamber for Commerce and Industries
Afghanistan Investment Support Agency
ANDS
Afghanistan National Development Strategy
ANSA
APTTA
APTTCA
Afghanistan National Standards Authority
Afghan-Pakistan Transit Trade Agreement
Afghanistan Pakistan Transit Trade Coordinating Authority
BPR/I
Business Process Reengineering/Improvement
CPCPD
Competition Promotion and Consumer Protection Directorate
ECOTA
EPAA
Economic Cooperation Organisation Trade Agreement
Export Promotion Agency of Afghanistan
ESCAP
Economic and Social Commission for Asia and the Pacific (UN)
FLGE
IARCSC
Fuel and Liquid Gas Enterprise
Independent Administrative Reform Civil Service Commission
IFC
IT
International Finance Corporation
Information Technology
ITAD
ITD
M&E
Industries’ Technical Affairs Directorate
International Trade Directorate
Monitoring and Evaluation
MOCI
Ministry of Commerce and Industry
MOF
NPP
OAA
Ministry of Finance
National Priority Programme
Office of Administrative Affairs
OECD
OIC
Organisation for Economic Co-operation and Development
Organisation for Islamic Co-operation
PRD
PRID
PSD
SAARC
SAFTA
Petroleum Regulation Department
Public Relations and Information Directorate
Private Sector Development
South Asian Association for Regional Cooperation
South Asia Free Trade Agreement
SATIS
SME
SOC
SOE
SOECCD
SPPD
TIFA
TNA
TTFD
South Asia Trade Agreement in Services
Small and Medium Enterprise
State Owned Corporation
State Owned Enterprise
State Owned Enterprise and Corporation Coordination Directorate
Strategy Policy and Planning Directorate
Trade and Investment Framework Agreement
Training Needs Assessment
Transit and Trade Facilitation Directorate
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Contents
List of Abbreviations................................................................................................................................... 3
1.0
Introduction...................................................................................................................................... 7
1.1
Outline of the Business Plan .............................................................................................. 7
1.2
Purpose of the Business Plan ............................................................................................ 7
1.3
Ministry Role ......................................................................................................................... 8
1.3.1 Overview .............................................................................................................................. 8
1.3.2 Policy-Maker ....................................................................................................................... 8
1.3.3 Facilitator ............................................................................................................................. 9
1.3.4 Regulator ............................................................................................................................. 9
1.4
Ministry Organizational Chart (high-level) ...................................................................... 10
1.5
Ministry Provincial “Arm” ................................................................................................... 10
1.6
Ministry Strategic Framework ........................................................................................... 11
1.7
Ministry Performance Management System .................................................................. 13
1.7.1
Business Planning ...................................................................................................... 14
1.7.2
Departmental Work plans: ........................................................................................ 16
1.7.3
Key Performance Indicators ..................................................................................... 16
1.8
Business Planning Process .............................................................................................. 17
2 Direct Reporting to the Minister...................................................................................................... 20
2.1
Office of the Chief of Staff ................................................................................................. 20
2.1.1
Terms of Reference ................................................................................................... 20
2.1.2
Summary Workplan.................................................................................................... 21
2.2
Internal Audit ....................................................................................................................... 22
2.2.1
2.2.2
2.3
Legal Affairs ........................................................................................................................ 23
2.3.1
2.3.2
2.4
Strategy, Policy and Planning .......................................................................................... 25
2.4.1
2.4.2
2.5
Petroleum Regulations ...................................................................................................... 27
2.5.1
2.5.2
3 Private Sector & Industries Development ..................................................................................... 29
3.1
Private Sector Development ............................................................................................. 29
3.1.1
3.1.2
3.2
Competition Promotion and Consumer Protection ........................................................ 31
3.2.1
3.2.2
3.3
Industries’ Technical Affairs .............................................................................................. 33
3.3.1
3.3.2
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3.4
State-owned Enterprises and Corporations Coord. Reform & Financial Analysis ... 35
3.4.1
3.4.2
4 Trade .................................................................................................................................................. 37
4.1
International Trade ............................................................................................................. 37
4.1.1
4.1.2
4.2
Transit and Trade Facilitation ........................................................................................... 39
4.2.1
4.2.2
4.3
Export Promotion ................................................................................................................ 41
4.3.1
4.3.2
4.4
Exhibition Facilitation ......................................................................................................... 42
4.4.1
4.4.2
4.5
Central Business Registry................................................................................................. 43
4.5.1
4.5.2
5 Finance and Administration ............................................................................................................ 45
5.1
Human Resource Management ....................................................................................... 45
5.1.1
5.1.2
5.2
Administration & Finance .................................................................................................. 47
5.2.1
5.2.2
5.3
Information Technology ..................................................................................................... 48
5.3.1
5.3.2
5.4
Public Relations and Information ..................................................................................... 49
5.4.1
5.4.2
5.5
Gender ................................................................................................................................. 51
5.5.1
5.5.2
6 Stakeholder Mapping ....................................................................................................................... 52
6.1 Overview ................................................................................................................................... 52
6.2 Government .............................................................................................................................. 52
6.2.1 Partner Ministries ............................................................................................................. 52
6.2.1 Partner Agencies .............................................................................................................. 52
6.2.1 Minister’s Role .................................................................................................................. 53
6.3 Donors ....................................................................................................................................... 53
6.4 Media ......................................................................................................................................... 58
6.2 Private Sector ........................................................................................................................... 58
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Monitoring and Evaluation .............................................................................................................. 59
7.1 Overview ................................................................................................................................... 59
Annex A: Ministry Achievements in Previous Year ............................................................................. 63
Annex B: List of MoCI Work Divisions, Directorates and Departments ........................................... 70
Annex C: Departmental Work-plans ...................................................................................................... 73
7
Figure 1: Performance Planning............................................................................................................ 14
Figure 2: Key Performance Indicators Context ..................................................................................... 17
Figure 3: MoCI Business Planning 10-Step Process............................................................................... 18
Figure 4: Chief of Staff Org Chart .......................................................................................................... 21
Figure 5: Internal Audit Org. Chart........................................................................................................ 22
Figure 6: Legal Affairs org. Chart ........................................................................................................... 24
Figure 7: SPPD Org. Chart ..................................................................................................................... 26
Figure 8: PRD Org. Chart ....................................................................................................................... 28
Figure 9: PSD Org. Chart........................................................................................................................ 30
Figure 10: CPCP Org. Chart.................................................................................................................... 32
Figure 11: ITAD Org. Chart .................................................................................................................... 34
Figure 12: SOECCR Org. Chart ............................................................................................................... 36
Figure 13: International Trade Org. Chart............................................................................................. 38
Figure 14: Transit Org. Chart ................................................................................................................. 40
Figure 15: EPAA Org. Chart ................................................................................................................... 41
Figure 16: Exhibition facilitation Org. Chart.......................................................................................... 42
Figure 17: ACBR Org. Chart ................................................................................................................... 44
Figure 18: HR Org. Chart ....................................................................................................................... 46
Figure 19: Admin & Finance Org. Chart ................................................................................................ 47
Figure 20: IT Org. Chart ......................................................................................................................... 49
Figure 21: PRID Org. Chart .................................................................................................................... 50
Figure 22: Gender Org. Chart ................................................................................................................ 51
Figure 23: MoCI Stakeholder Overview ................................................................................................ 58
Figure 24: Benefits of Monitoring System for MoCI ............................................................................. 60
Figure 25: Process for Monitoring MoCI Progress againt Business Plan .............................................. 61
Figure 26: Monitoring Information Flow in MoCI ................................................................................. 62
Text Box 1: Dept. Work-plan Assessment Tool ..................................................................................... 19
Table 1: PMS Benefits ........................................................................................................................... 14
Table 2: SPPD Functions and Depts. Matrix .......................................................................................... 25
Table 3: SOEs Managed By MoCI’s ITAD ............................................................................................... 33
Table 4: Features of Monitoring, Evaluation and Audit ........................................................................ 60
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1.0
Introduction
1.1 Outline of the Business Plan
A Business Plan for the Ministry of Commerce and Industry was last produced for 20012-13. A Plan
was not prepared last year. This 2014-15 Business Plan document consists of the following sections:
 Section 1 – Introduction: This section provides an outline of the Business Plan, the purpose
of the Business Plan, the Ministry’s role or mandate, the Ministry’s strategic framework and
performance management system, and the business planning process.
 Sections 2 – 5: To facilitate easy reference by individual staff members, the Business Plan
has been structured around 4 working divisions within the Ministry - Direct Reporting to the
Minister, Private Sector and Industries Development, Trade, and Finance/Administration.
These 4 sections outline the responsibilities (ToR) of Directorates or Departments within each
division along with their main activities, milestones and expected outputs over the course of
1
the next twelve months .
 Section 6 – Stakeholder Mapping: This section provides an overview of core partners in the
public and private sector as well as the Ministry’s influence through Cabinet, Economic SubCommittee, the Private Sector Development Cluster and the High Commission on Investment.
 Section 7 - Monitoring and Evaluation: This section provides information about how the
Ministry will monitor progress of, and evaluate results arising from, implementation of the
Ministry’s Business Plan.
 Annex; In the Annex there are the Ministry’s main summarized achievements last year, a list
of the Ministry’s work divisions, directorates and departments, and the 57 departmental
workplans that are the building blocks for this Business Plan.
1.2 Purpose of the Business Plan
This Business Plan sets out the specific actions required to achieve the vision and mission of the
Ministry of Commerce and Industry (MOCI) as follows:
MoCI Vision: “A socially responsible market economy in Afghanistan, in
which sustainable and equitable growth is private sector led and leads to
increased employment, higher living standards and the reduction of
poverty, in which competition operates for the benefit of all.”
MoCI Mission: “To encourage growth through the development of
MoCI Mission: “To encourage growth through the development of
appropriate policies and regulations, and the facilitation of private sector
appropriate
policies
production
and
trade.”and regulations, and the facilitation of private
sector production and trade.”
MoCI’s Vision and Mission are linked to high-level national priorities and strategies as formulated by
the PSD Cluster and ANDS:
Integrated Trade and SME Support Facility (PSD Cluster: National Priority Program)
“A roadmap for strategic development of private sector in Afghanistan”
1
This core information was generated by each of the 57 individual departments across the Ministry.
Page |7




legal, institutional and structural reform to strengthen the enabling environment
(business climate) for private sector
facilitating trade and increasing exports opportunities
developing resilient and competitive SME and industrial sectors including a national
quality infrastructure
reforming the public institution charged with assisting the development of the
private sector for better service delivery
Afghanistan National Development Strategy 2008-13: The Government aims to “enable the
private sector to lead Afghanistan’s development”. We will build a market-based system,
driven by private sector growth, in which Government is the “policy maker and regulator of
the economy, not its competitor”. If the Government is to achieve its aim of significantly
enhancing per capita GDP in the next five years, it must complete the foundations for socially
responsible private sector growth and encourage sustained high levels of foreign and
domestic private investment.
1.3 Ministry Role
1.3.1 Overview
MOCI has made significant strides channelling its resources more effectively to improve the
operating environment for Afghan businesses. However, the enormity of the shift from the
Ministry’s focus and values prior to 2001 to its present day orientation cannot be underestimated.
The then Ministry of Commerce operated in a state owned and controlled economy and the
attitudes, structures and skill sets required of the Ministry in that context have taken time to
change. It is only slowly that MOCI is starting to shed its pre-2001 skin and better understand
and deliver on its role in a market economy.
In this modern cast, the Ministry has identified its key roles as policy-maker, facilitator
(coordinator) and regulator, and these remain the core modalities through which the Ministry will
act.
1.3.2 Policy-Maker
In its role as a policy maker, the Ministry has come a long way, having developed a national level
Industrial Policy, in which the Ministry has prioritised sectors and areas of growth, and placed a
premium on infrastructure, judicious use of tariffs, effective trade policy, improving the quality of
Afghan products through standards and innovation, and active intervention in the market place to
assist Afghan businesses to move up the value chain. This policy is underpinned by an SME
Strategy and a set of detailed Sector Action Plans, spanning agri-business, carpets, construction
materials, marble and gems, and more recently leather/skins, as well as support for womenowned enterprises. MOCI’s policy and strategy framework for SMEs has also set growth targets
across the prioritised sectors.
Whilst this may appear excessively optimistic, consideration of the individual sectors prioritised
in these policy documents gives credence to these ambitions; there are nine white cities being
created in Turkmenistan using Afghanistan’s white marble; Afghanistan’s SME carpet traders
recorded over $12 million sales in just one trade fair in 2012, and Afghanistan’s agri-products are
increasingly penetrating regional and international markets.
Elsewhere, MOCI has drafted a Competition Policy and a Consumer Protection Policy. In terms
of capacity building MOCI has developed an Administration Manual to guide the support
functions within the Ministry and completed major HR review implementing ‘Pay and Grading’
across all Ministry Directorates. In addition the HR Directorate has delivered a new induction
program for all new employees.
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However, the challenge ahead will be the successful implementation of these policies and this is
an area where MOCI still has had limited experience and capacity. Moreover, a number of key
policy gaps remain such as a Trade Policy for Afghanistan and a clear policy statement on
SOEs. This Business Plan therefore has a dual focus in the area of policy - both on effective
implementation of existing policy, as well as the design of fresh, evidenced-based policy in areas
where it currently does not exist.
1.3.3 Facilitator
As facilitator, the Ministry helps align organisations, such as donors, NGOs, business
associations, investors, foreign trading partners and others that can support businesses. This
role also includes engaging directly with businesses to understand and respond to existing and
emerging constraints through the design and encouragement of public private partnerships, and
the formulation of the most suitable rules and procedures to stimulate full use of available
resources.
In this capacity, the Ministry provides advice directly to donors and NGOs to guide funding
towards projects that will have a real, tangible impact on businesses. For example, MOCI has
worked with the World Bank and started the implementation of the New Market Development
Project – a $22 million project which aims to provide targeted training and technical support to
750 businesses or business associations across four Afghan provinces.
In relation to trade, the Ministry has ratified the Afghanistan Pakistan Trade and Transit
Agreement (APTTA) in the past year. Moreover, the Ministry has completed the tariff reduction
plan for the South Asian Association for Regional Cooperation (SAARC) – as part of the South
Asian Free Trade Area (SAFTA); produced recommendations for reform of border ports and
continued its work in supporting Afghan companies to attend international trade fairs and
exhibitions through EPAA (Export Promotion Agency Afghanistan).
There is, however, a long way to go for MOCI to be a model facilitator for private sector growth.
In the ambit of trade, the Ministry needs to improve implementation of APTTA on the ground, as
well as acceding to WTO and signing regional trade and transit agreements with core Central
Asian partners. Moreover, facilitation of access to land and utilities through Industrial Parks is
hampered by poor governance arrangements and a weak record on affordable rent prices and
reliable power supply.
1.3.4 Regulator
Regulation in Afghanistan is at a reasonable stage of development, with Afghanistan ranking 24
[4]
out or 189 countries surveyed by the World Bank for establishing a business, and the Ministry
[5]
recently implemented a Business Licensing Reform Programme to create a more transparent,
comprehensive and inter-connected licensing regime.
The last year has also seen MOCI’s renewed commitment to ensure that Afghan businesses
operate in a fair, competitive environment and that consumers are protected from sub-standard
products. The Ministry is currently in the process of updating the Competition Law for
Afghanistan; has hired a firm to re-draft the Consumer Protection Law, and has started to
establish the administrative, organisational and institutional frameworks for the Competition
Promotion and Consumer Protection Directorate (CPCPD) within the Ministry.
In a similar vein, the Ministry has established a Petrol Regulation Department with the aim of
improving the management, regulation and operations of the petroleum industry in Afghanistan
and by so doing reducing the volatility of prices and ensuring that retail prices are reasonable.
Going forward, MOCI will have a role both directly leading regulatory reforms within MOCI as
well as advocating for reforms with partner Ministries and Agencies.
Page |9
1.4 Ministry Organizational Chart (high-level)
To equip the Ministry to carry out its mandate, MOCI has completed the structural Pay and Grading
reform review, part of the Government’s Public Administration Reform (PAR) Programme led by the
IARCSC. This process has included a revision and re-alignment of the Ministry’s structure to bring
together similar areas of responsibility and to better balance the roles between policy development,
facilitation and regulation across Directorates and work units. Below is the Ministry’s high level
structure of the MOCI for 1391, as a result of the Pay and Grading exercise.
1.5 Ministry Provincial “Arm”
The Ministry has a strong presence outside of Kabul with an extensive network of offices offering
business support services – registration, licensing, export advice etc. The Directorates report direct to
the Office of the Minister while the departmental offices, depending on the function, report to Central
Directorates in Kabul.
The Ministry features 7 major Directorate offices in strategic zones as follows: Balkh; Nangarhar;
Kundoz; Kandahar; Paktya; and Herat. MoCI also operates 14 departmental offices or branch offices
as follows: Daikundi; Farah; Kunar; Nimroz; Badakhshan; Bamyan; Badghis; Helmand; Khost;
Ghazni; Faryab; Maidan Wardak; Jowzjan; and Parwan.
It is assumed for the purposes of Business Planning that all the activities and outputs of the
above provincial network are captured in the work plans of the work divisions in Kabul so that
additional separate work plans are not necessary and would be a duplication.
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This scenario also applies to the various SOEs operated by the Ministry (ITAD) and the guilds?
1.6 Ministry Strategic Framework
To achieve its mandate, MoCI formulated 7 strategic objectives as set out in its Strategic Plan 20112
15 :
MoCi 7 Strategic Objectives:
1. Improve the Enabling and Regulatory Environment for Business and Afghanistan’s
DBI1 Ranking;
2. Improve International Competitiveness and Trade;
3. Industrialise Afghanistan through Increasing Exports and Import Substitution;
4. Ensure that the Private Sector Operates Fairly and Equitably;
5. Ensure Pro-Poor Growth;
6. Promote the Market Economy and Increase Understanding of How it Operates; and
7. Ensure that MOCI has the Capacity to Deliver on its Role
Under each strategic objective, the Ministry has a set of comprehensive strategies and together these
constitute the Ministry’s strategic framework. The strategies are as follows:
1.
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
Improve the Enabling and Regulatory Environment for Business and Afghanistan’s DBI Ranking
Simplifying and improving the transparency of business licensing processes and requirements
Streamlining business registration process
Improving access to affordable land and utilities (electricity, water, sewage)through MOCI assets
Improving the administration and management of MOCI assets, including Industrial Parks and
SOEs
Developing proposals for public-private partnerships between MOCI and business partners
Advocating for greater access to finance
Advocating for strengthened property rights
Advocating for building and improving core infrastructure such as roads, railways and cold
storage
Enacting the bankruptcy law
2. Improve International Competitiveness and Trade
2.1 Finalising and implementing core multilateral trade and transit agreements (SAARC, CAREC,
ECOTA)
2.2 Acceding to the World Trade Organisation (WTO)
2.3 Developing, renewing and implementing bilateral trade agreements with Afghanistan’s
neighbours (Pakistan through APTTA, Uzbekistan, Tajikistan, Kyrgyzstan)
2.4 Developing and implementing a Trade Policy for Afghanistan to improve Government and donor
focus and co-ordination in this area
2.5 Working with ANSA to improve and certify the quality of Afghan products, including SMTQ issues
relating to the environment
2.6 Working with Customs and Revenue to streamline and improve the transparency of customs
procedures and practices
2.7 Working with AISA to attract Foreign Direct Investment into Afghanistan
2
The Strategic Plan will be updated summer 2014 and a new 4-year Strategic Plan prepared in summer 2015 .
P a g e | 11
3. Industrialise Afghanistan through Increased Exports and Import Substitution
3.1 Identifying areas where import substitution is likely viable, through an evidence-based process
3.2 Developing action plans to create competitive businesses in the areas identified in 3.1 above
3.3 Identifying synergies between sectors that may improve viability
3.4 Implementing sector specific strategies for improving productivity
3.5 Working with Customs and Revenue to ensure an appropriate tariff regime, in line with the
Industrial Policy
3.6 Improving information on foreign markets and how Afghan products need to adapt to them
3.7 Utilising better the system of commercial attaché offices to promote Afghan products
3.8 Increasing the presence of Afghan companies in international fairs
4. Ensure that the Private Sector Operates Fairly and Equitably
4.1 Enacting and overseeing the implementation of the new Competition Law
4.2 Re-drafting, enacting and overseeing the implementation the Consumer Protection Law
4.3 Operationalising the Competition Promotion and Consumer Protection Directorate to ensure
effective competition in the marketplace and protect consumers
4.4 Operationalising the Petrol Regulation Directorate to ensure fuel products are sold at an
acceptable price to both traders and consumers
4.5 Operationalising MOCI’s Gender Unit to ensure equal opportunities for economic and social
advancement for women both within MOCI and throughout the Afghan economy as a whole
5. Ensure Pro-Poor Growth
5.1 Finalising and implementing articles in the Industrial Policy relating to pro-poor growth
5.2 Finalising and implementing the six SME sector Action Plans in collaboration with Ministry
partners
5.3 Identifying further SME sectors that will benefit the poor
5.4 Engaging with appropriate donor and NGO partners to develop Making Markets Work for the
Poor (MMW4P) initiatives
6. Promote the Market Economy and Increase Understanding of How it Operates
6.1 Improving dialogue between the Ministry and the private sector
6.2 Expanding the Ministry’s advocacy through the media, attendance at conferences and other
public appearances
6.3 Operationalising the Public Relations and Information Directorate
6.4 Developing and implementing a comprehensive Communications Strategy
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7. Ensure that MOCI has the Capacity to Deliver on its Role
7.1 Implementing the approved Pay and Grading reform recommendations
7.2 Capitalising on donor projects relating to capacity development in the civil service
7.3 Developing and implementing a targeted and realistic Capacity Building Plan within the
Ministry, focusing on the core roles of policy, facilitation and regulation
7.4 Re-engineering the administrative processes in the Ministry
7.5 Implementing the recommendations in the Financial Management Review
7.6 Improving ICT policy, infrastructure and human capacity in line with USAID’s recommendations
in the Information Technology Roadmap
7.7 Updating and formally clarifying the role of AISA, ANSA and MOCI’s relationship with these
bodies
7.8 Improving SOE Performance
7.9 Improving co-ordination mechanisms between MOCI and partner Ministries and agencies
7.10 Supporting the Internal Audit Directorate, and identifying further internal and external
mechanisms to tackle corruption
7.11 Strengthening MOCI’s regional network
1.7 Ministry Performance Management System
To implement the set of strategies, the Ministry must take action. A Performance Management
System (PMS) is a set of activities designed to utilize and develop the skills and knowledge of people
at the workplace to achieve higher levels of organizational performance. A PMS integrates every
activity of the organization in the context of its leadership, human resource policies, culture, style and
communications. Using established goals as a basis, performance planning sets the stage for the
year by communicating objectives, and setting an actionable plan to guide the employee to
successfully achieve goals.
Performance planning, as with all other steps, is a collaborative process between the manager and
employee, although there will always be some elements that are non-negotiable. Begin with the job
description and identify major job expectations; expectations then can be clarified for each major
area. Performance management process during the year:
Start of the year:
 Produce Departmental work-plans
 Summarize into Directorate work-plans
 Consolidate into Ministry Business Plan
 Produce Employee Individual Work Plans (KPIs)
During the year:
 Monitor Departmental performance (against workplan)
 Monitor staff performance (against KPI)
 Give and receive feedback on performance
 Coach/train/develop staff to improve performance
End of the year:
 Give and receive feedback
 Appraise performance against agreed objectives and standards
 Celebrate and reward exemplary performance
 Plan employees’ future development
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Figure 1: Performance Planning
Stage 
Work Planning,
Goal Setting
Stage 
Rewarding
Ministry Strategic
Plan, Ministry
Annual Business
Plan, Directorate
Work Plans
Stage 
Monitoring,
Developing
Stage 
Appraising,
Giving Feedback
Performance management is a continuous process and not a one-off event.
Table 1: PMS Benefits
Ministry–wide
Efficiency and effectiveness
Accuracy
Accountability
Productivity
Retention
Communication
Performance
1.7.1
Managers/Dept. Head
Time Savings
Reduced Conflicts
Visible Accountability
Efficiency
Consistency
Performance
Solid results
Employees
Clarification of Expectations
Improved Self-assessment
Improved Performance
Career Paths
Job Satisfaction
Business Planning
The Ministry’s Business Plan encompasses the activities of all the General Directorates, Directorates
and independent Departments summarized in 4 major work divisions and 19 main
directorates/independent departments. The Process of business planning in light of performance
management system:
Stage  Work Planning, Briefing and Goal Setting
To enable Ministry staff to understand how their work effort can contribute to the success of the
Ministry as a whole, it is necessary to brief them about high level plans and objectives and to engage
them in producing their own Work Plans. This is important because, in general, people are more
motivated to improve their own work performance if they can understand how their small part
contributes to overall organizational performance.
Effective briefing is about setting objectives, activities and tasks that people will be required to
undertake in the year ahead, and the standards expected of them. Engaged employees are
committed and deliver more in terms of higher productivity, better service, more discretionary effort,
and more collaboration. Commitment is a choice people make – managers cannot force people to be
committed, hence managers need to create the environment that encourages people to make this
commitment.
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Involving staff in identifying the goals they are to work towards is an effective way to get commitment.
Goals describe what is to be achieved over a period of time. They can be expressed as targets or
tasks to be completed by specified dates. They can be work-related, referring to the results to be
attained, or personal, taking the form of developmental objectives. Goals should be SMART (Specific,
Measurable, Attainable, Relevant, Time-bound).
Alongside objectives and tasks are performance standards. They are used when there is a continuing
objective which does not change significantly from one review period to the next and is a standing
feature of the job. These should be spelled out in quantitative terms, for example, speed of response
to requests, defined standards of accuracy. Qualitative measures can be used for unchanging tasks
e.g. accuracy, comprehensiveness, punctuality, etc.
People are motivated by different things and it is important for a manager to understand what
energizes different members of the team and how to provide the appropriate motivational stimulus.
What is motivational for one person may not be the same for another. Personal growth, learning and
career advancement are important considerations for many people, so managers should allow
sufficient time to explore personal development fully.
Stage  Monitoring and Developing
Monitoring the performance of staff is undertaken partly by holding regular meetings and partly by
unobtrusive observation. Monitoring is best done by initially ensuring that a clear contract is in place –
not written, but nevertheless discussed and agreed – to make support available when it is required.
Managers can hold short weekly team meetings to review team performance, discuss and resolve
problems and set new targets. They can also meet with individuals to ask questions and to listen to
feedback about their work, how they think they’re getting on, and deal with any challenges they face.
Observing people at work and being seen to take an active interest in what they are doing can make a
difference to their work effort. The best way to do this is to try to catch people doing something right,
to give praise and to encourage – monitoring is not only about trying to find out what’s going wrong.
Feedback can provide learning opportunities – personal feedback helps to make people more aware
of what they do and how they do it, thus increasing their ability to modify their behavior and to become
more effective in undertaking tasks and interacting with others.
Developing knowledge and skills is the main route to improved organizational performance, which in
turn requires an understanding of the processes and techniques of organizational, team and individual
learning. Development can take place through mentoring, personal coaching and individual or group
training, but also (some say most effectively) through individuals taking responsibility for their own
development and seeking out opportunities for learning on-the-job from role models i.e. by observing
the way that proficient colleagues or managers undertake their work, or how they exhibit constructive
attitudes or exemplary behavior towards others.
Stage  Appraising and Giving Feedback
Performance appraisal (discussed in detail in the next section) provides an opportunity to reflect on
past performance, the standards achieved, and what lies ahead for personal development plans.
Performance appraisals are learning events, at which individuals are encouraged to think about how
and in which ways they want to develop.
The appraisal meeting must be constructive, with open, free-flowing, honest discussion and feedback,
and with the appraisee (employee) doing most of the talking. Appraisers (managers) and appraisees
should be trained in conducting reviews.
It is important to recognize that honest discussion can only be realized where trust exists. Trust
between manager and employee is a vital ingredient of commitment and engagement and hence work
performance, but it is a fragile concept – it takes time to build, but is easy and quick to destroy.
One of the outcomes of the appraisal meeting is the drawing up of a personal development plan
(PDP) covering training and development in areas of underperformance or weaknesses in the
employee’s skills and knowledge, in relation to the job they will be doing in the period head. This
P a g e | 15
requires a good understanding by the appraiser of the appraisee’s future work plan and a careful
assessment of their training needs.
Stage  Rewarding
The final process is to apply the outcome of the appraisal to decisions on salary, promotion and other
rewards for excellent performance, or if the outcome has been negative, to corrective actions that can
put the employee back on track or move them into another more suitable job.
1.7.2
Departmental Work plans:
Work planning is a dynamic process. It is carried out throughout the year to meet priorities and to
anticipate and respond to emerging issues with the resources available. A department should prepare
the workplan of the activities for which it has oversight authority to identify the areas most in need of
attention and to set priorities for the sequence and proportion of resources to be allocated.
The key components of the work plan are:
Outputs: are the desired outcomes that the ministry wants to achieve.
Activities: outline significant courses of action to be taken by the ministry to accomplish goals.
Milestones: indicate the degree of success a ministry has in working toward its goals.
Timeline: The timeframe in which an activity is expected to be completed and goal achieved.
The workplan will be a generic document that the whole ministry will reference. Having a departmental
workplan in place will provide an insight to all the staff about the work that ministry’s departments will
do in a particular fiscal year. This itself creates coordination and synergy and improves PMS.
While preparing the annual workplan managers should insist at outset that deliverables be SMART:
Specific – clear, understood what aiming to achieve
Measurable – some tangible evidence or proof that was achieved
Achievable – under control of Ministry, not over-ambitious, solid milestones
Realistic – in light of dept. capacity, (know-how) and resources, and time
Time bound – put timeline in for activities/milestones
1.7.3
Key Performance Indicators
Key Performance Indicators (KPIs) are quantitative and qualitative measures used to review an
organization’s progress against its goals. These are broken down and set as targets for achievement
by departments and individuals. The achievement of these targets is reviewed at regular intervals.
Key Performance Indicators (KPIs) will help managers and Heads of Departments understand how
their individual staff or units are performing in relation to their strategic goals and objectives.
Characteristics of a KPI are as follows:
 Relevant to and consistent with the ministry’s vision, strategy and objectives
 Representative – appropriate to the ministry together with its operational performance;
 Realistic – fits into the ministry’s constraints and cost effective;
 Specific – clear and focused to avoid misinterpretation or ambiguity;
 Attainable – requires targets to be set that are observable, achievable, reasonable and
credible under expected conditions as well as independently validated;
 Measurable – can be quantified/measured and may be either quantitative or qualitative;
 Timely – achievable within the given timeframe;
 Understood – individuals and groups know how their behaviors and activities contribute to
overall ministry goals;
 Agreed – all contributors agree and share responsibility within the ministry;
 Reported – regular reports are made available to all stakeholders and contributors;
 Governed – accountability and responsibility is defined and understood;
 Assessed – regular assessment to ensure that they remain relevant.
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Figure 2: Key Performance Indicators Context
1.8 Business Planning Process
This Business Plan spans the period of the next 12 months from April 2014 to March 2015. The
Ministry’s main achievements last year can be found in Annex A.
The Business Planning process was coordinated by MoCI’s Strategic, Policy and Planning Directorate
3
(SPPD) and led by the Strategic Planning department . The process to prepare the Business Plan
(BP) was as follows;
3
The DfID-funded TAMoCI project provided considerable technical assistance in support of this endeavor.
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Figure 3: MoCI Business Planning 10-Step Process
MoCI Business Planning – 10 Step Process
Form working group
1
Jan 2014
2
SPPD
Workshop planning inputs
(For Heads of Dept)
Mid Jan 2014
Workshop conducted
3
Draft Plan Inputs
Jan 16 - 30
Dept Head
Feed back on drafts
Feb 01 – 10
4
SPPD
5
Final draft inputs
Feb 10 - 15
Consolidates inputs
(draft business plan)
Feb 15 - 28
Dept Head
6
SPPD
7
Workshop conducted
Business plan presented to all Senior
Officials of the ministry in a workshop
Mar 01 - 04
Prepares the final draft
of the business plan
Mar 05 - 10
8
SPPD
9
$
Minister signs off and
approves the plan
Mid March 2014
The Minister
10
Communication Dept
disseminates and
communicates
Communications Dept
In order to prepare its Annual Business Plan, 19 MoCI Central Directorates were requested to provide
departmental workplans and a template was provided to them during workshops to explain the
process and respond to any questions..
It was agreed that Ministry work planning would emanate from the department level for granularity and
accountability. These would then be aggregated to the Directorate level. Annex B shows the Ministry
organizational “architecture” for business planning purposes that was essentially 3 levels – work
division, Directorate and department. Note that there are 3 General Directorates and so any
Directorates under them were listed as “departments”.
The architecture was necessary in order to assign a clear numbering system to each Ministry
deliverable that could be traced back through department, directorate and work division for purposes
of monitoring and reporting. It is assumed that each department head or manager would in turn
develop action plans for each deliverable but these are not captured in the Ministry Business Plan as
this would make the Plan document too unwieldy.
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A tool was developed to aid departments draft work-plans and the Strategic Planning dept. to assess
draft departmental work-plans and provide meaningful feedback (see text box below). SPPD’s
Strategic Planning Dept. with support of the ASI project provided considerable advice and guidance to
many departments across MoCI in preparing departmental work-plans.
Text Box 1: Dept. Work-plan Assessment Tool

STRATEGIC OBJECTIVE (SO): Refer to the Ministry’s strategic framework (derived from the
Ministry’s Strategic Plan 2011-15). There are 7 of these. Internal departments (those that
support other MoCI departments/directorates) should select SO7 – “ensure MoCI has the
capacity to deliver its role”. These are the objectives for the whole Ministry so the
Directorates/Departments do not need their own objectives.

SUB-STRATEGY: These are also derived from the Ministry’s Strategic Plan. But departments
can create their own sub-strategy if this is necessary and appropriate, and these will be
included in the update to MoCI’s Strategic Plan later this year. The sub-strategy should
reflect the main function of the department. The department function can be derived from
the Directorate’s Terms of reference and individual staff job descriptions.

OUTPUT: to achieve strategies, suitable deliverables have to be determined that contribute
to implementation of the selected strategy. An output should be a noun not a verb. It needs
to be SMART – specific, measurable, achievable, realistic and time bound. Outputs should be
tangible/concrete and provide evidence that activity was performed.

MILESTONES: these are steps toward producing the output. Milestones should be
measurable to indicate progress. Milestones are also nouns.

ACTIVITIES: these are the main actions to be performed that will result in the output. Activity
progress will usually be tracked through milestones.

STAKEHOLDERS: external stakeholders will need to be consulted on activities and outputs so
the workplan should indicate who these stakeholders are.

EXTERNAL TA: a department may have access to external technical assistance (TA) - usually
donor resource - to help deliver on a workplan activity

TIMELINE: the workplan should indicate a suitable timeline for the output to be produced –
start and end date.
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2 Direct Reporting to the Minister
This work division within MoCI comprises: Office of Chief of Staff (Minister’s Office); Internal Audit;
Legal Affairs; Strategy, Policy and Planning (SPPD); and Petroleum Regulation dept. (PRD).
The terms of reference are provided for each Directorate/independent department as well as its
organizational chart and a summary of the Directorate deliverables expected to be produced in the
upcoming year. The summary is derived from individual departmental work-plans in the respective
directorate and can be found in Annex C. Departmental work-plans show strategies, key outputs,
main activities, milestones, stakeholder consultation, external support and timeframe.
2.1 Office of the Chief of Staff
2.1.1
Terms of Reference
The Office of the Chief of Staff has a key role to play in ensuring Ministerial business is well organised
and conducted efficiently. In this capacity, the Office handles Ministry correspondence; oversees
logistical arrangements in support of the Minister’s schedule; provides secretarial support to the
Minister and Deputy Ministers, and organises a secure document management and archiving system
for the Minister’s cabinet and parliamentary papers and documents.










Coordinate objectives and activities of the Ministry’s departments for briefing the
MoCI Minister and other relevant authorities
Establish and regulate working relations between the departments and make
coordination among MoCI divisions and other national and international agencies
Coordinate affairs and maintain parliamentary relations through the Office of State
Minister for Parliamentary Affairs
Regulate delivery of services through the Office of the Minister in improvement of
economic and social programs
Regulate and monitor all affairs related to archives; handle and dispatch letters on
time to the Ministry’s divisions, other ministries and independent government
agencies while maintaining confidentiality
Receive and process the petitions received
Coordinate the Minister’s appointments and meetings according to the relevant
schedules and plans
Issue directives, approvals and orders of the competent authorities to the relevant
departments after receiving guidance from the Minister
Brief and submit general reports to the President Office
Coordinate foreign travels and internal trips of the Minister to the provinces
according to the plan and prepare reports on the Minister’s official trips to the
President
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Figure 4: Chief of Staff Org Chart
2.1.2
Summary Workplan
2.0 Direct Reporting to the Minister 2.1 Office of the Chief of Staff
2.1.1 Provincial Relations Department
2.1.1.1
Make trips to provinces
Issue guidelines, policies, plans and directives of the Minister to the departments of
2.1.1.2
MoCI in the provinces and ensure their implementation
2.1.1.3
Obtain results of assessments made by the MoCI offices in the provinces
2.1.1.4
Provide reports to the President from provincials work trips of the Minister
2.1.1.5
Resolve the issues and problems
2.1.2 Communications and Documents Department
2.1.2.1
Effectively manage the letter dispatching system among the MoCI departments
Provide working relationships with key ministries and other government institutions
2.1.2.2
and committees
2.1.2.3
Regulate matters related to the Council of Ministers and the Parliament
2.1.2.4
Build effective working relationships between the Minister and the private sector
2.1.2.5
2.1.2.6
2.1.2.7
2.1.2.8
Provide required facilitations for effective function of the MoCI administrative team
Provide administrative support and secretariat services
Carry out daily activities
Promulgation of presidential decrees
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2.1.2.9
2.1.2.10
2.1.2.11
Perform activities related to the Minister’s visitors
Effective regulation of letter-communication in the ministry
Carry out Capacity-building programs
2.2 Internal Audit
2.2.1
Terms of Reference
The key function of the Internal Audit Directorate is the detection, prevention and correction of
financial irregularities within the financial system of the Ministry. As such, the Directorate is
responsible for ensuring the completeness, accountability, transparency and accuracy of financial
records and producing audit reports for MOCI management. This work is crucial to the effective
management of MOCI, as well as to its reputation and credibility, and to the achievement of MOCI’s
strategic objective to ensure that MOCI has the capacity to deliver on its role.
The following ToR has been prepared according to first article of Part One of audit and control law,
first article internal audit regulation and relevant procedures for reviewing financial, accounting and
administrative activities of central and provincial offices of MoCI and cover the following:
 Regularly audit and review financial, accounting and administrative operation of the central
and provincial divisions of the Ministry according to the annual plan of the Internal Audit
Directorate
 Monitor implementation of the directives, laws, regulations, terms of references, procedures
and other legislations regarding financial, accounting and administrative affairs of the Ministry
 Monitor implementation of decisions and recommendations of previous audits; analyze and
evaluate the audits implemented and determine the nature of the irregularities and
wrongdoings
 Monitor and keep track of the funds and equipment donated by local and foreign
organizations after they are collected and registered by the departments in all divisions of the
Ministry
 Monitor levying taxes, stamp taxes (Sokook) and other revenues
 Monitor regulation and function of financial and accounting forms and provide consultations
for its enhancement
 Monitor and control Directorate’s performance quality
Figure 5: Internal Audit Org. Chart
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2.2.2
Summary Workplan
2.0 Direct Reporting to the Minister 2.2 Internal Audit Directorate
2.2.1 First Group of Audit Department
Review financial, accounting ,admin, services and trade activities against the laws,
2.2.1.1
regulations, decrees, resolutions and other legislative documents
2.2.1.2
2.2.1.3
2.2.1.4
2.2.1.5
Others
2.2.2 Second Group of Audit Department
Review financial, accounting, admin, services and trade activities against the laws,
2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5
2.2.3 Analysis and Evaluation Department
2.2.3.1
Analysis and evaluation
2.2.3.2
2.2.3.3
2.2.3.4
2.2.3.5
Others
2.3 Legal Affairs
2.3.1
Terms of Reference
The Legal Affairs Directorate is responsible for providing the Ministry with independent advice on a
wide range of legal issues that relate to its responsibilities. As such, the Directorate contributes
towards a range of MOCI’s strategic objectives for 2015, including, improving the enabling and
regulatory environment for business and Afghanistan’s DBI ranking; ensuring the private sector
operates fairly and equitably and ensuring pro-poor growth, by ensuring that the legal framework
supports these longer term ambitions.
P a g e | 23






Lead and coordinate design, development and process of business laws and regulations
according to national and international standards
Review previous laws and regulations on business and trade and adapt them to new and
implementable standards
Develop terms of references, procedures and other legislative documents for the prevailing
business laws and regulations
Coordinate all activities associated with development and drafting of business legislation of the
Ministry
Provide legal services to the Ministry and collaborate in designing and drafting of business
contracts, international agreements and conventions on trade
Consult the MoCI on legal issues including reviewing the implementation of laws in the scope of
the Ministry’s activities and deal with the legal aspects of administrative challenges existing for
the Ministry
Figure 6: Legal Affairs org. Chart
2.3.2
Summary Workplan
2.0 Direct Reporting to the Minister 2.3 Legal Affairs Directorate
2.3.1 Development and draft trade Documents Department
Develop consumer protection law to provide welfare for consumers
2.3.1.1
2.3.1.2
2.3.1.3
Prepare amendments for increasing quality of production
Develop Design of Industries to increase the quality in the national level
Develop Control trade of good and strategic service law in order to prevent import of
2.3.1.4
biological weapon
2.3.1.5
Develop safety regulation of trade centres to decrease risks
2.3.1.6
Growth and develop business and remove barriers
2.3.2 Legal advice and remove administrative barriers Department
2.3.2.1
Provide facilitation
Develop Industries Design , Control trade of goods and strategic services and consumer
2.3.2.2
protection laws
2.3.2.3
Build relation and remove administrative barriers
Accelerate enforcement process of Design of Industries law
2.3.2.4
2.3.2.5
Accelerate enforcement process of Control trade of Goods and strategic services
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2.4 Strategy, Policy and Planning
2.4.1
Terms of Reference
SPPD supports the Ministry in policy, planning, strategy, monitoring and donor coordination.
Specifically it has the following key functions:
 Design and prepare MoCI strategic plan in accordance to the ANDS
 Design and develop policies on market development, trade , private sector and industry
 Collect data and statistical information and information on requirements of MoCI for designing
development projects and business plans
 Identify and classify the requirements of central and provincial departments of the MoCI based
on predefined priorities and incorporating them with the MoCI strategic plan
 Design and cost estimation of development and construction projects and submit proposals for
obtaining financial and technical supports
 Seek financial supports from the donors for implementation of the ministry’s development
projects
 Submit proposals to the donors for financial and technical supports
 Design and integrate short, mid, and long term plans, proceed with their approval and submit
them to the relevant departments of Ministry
 Prepare reports on activities and performances of all MoCI departments and submit the reports
to relevant authorities
 Coordinate and establish relations with other countries and national and international
organizations for obtaining financial and technical supports
 Monitor implementation of development projects and MoCI’s planned activities; analyze and
identify challenges in the Ministry and find solutions for them
 Monitor the implementation of construction projects in accordance with the laws and regulations
 Monitor the implementation of projects in accordance with the pre-established terms and
conditions of the contracts
 Develop standards, guidelines and monitoring and evaluation methodologies for the Ministry
 Collect, manage and incorporate data and information in a database
Table 2: SPPD Functions and Depts. Matrix
SPPD Departments
1
2
3
4
5
Statistics and Database
Strategic Planning
Donor Relations
Monitoring and Evaluation
Policy Development
6
Design of Development Programs
FUNCTION
1 2 3 4 5 6 7 8 9 10
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Figure 7: SPPD Org. Chart
2.4.2
Summary Workplan
2.0 Direct Reporting to the Minister 2.4 Strategy, Policy and Planning Directorate (SPPD)
2.4.1 General Department of Statistics and Database
Collecting data and statistical numbers
2.4.1.1
2.4.1.2
Monitoring and controlling statistical data
2.4.1.3
Establishing relation with relevant agencies
Study the Possibilities of establishing Management Information System
2.4.1.4
(MIS)/database
Developing mechanism for collection and exchange of information between MoCI and
2.4.1.5
the relevant departments (Central Statistics Organization, the Export Promotion
Agency of Afghanistan, customs etc.)
2.4.2 Strategic Planning Department
2.4.2.1
Monitoring and monthly, squarely and annual reporting of Ministry’s business plan
2.4.2.2
Ad Hoc Monitoring and reporting
2.4.2.3
Annual Business Planning (2015) for MoCI designed and managed
2.4.2.4
Updated MoCI Strategic Plan 2011-15
2.4.2.5
Upgraded Bus. Plan monitoring framework
2.4.3 Donor Relations Department
2.4.3.1
Improved MoCI donor coordination mechanism (internal)
2.4.3.2
Monitored MoCI donor projects
2.4.3.3
New projects - initiated by donors
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2.4.3.4
New projects - initiated by MoCI
2.4.4 Monitoring and Evaluation Department
2.4.4.1
M&E Manual for Ministry
2.4.4.2
Reporting on MoCI M&E performance
2.4.4.3
M&E the procurement process
2.4.5 Department of Design of Development Programs
2.4.5.1
Promotional –Awareness Campaign (for projects under development budget)
2.4.5.2
Approved List of Project Applications (MoCI)
2.4.5.3
Approved list of projects (MoE)
2.4.5.4
M&E reports on MoCI development projects
2.4.6 Policy Development Department
2.4.6.1
New Mechanism and Manual on policy formulation
2.4.6.2
Policy Development Support
2.4.6.3
Tracking and reporting on MoCI Policy Implementation
2.4.6.4
Public - private partnership
2.4.6.5
Secretariat to Minister on issues related to policy
2.5 Petroleum Regulations
2.5.1
Terms of Reference
The Petroleum Regulation Department exists to improve the management, regulation and operations
of the Petroleum Industry in Afghanistan and by so doing secure the supply of petroleum products;
reduce the volatility of prices, and ensure that retail prices are reasonable. The Department is
therefore critical for achieving MOCI’s third Strategic Objective for 2015 – ‘to ensure the private sector
operates fairly and equitably’. This Department has got the following term of reference:
 Develop policies for enhancing fuels supply into Afghanistan (e.g. fixing minimum limits of oil
reserves in winters)
 Develop and implement regulations for increasing efficiency and safety of the petroleum
industry
 Register government and private sector’s oil and gas contracts
 Constantly analyze world price of petroleum products and the finished (final) costs of the
products at Afghanistan’s ports
 Study for setting the prices for imported fuels considering the shipment costs of the goods
from the importing countries into Afghanistan’s ports; identify other transportation-related
expenses and estimate suitable prices for fuel products
 Collect, record and maintain information and statistics on imports of petroleum products at the
ports mentioning the names of the exporting countries

Collect information on oil and LPG prices based on updated rates from the country’s land
ports and provide them to the proper authorities if necessary
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Figure 8: PRD Org. Chart
2.5.2
Summary Workplan
2.0 Direct Reporting to the Minister
2.5 Petroleum Regulation Department
 Establish relations with petroleum traders
2.5.1
 Collect data on traders importing petroleum products
2.5.2
 Report to the Minister and and inform the involved parties
 Collect statistical data from the companies on the amount of imported petroleum
products
2.5.3
 Report to the Minister
 Obtain approval of the downstream petroleum law
2.5.4
 Obtain approval of the downstream petroleum law
 Monitor oil and gas reserves of the companies
2.5.5
 Obtain knowledge on petroleum reserves
2.5.6
 Implement CNG program
2.5.7
 Issue CNG license
2.5.8
 Distribute petroleum licenses in new format
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3 Private Sector & Industries Development
This work division within MoCI comprises Private Sector Development (PSD), Competition Promotion
and Consumer Protection (CPCP), Industries Technical Affairs (ITAD), and State-owned Enterprise
and Corporations Coordinating Reform (SOEs).
3.1 Private Sector Development
3.1.1
Terms of Reference
The function of the General Directorate for Private Sector Development is developing and
implementing appropriate policies for enabling private sector growth and investment in co-ordination
with key partner Ministries and Agencies. Given the critical role in setting the policy direction in this
area, the General Directorate has an important contribution to a number of MOCI’s high level
Strategic Objectives for 2015, primarily: improving the enabling and regulatory environment for
business and Afghanistan’s DBI ranking; industrialising Afghanistan through import substitution, and
ensuring pro-poor growth. The ToR is as follow:
 Lead, manage, and coordinate private sector development affairs
 Design, develop and implement policies and strategy of the private sector and review and
modify the existing policies
 Design and develop industrial policies for improvement and enhancement of domestic and
foreign investments in Afghanistan industrial sector
 Regulate the operation of the industrial enterprises and assist in providing technical facilities
to the private sector
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Figure 9: PSD Org. Chart
3.1.2
Summary Workplan
3.0 Private Sector and Industries Development 3.1 Private Sector Development General Directorate
3.1.1 SME Directorate
3.1.1.1 Data Collection and Analysis Department
3.1.1.1.1 Use of collected data in MoCI programs, decision-makings and development of policies
3.1.1.1.2 Study and know about the situation of the enterprises in the provinces
3.1.1.1.3 In order to use the information to develop businesses and industries
3.1.1.1.4 To support policies and programs of the PSD G. Directorate
For full understanding of status and situation of the private sector in Kabul, Herat, Mazar
3.1.1.1.5
and Jalalabad
3.1.1.1.6 Do research on various sectors prioritized by the MoCI’s PSD Directorate
3.1.1.1.7 Maintain information in database and regulate them
3.1.1.1.8 Create a Database for the relevant agencies
3.1.1.2 Business Development Services (BDS) Department
3.1.1.2.1 Prepare policy draft of the BDS
3.1.1.2.2 Prepare the list of loan lending institutions in a database
Conduct training programs to facilitate access of SME entrepreneurs’ to consulting
3.1.1.2.3
services
3.1.1.3 SME Development Department
Develop implementation plan for the SME policy (imports substitution through
3.1.1.3.1
development of SMEs)
Implement Action Plans of major sectors (agriculture, cashmere, carpets, leather)
3.1.1.3.2
Implement SME Strategy
3.1.1.3.3 Create working groups of women entrepreneurs
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3.1.1.3.4 Hold an international conference on investment opportunities in Afghan leather sector
3.1.1.3.5 Establish new working groups
3.1.1.3.6 Develop training programs for building capacity of staff and private sector entrepreneurs
3.1.1.4 Market Development Department
3.1.1.4.1 Review formalization strategy of the economy for promotion of market and business
3.1.1.4.2 Maintain market relationships with manufacturers
3.1.1.5 Sectors of Carpets, Agribusiness, Marble, leather and Cashmere
3.1.1.5.1 Implement SME policy and Action Plan of the Leather and Shoe-making sector
3.1.1.5.2 Marketing for leather products through mass media marketing and advertising
3.1.1.5.3 Implement Action Plan of the sectors of Carpets, Agribusiness, Marble and Cashmere
3.1.1.5.4 Determine priorities of Marble Action Plan
3.1.1.5.5 Hold national conference on cashmere sector
3.1.1.5.6 Market cashmere sector
3.1.1.5.7 Create working groups for carpet and agribusiness sectors
3.1.1.5.8 Establish working groups for marketing for carpets and agribusiness sectors
3.1.1.5.9 Establish transportation working groups for carpets and agribusiness sectors
3.1.1.5.10 Establish working groups on access to loans for carpets and agribusiness sectors
3.1.1.5.11 Coordinate among donor projects providing assistance to MoCI
3.1.1.5.12 Establish WG for the packaging sector of agricultural products
3.1.1.5.13 Establish WG for agricultural products’ sector fridge
3.1.1.5.14 Develop FQMS project
3.1.1.5.15 Identify challenges of the sector
3.1.1.5.16 Develop draft Action Plan for Gemstones and semi-precious stones’ sector
3.1.1.5.17 Implement Action Plan of gemstones and semi-precious stones sector
3.1.2 Policy Design and Development Department
Monitor and evaluate implementation of Industrial Policy
3.1.2.1
Make coordination in regards to PSD policies
3.1.2.2
Building capacity of the employees
3.1.2.3
3.1.3 DBI advisory Department
3.1.3.1
Monitor implementation of construction licensing reforms by Kabul municipality
3.1.3.2
Start streamlining and long-term reform of Kabul Municipality’s construction licensing
3.1.3.3
Discuss with AISA for lowering its fees for small entrepreneurs
With the World Bank’s help, oversee reforms in the Da Afghanistan Bank for access of
3.1.3.4
entrepreneurs to short/long-term loans
3.2 Competition Promotion and Consumer Protection
3.2.1
Terms of Reference
The Competition and Consumer Protection Directorate (CPCPD) exists to ensure effective
competition in the marketplace and that consumers are protected from sub-standard or over-priced
products and services. The overall aim of the work of the Directorate is to contribute to MOCI’s fourth
strategic objective for 2015 – ‘to ensure that the private sector operates fairly and equitably’. The ToR
for this Directorate is as follow:
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Lead, regulate and coordinate activities related to promotion of export and consumers’ protection
Create and maintain competitive interactions and structures in the market to ensure fair
competitions in production of goods and delivery of services particularly those economic
activities related to raw materials
Develop policies for promotion of fair competition and consumer protection in the market
Take appropriate pro-active and reactive measures to ensure fair competition in the market
Coordinate and collaborate with the ministries, relevant government departments,
representatives of private sector, civil society and donors to ensure fair competition in the market
and to protect consumers’ rights according to the Ministry’s strategy
Monitor and investigate complaints over the prices and ill-competitive activities, particularly
abuse of market power
Collaborate with relevant departments in development of norms and standards and setting
procedures for identification of low-standard or expired products and services
Monitor prices and availability of raw/basic materials in the market and report emergence or
existence of possible crises in the market prices of raw materials through the relevant Deputy
Minister to the Minister
Collaborate, participate and provide suggestions on creation and modification of rules and
regulations regarding consumers’ protection and prevention of anti-competitive activities
Plan and conduct public awareness programs on promotion of competition and protect the rights
of consumers in coordination with government agencies, private sector and civil society
Figure 10: CPCP Org. Chart
3.2.2
Summary Workplan
3.0 Private Sector and Industries Development 3.2 Competition Promotion and Consumers
Protection Directorate
3.2.1 Competition Promotion Department
3.2.1.1 Approval of proposed draft law on competition promotion
3.2.1.2 Finalize competition policy
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3.2.1.3 Hold inauguration ceremony for the members of the National Board of Competition
3.2.1.4 Consider an office for the national board for competition promotion
3.2.1.5 Build professional skills of the employees
3.2.1.6 Plan for observing the Competition International Day
3.2.1.7 Hold training workshops for MoCI provincial staff
3.2.2 Consumer Protection Department
3.2.2.1 Approve the draft law on Consumer Protection
3.2.2.2 Finalize consumer protection policy
3.2.2.3 Regulate and monitor affairs related to protecting rights of the consumers in the market
3.2.2.4 Prepare plans for observing the Competition International Day
3.2.2.5 Build professional capacity of the employees
3.2.3 Information Collection and Relations Department
3.2.3.1 Develop website for the CPCPD
3.2.3.2 Develop communications strategy
3.2.3.3 Implement communications strategy
3.2.3.4 Launch training sessions
3.2.3.5 Create database
3.2.3.6 Establish relations with stakeholders
3.2.3.7 Collect/publish information
3.3 Industries’ Technical Affairs
3.3.1
Terms of Reference
The Industries’ Technical Affairs Directorate (ITAD) monitors the technical and productive aspects of
MOCI’s State Owned Enterprises (SOEs) and State Owned Corporations (SOCs) and ensures
optimum use of these assets. In this way, the Directorate has a part in achieving the first strategic
objective of the Ministry ‘to improve the enabling and regulatory environment for business and
Afghanistan’s DBI ranking’.
The SOEs managed by ITAD, exhibit varying levels of activity or non-activity, as follows:
Table 3: SOEs Managed By MoCI’s ITAD
No.
1
2
3
4
5
6
7
8
SOE
Bagrami Textile Enterprise
Herat Cotton Textile
(Project)
Kandahar Textile Yarn
Enterprise
Kandahar Wool Weaving
Balkh Textile Enterprise
Helmand Bust Enterprise
Balkh Gin and Press
Enterprise
Spinzar (Kunduz) Gin and
Status
Partially functional
Notes
Leased to small enterprises
Leased to private investors CFI and Traitex
(as of 2011 so not yet operational)
Defunct
Property is under maintenance
Defunct
Functional
Property is under maintenance
Producing yarn as an SOE
Producing cotton, oil and soap as an SOE
Leased to private investor, NAPCOD,
currently operating at a profit
Leased to private investor, NAPCOD,
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9
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Press Enterprise
Helmand Mixed
Enterprise (carpentry)
currently operating at a profit
Operating within a joint venture with the
private sector
Lead, regulate and coordinate Afghanistan’s industrial affairs
Implement the Ministry’s policies and strategy in activities and services of the Directorate and
analyze financial affairs of the enterprises and companies
Provide technical support to manufacturing and other financial activities of the manufacturing
enterprises of the Industrial Affairs
Regulate industrial enterprises’ activities and assist in providing required technical facilities to
the private sector
Prepare industrial policy for promotion of domestic and foreign investments in Afghanistan’s
industry
Provide technical support to manufacturing and technical affairs of the manufacturing
enterprises of the Industrial Affairs
Figure 11: ITAD Org. Chart
3.3.2
Summary Workplan
3.0 Private Sector and Industries Development 3.3 Industries Technical Affairs Directorate
3.3.1 Production affairs support and maintenance Department
3.3.1.1 Procure produce capital
3.3.1.2 Change demo Machineries and reconstruction of enterprises
3.3.1.3 Provide services to improve cotton cultivation
3.3.1.4 Marketing for sales of productions in domestic and global markets
Recovery of seizure assets
3.3.1.5
Prevent seizure of government assets
3.3.1.6 Implement operational plan of anti corruption strategy
3.3.2 Technical Affairs Department
3.3.2.1 Identify useless steel and iron spare parts
3.3.2.2 Facilitation for production of paints and chemical materials to private sector
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3.3.2.3 Implement safety guard regulations
3.3.2.4 Evaluate procurement request regard Machines, spare parts and other equipments
3.3.2.5 Statistics of chemical materials
3.3.2.6 Approach for keeping chemical materials
3.3.3 Technical Study and Industries Development Department
3.3.3.1 Attract Private Sector
3.3.3.2 Provide Facilities and opportunities
3.3.3.3 Insert statistic report of SoEs into database
3.3.3.4 Development and growth of industries
3.3.3.5 Increase quality, quantity and capacity productions
3.3.3.6 Oversee the relevant Enterprises
3.4 State-owned Enterprises and Corporations Coord. Reform & Financial Analysis
3.4.1
Terms of Reference
The State Owned Enterprises and Corporations Co-ordination Reform and Financial Analysis
Directorate (SOECRFAD) is responsible for monitoring and overseeing the financial management,
accounting affairs and budget sheets of MOCI’s SOEs and SOCs. As such, the Directorate has a
responsibility for providing technical training on valuation of assets, accounting and balance sheet
analytical techniques, and financial auditing to enable staff in the enterprises to perform standard
financial functions.
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Lead, manage and coordinate reform programs and analysis of financial affairs of enterprises
and corporate
Make recommendations for implementation of the reforms already approved to boost the
effectiveness of operation of public enterprises and corporations
Collect information, and provide specific proposals and reports for privatization of corporations
and enterprises
Design, develop and implement private sector policies and strategies
Regulate and monitor financial and fiscal activities of state-owned enterprises and corporate
Assist in regulating records of all activities of the state-owned enterprises and corporate and
regularly report to the MoCI
Conduct studies for understanding affairs and activities of financial institutions
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Figure 12: SOECCR Org. Chart
3.4.2
Summary Workplan
3.0 Private Sector and Industries Development 3.4 SoEs and Corporation Coordination Reform
Implementation and Financial Analysis Directorate
3.4.1 SoEs Reform Implementation Department
Study and provide suggestion on implementing reforms in financial and ecumenical
3.4.1.1
issues of SoEs and Corporations
3.4.1.2 Implement reforms which approved by cabinet on SoEs and Corporations
3.4.1.3 Review SoEs and Corporations to enable them according to instruction of the Minister
Participate in meetings of high council of SoEs and General association of shareholders
3.4.1.4
and management board of corporations
3.4.2 Financial Analysis of SoEs and Corporations Department
Monitor and Coordination of accounting activities(Balance and estimated financial plan)
3.4.2.1
of SoEs and Corporations
Review the budget balance( Financial Plan) of SoEs and Corporations in order to present
3.4.2.2
to MoF
Control and provide a report on financial evaluation process of SoEs and Corporations to
3.4.2.3
the Director
3.4.2.4 Provide summary reports about accounting activities of SoEs and Corporations
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4 Trade
This work division within MoCI comprises International Trade, Transit and Trade Facilitation, Export
Promotion (EPAA), Exhibition Facilitation and Central Business Registry (CBR).
4.1 International Trade
4.1.1
Terms of Reference
The General Directorate for International Trade provides guidance and advice on the negotiation and
monitoring of all trade agreements (bilateral, regional and international). The General Directorate is
also charged with pursuing a tariff reduction plan in line with negotiations with SAFTA and the
Industrial Policy for Afghanistan: “The Government reconfirms its commitment to an open economy
4
characterised by generally low tariffs.”
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Lead, manage and coordinate affairs related to Afghanistan’s international trade
Develop policies and comprehensive strategy for trade in consultation with the central
directorates and other stakeholders
Implement bilateral, regional and multilateral trade agreements in which the government of
Afghanistan is a signatory
Legalize the international conventions and regional agreements signed by Afghanistan in order
to create framework for facilitating international trade
Make arrangements for negotiations and making close consultations with government agencies
and the private sector in relation to bilateral or multilateral agreements to specify the conditions
under which trades between Afghanistan and other countries take place
Conduct and coordinate efforts for Afghanistan's accession to the World Trade Organization
(WTO) and obtaining membership in the organization of regional trade cooperation
Ensure application of WTO standards on Afghanistan’s laws and regulations
Assist in marketing for the development of Afghanistan's exports in foreign countries and holding
exhibitions of Afghan products by Afghan trade attaches abroad
Acquire preferential privileges for Afghanistan’s exports to other countries
Attract foreign investment in various sectors in cooperation with the Ministry’s representations
abroad
Facilitate operations and resolve problems existing for businessmen inside and outside the
country through foreign trade representations and the relevant internal agencies
Collect and maintain the latest information on Afghanistan’s imports and exports, and analyze
data for achieving appropriate pattern in regards with export and import of goods and services
Analyze and evaluate business environment and provide information to the competent
authorities
4
Whilst tariffs are ultimately the domain of Customs and Revenue, the General Directorate has a role to play in
guiding policy to facilitate the completion of trade agreements, favourable to Afghan traders.
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Find market for Afghan products and facilitate business for traders and investors in the country
and abroad
Study, implement and regulate customs tariffs
Figure 13: International Trade Org. Chart
4.1.2
Summary Workplan
4.0 Trade 4.1 International Trade General Directorate
4.1.1 International Trade Agreement Directorate
4.1.1.1 WTO Department
Finalize mutual discussions with members of WTO including USA, European union,
4.1.1.1.1
Turkey and Taiwan
4.1.1.1.2 Analogous of Afghanistan laws with WTO requirements
4.1.1.1.3 Conduct working group fifth meeting on accession of Afghanistan to WTO
4.1.1.1.4 Raise public awareness on WTO
Efficient use of technical assistance of the international organizations and the WTO
preferential programs
4.1.1.2 Bilateral Agreements Department
4.1.1.2.1 Reach and implement bilateral agreements for promotion of trade
4.1.1.1.5
4.1.1.2.2
4.1.1.2.3
4.1.1.2.4
4.1.1.3.1 Implement ECOTA
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4.1.1.3.2 Prepare ECO annual Action Plan on holding the meetings
4.1.1.3.3 Decrease sensitive list of goods for adapting to SAFTA rules
4.1.1.3.4 Provide comments on SAFTA agreement
4.1.1.3.5 Ensure enforcement of SAFTA agreement
4.1.1.3.6 Finalize SAFTA Offer lists on Services
4.0 Trade 4.1 International Trade General Directorate
4.1.2 Trade Analysis and Promotion Directorate
4.1.2.1 World Trade Policies Analysis Department
4.1.2.1.4
Collect and analyze statistical data
Ensure enforcement and analysis of the economic impacts of implementation of bilateral
and multilateral agreements (e.g. SAARC, ECO and etc)
Analyze trade in goods
Analyze trade in goods and industries
4.1.2.1.5
Analyze trade in agricultural products
4.1.2.1.1
4.1.2.1.2
4.1.2.1.3
4.1.2.1.6 Develop and analyze Afghanistan’s trade policy
4.1.2.2 Business Services and External Agencies G. Department
4.1.2.2.1
Increase of exports
4.1.2.2.2
Introduction of Afghanistan’s goods at international fairs
Solving problems the traders face through the trade attachés and doing marketing for
exported goods
Attraction of foreign investments
Consolidation of reports on activities of the trade attachés
Building capacity of the employees
4.1.2.2.3
4.1.2.2.4
4.1.2.2.5
4.1.2.2.6
4.2 Transit and Trade Facilitation
4.2.1
Terms of Reference
The Transit and Trade Facilitation Directorate (TTFD) is responsible for developing the policies,
infrastructure and co-ordination mechanisms needed to ensure efficient transit arrangements within
and outside of Afghanistan in order to further international trade. Overall, it is a central actor for
achieving MOCI’s second strategic objective to improve international competitiveness and trade
through efficient, low cost transportation of Afghan goods within and beyond Afghanistan’s borders.
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Lead, manage, and regulate transit affairs and provision of business facilitations
Develop specific policies for facilitating transit and trade and use of air and land cargo
systems
Regulate and coordinate transit and transportation of foreign goods shipped through
Afghanistan’s soil
Gain Afghanistan's accession to international conventions relating to transit and trade
facilitation
Promote competitiveness of Afghanistan’s transit routes
Standardize documents and procedures for transit and trade facilitation in cooperation with
relevant agencies
P a g e | 39

Provide appropriate consultations for providing the highest possible level of facilitations for
trade and transit through studies and surveys
Figure 14: Transit Org. Chart
4.2.2
Summary Workplan
4.0 Trade 4.2 Transit and Trade Facilitation Directorate
4.2.1 Transit Department
4.2.1.4
Provide Facilitation
Receive information on transit goods
Process Documents of transit goods
Improve transit activities and provide transit services and meet the related problems
4.2.1.5
Facilitation and process all internal transit documents
4.2.1.1
4.2.1.2
4.2.1.3
Prepare transit regulation
4.2.1.6
4.2.2 Trade Facilitation Department
4.2.2.1
Operate Ashkashem and Islam Qala Ports
4.2.2.2
Improve Spin Boldak port and extend dual trade relation in region
4.2.2.3
Procure one Ship
4.2.2.4
Control ports
4.2.2.5
Manage affairs of freight companies
4.2.2.6
Monitor and control activities of freight companies in the ports
4.2.3 Agreements Department
4.2.3.1
4.2.3.2
4.2.3.3
4.2.3.4
4.2.3.5
Transit route of Chabahar Zarang
Implement TEER Convention in the country
APTTA Agreement
Cross border meeting between Afghanistan and Iran
Tripartite agreement between Afghanistan, Iran and Pakistan
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4.2.3.6
Provide draft of transit agreement with Turkmenistan
4.3 Export Promotion
4.3.1
Terms of Reference
The Export Promotion Directorate (branded as the Export Promotion Agency Afghanistan or EPAA)
has a core role in facilitating export growth in Afghanistan, working alongside the General Directorate
for International Trade and the Trade and Transit Facilitation Directorate.
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Provide consultations and comments for developing export promotion policies
Increase exports in the existing markets and explore potential markets through promotion of
competition and developing relations with markets
Do Marketing for Afghan products through utilization of new technologies and the Internet
Facilitate and provide the opportunities for participation of Afghan traders in exhibitions,
conferences and other economic forums inside Afghanistan and at the international level.
Provide facilitations and capacity building training programs for Afghan traders and exporters
to raise their know-how on exports and international trade
Protect interests of exporters and facilitate export processes through reforms, simplification of
procedures and improvement of the related policies
Identify and eliminate barriers to the exports through assistance and consultation of the
departments and other concerned agencies
Collect figures and information in relation to the exports and record them in the database for
later use, and if necessary, presenting to relevant authorities
Figure 15: EPAA Org. Chart
4.3.2
Summary Workplan
4.0 Trade 4.3 Export Promotion Directorate
4.3.1 Development of Manufacturing and Marketing
4.3.1.1
4.3.1.2
Introduce Afghan traders and products to Azerbaijan’s markets
Introduce Afghan products to the domestic and foreign traders
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Introduce Afghan traders to markets and introduce Afghanistan’s products to SAARC
member countries
Introduce Afghan products to Kazakh market
4.3.1.3
4.3.1.4
Introduce Afghan products in Italy and find markets for different items particularly
Afghanistan's cashmere
Introduce Afghan products in Spain and find markets for different items particularly
4.3.1.6
Afghanistan's saffron
4.3.3 Information and Database General Department
4.3.1.5
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.2.5
Marketing for Afghan goods in Dubai
Collect information and find markets for Afghan goods in Turkey
Enhance capacity of the Export Promotion Directorate
Enhance capacity of traders of the export sectors
Introduce Herat traders to traders from other provinces
4.4 Exhibition Facilitation
4.4.1
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Terms of Reference
Develop plans for holding exhibitions inside Afghanistan and abroad and coordinate the
related affairs
Cooperate and coordinate for effective presence of the relevant trade, manufacturing, mining
and agricultural agencies of Afghanistan in national and international exhibitions
Conduct training programs for raising awareness of the participants of exhibitions
Integrate and evaluate reports of participants in exhibitions held abroad and send them to the
concerned authorities
Develop informational databases of the exhibitions held inside the country and abroad
Establish relations with other countries’ institutions involved in exhibitions affairs and economic
sectors of foreign embassies through diplomatic channels
Hold seminars and arrange negotiations on economic, trade and social issues between
domestic and foreign participants of the exhibitions
Arrange location and timings of fairs; reserve exhibition halls and parking lots; set up
stands for the exhibition and make coordination for attending national and
international exhibitions
Figure 16: Exhibition facilitation Org. Chart
4.4.2
Summary Workplan
4.0 Trade 4.4 Exhibition Facilitation Directorate
4.4.1 Administration General Department
4.4.1.1
4.4.1.2
Prepare and reserve halls
Maintenance of assets related to the department
4.4.2 Accounting General Department
4.4.2.1
Lease and rent extra areas
4.4.2.2
4.4.2.3
Generate revenue
Create storage
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4.4.2.4 Construct building of exhibition by the foreign countries
4.4.3 Coordination and Conduct General Department
4.4.3.1
4.4.3.2
4.4.3.3
4.4.3.4
Hold exhibitions
Marketing for exported goods
Exchange of economic experiences
Permanent fairs
4.5 Central Business Registry
4.5.1
Terms of Reference
The Afghanistan Central Business Registry (ACBR) is responsible for overseeing the process of
businesses establishing themselves as legal entities in Afghanistan, either as partnerships, limited
liability companies or corporations. As such, the ACBR provides registration services for businesses
intending to operate in Afghanistan, ensuring an appropriate operating name, Tax Identification
Number (TIN), completion of all legal requirements and publication in the Official Gazette. The
Directorate therefore has a significant role to play in achieving MOCI’s strategic objective of improving
the enabling and regulatory environment for business and Afghanistan’s DBI ranking.
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Lead, manage and coordinate affairs related to business licensing, occupations and intellectual
properties
Provide services for the enterprises that intend to operate in Afghanistan and ensure that such
enterprises have name and TIN; completed all legal requirements and officially published in the
gazette
Coordinate and cooperate with the relevant departments and agencies to expand operations and
services of the central registration of occupations and business activities geographically in all
provinces
Record and maintain the documents and data of the central registration of businesses and
enterprises in the database and provide them in a timely manner to the concerned authorities
when required
Conduct awareness programs and provide information to the entrepreneurs about the benefits of
the services of the central registration of enterprises and businesses
Create an incentive system with the aim for rapid progress of registration of occupations and
businesses
Modify, facilitate and enhance effectiveness of businesses and occupations’ registration
procedures for development and formalization of the economy
Provide services relating to registration and dealing with matters of intellectual property
Establish close working relationships with all ministries and agencies involved in the procedures
of issuing permits/licenses
Design, develop and maintain database of the licenses issued in the capital and provinces
Register and keep records of the traders and the enterprises in the database of the licenses’
department
Raise awareness and provide information to the public and groups that are helpful to the market
economy on value and importance of licenses
Publish comprehensive information about procedures and regulations for licensing and
registration of businesses through the relevant authorities
P a g e | 43
Figure 17: ACBR Org. Chart
4.5.2
Summary Workplan
4.0 Trade 4.5 Central Business Registry & Intellectual Property General Directorate
4.5.1 Licensing and Registration Directorate
4.5.1.1 Licensing and Registration Department
4.5.1.1.1 Monitor licensing and registration processes in a step-by-step process
4.5.1.1.2 Monitor new licensing and registration system in Jozjan province
4.5.2 Database General Department
4.5.2.1 Key activities of technical departments of provinces
4.5.3 Intellectual Property Department
4.5.3.1
Key activities of intellectual property
4.5.3.2
Implement new provisions of innovation and trade mark law
4.5.4 Archive Department
4.5.4.1
Key activities of archive department and prepare revenue report
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5 Finance and Administration
This work division within MoCI comprises Human resource management (HRM), Administration and
Finance, Information Technology (IT), Public relations and Information (PRID) and Gender.
5.1 Human Resource Management
5.1.1
Terms of Reference
The Human Resources Directorate (HRD) has a critical role to play to ensure that MOCI has the
human resource capacity to fulfil the Ministry’s responsibilities and achieve its strategic objectives. It
can therefore be considered a prominent actor for achieving MOCI’s higher strategic objective for
2015, of ensuring that MOCI has the capacity to deliver on its role.
 Lead, supervise and regulate the Ministry’s Human Resources

Provide advices on human resource’s policies to the competent authorities

Implement human resources policies in line with government policies and strategies

Create and develop procedures for better delivery of services, effectiveness and transparency

Implement sustained administrative reforms based on the needs of the Ministry

Enforce laws, regulations and guidelines related to the civil servants in all relevant areas

Hire qualified individuals and cadres through open competitions with respect to the principles of
competence and impartiality

Regulate the evaluation of civil servants’ performance and make decisions relating its
implementation and assessment of results for making improvements in the framework of the pay
and ranking system

Prepare records of backgrounds and personal information of the civil servants of the Ministry and
insert all the information in the HR database

Assess the needs for conducting trainings and prepare training plans and programs for
enhancing professional capacity of the employees

Design, develop and regulate the MoCI Tashkeel according to the Ministry’s strategy and
Requirements

Implement the new pay and ranking system according to the law and guidelines of the of the
Administrative Reforms and Civil Service Commission
P a g e | 45
Figure 18: HR Org. Chart
5.1.2
Summary Workplan
5.0 Finance and Administration 5.1 Human Resource Management Directorate
5.1.1 Personnel Records & Database Department
5.1.1.1 Employees’ performance appraisal
5.1.1.2 Database and records
5.1.1.3 Staff attendance
5.1.2 Recruitment Department
5.1.2.1
Identify and advertise vacant posts
5.1.2.2 Staff recruitment
5.1.2.3 Support Appointment Committee
5.1.2.4 Support records and trainings sections
5.1.3 Capacity-Building Department
5.1.3.1 Finding training gaps
5.1.3.2 Prepare budget for training programs
5.1.3.3 Increase capacity of MoCI staff
5.1.3.4 Provide information to newly-hired employees on MoCI objectives and activities
5.1.3.5 Provide facilitation for introduced students
5.1.3.6 Process tashkeel for 1394
5.1.3.7 Accelerate work processes and timely performance of the employees
5.1.4 Staff Relations
5.1.4.1
5.1.4.2
5.1.4.3
Provide safe working environment
Provide information to employees and enforce law
To address problems existing for employees and ensure their satisfaction
P a g e | 46
5.2 Administration & Finance
5.2.1
Terms of Reference
This Directorate has a dual responsibility for managing and co-ordinating the financial and
administrative affairs of the Ministry. As such, the Directorate has a leading role in achieving the
Ministry’s supporting strategic objective for 2015 – ‘to ensure that MOCI has the capacity to deliver on
its role’.
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Organize, coordinate and regulate the Ministry’s finance and administration affairs
Implement financial and administrative policies, laws and regulations
Identify the needs of all units of the Ministry and make timely decisions for provision of them
Formulate regular and development budgets, follow the required process, obtain approval, make
timely decisions for issuance of the allocated funds and ensure timely and definitive reports of
the related authorities on the expenditure of the funds
Obtain allocation of budget from the Ministry of Finance quarterly and annually, and monitor the
procedures such as form fillings for the allocation and possible modifications
Monitor and Evaluate expenditure of the regular and development budget by the relevant fund
recipients
Coordinate activities relating to financial, budgetary and money transfer of the Ministry in
cooperation with relevant departments
Regulate and take care of the incomes of the Ministry, and transfer them in time to the relevant
governmental department’s account
Prepare, plan and purchase the required equipment goods as requested by the relevant
departments of the Ministry
Hold bidding sessions with local and international participants according to the Law of
Procurement in order to receive suitable offers for provision of the equipment in need for the
Ministry’s departments
Obtain accurate information about the market price of goods according to the purchase order
forms
Collect information, compile MIS reports
Figure 19: Admin & Finance Org. Chart
P a g e | 47
5.2.2
Summary Workplan
5.0 Finance and Administration 5.2 Administration and Finance Directorate
5.2.1 Budget Department
5.2.1.1 Develop budget
5.2.1.2 Prepare fiscal plan
5.2.1.3 Demand budget allocation from the MoF
5.2.1.4 Prepare reports on use of budget in the Ministry and the provincial departments
5.2.2 Accounting Department
5.2.2.1
Implement accounting laws and regulations
5.2.2.2 Oversee payment of monthly and other salaries of the employees
5.2.2.3 Oversee and regulate revenues
5.2.2.4 Oversee cash transference and accounting documents
5.2.2.5 Oversee reporting process on revenue and expenditure budgets
5.2.2.6 Hold meetings with relevant departments
5.2.3 Services Department
5.2.3.1 Implement MoCI construction projects
5.2.3.2 Provide transportation services
5.2.3.3 Develop and maintain plans for better coord. of the activities
5.2.3.4 Maintain and clean
5.2.4 Procurement Department
5.2.4.1
5.2.4.2
5.2.4.3
Procure equipments, services and make construction contracts based on proposals from
the Directorates
Participate in meetings, obtain approval for processing the contracts and demand list for
annual needs of the departments
Equipments records
Receive, register and determine all procured equipments and the contracts by the
responsible officer
Prepare transference, receipts and restitution forms
Process/follow construction logistics and deal construction agreements
5.3 Information Technology
5.3.1
Terms of Reference
The core roles of the Information Technology (IT) Department include developing and maintaining
reliable, sustainable and technically sound operating systems, networks, email, shared drives and
internet access.
In June 2010, USAID produced an Information Technology Roadmap which provided guidance on the
priorities over the next period of the IT Department’s work. The objectives, activities and outcomes for
the year ahead are faithful to the priorities identified in the Roadmap.



Lead, manage and organize IT services for all central and provincial departments of the
Ministry
Create and prepare IT strategy for the central and provincial units of the Ministry
Install and maintain all IT systems at the Ministry
P a g e | 48







Design and implement local networks (LAN and WAN) for access of all staff of the Ministry
and provincial departments
Set up a central server system to provide services to all users and maintain the information
stored
Set up advanced telephone services inside and outside the central office and configure and
develop voicemail service
Develop the website of the Ministry to provide information about the ministry for the viewers
Repair computers, printers, photocopy machines and other equipment of the IT unit
Set and operate the security cameras in the Ministry
Provide guidance to the Ministry staff regarding effective use of IT
Figure 20: IT Org. Chart
5.3.2
Summary Workplan
5.0 Finance and Administration
5.3 Communication and Information Technology Department
5.3.1
5.3.2
5.3.3
Provide IT services and facilitation for MoCI
Improve and extend IT system in central, provincial and second unit offices
Install new IT system for the Ministry
5.4 Public Relations and Information
5.4.1
Terms of Reference
The Public Relations and Information Directorate (PRID) is charged with improving the image and
credibility of MOCI and managing Ministerial relationships with external stakeholders. Its focus on
formulating and communicating messages, places the PRID at the fore of the work required to
achieve MOCI’s sixth strategic objective ‘to promote the market economy and increase understanding
of how it operates’.
 Create and develop policies and strategy for information and public relations of the Ministry
 Lead, regulate and coordinate affairs related to information and public relations in the MoCI
 Provide information to the public through mass media, publications and the website of the
Ministry in audiovisual forms so that the people know the objectives, programs and activities of
the MoCI
 Publish objectives and activities of the central and provincial divisions of the Ministry
P a g e | 49





Reflect events, conferences and meetings of the leadership of MoCI inside and outside the
country through mass media publications
Regulate and coordinate exchange of information and mutual cooperation and relations with the
following government authorities and NGOs:
1. Ministries and government departments
2. Foreign organizations (donors)
3. The media
4. The private sector
Prepare ads and other marketing for raising public awareness
Prepare, organize and develop information and materials for broadcast for having updated the
website and the relevant publications
Study and analyze the media, local and international print publications relating to the status,
policies and functions of the MoCI and report to the Minister
Figure 21: PRID Org. Chart
5.4.2
Summary Workplan
5.0 Finance and Administration 5.4 Public Relation and Information Directorate
5.4.1 Information Department
5.4.1.1
Share activities and achievements of MoCI through Media to the public sector
5.4.1.2
5.4.1.3
5.4.1.4
Reflect the good image of MoCI the Media
Prepare and Translate all Speech of Minister
Video record and take picture of all events in MoCI
Sign contract with Printed media for getting daily information for the minister, DMs and
5.4.1.5
directors
5.4.2 Provinces Relation Department
5.4.2.1
5.4.2.2
5.4.2.3
5.4.2.4
Invite mass media to media conference and round table of the Ministry
Build relation and coordination with Ministries and agencies
Manage, update and develop website of MoCI
Analyze and Review of the Media
P a g e | 50
5.5 Gender
5.5.1
Terms of Reference
The purpose of the Gender Unit is to ensure equal opportunities for the economic and social
advancement for women both within MOCI and within the Afghan economy as a whole.
 Develop plans for implementation of gender equality programs in all MoCI departments
 Develop strategies for implementation of the Gender Action Plan to meet the goals of the MoCI
 Develop plans for raising public awareness about proper implementation of gender equality
policy
 Make decisions for achieving the goals of gender equality policies and programs
 Raise awareness about policies, laws and regulations of the MoCI in relation to gender equality
and provide the necessary consultations
 Ensure implementation of gender equality policy in the MoCI’s directorates and report to the DM
Finance and Admin
 Introduce the employees of the MoCI to gender-related workshops inside and outside the
Ministry
 Organize capacity development programs for MoCI staff with focus on gender equality
 Report to the DM Finance and Administration on the progress of the implementation of gender
equality policies
Figure 22: Gender Org. Chart
5.5.2
Summary Workplan
5.5 Gender Department
5.5.1
5.5.2
5.5.3
5.5.4
5.5.5
Share Gender ideas and comment s
Gender awareness and capacity-building
Increase number of women staff and enhance their role to the high level
Create safe working environment for the women staff
Communicate with women entrepreneurs
P a g e | 51
6 Stakeholder Mapping
6.1 Overview
This section provides an overview of the key actors and external/inter-ministerial bodies that have a
role to play in supporting MOCI’s strategic objectives, spanning Government Ministries and Agencies,
the Minister’s role in higher level Government institutions, donors, the media and the private sector
itself.
This Plan has identified the mechanisms through which these myriad partners are to be engaged,
through the core channels of the Office of the Chief of Staff, the Public Relations and Information
Directorate and relevant policy specific or sector specific committees set up by line Directorates.
However, it is important for all working units of the Ministry to be mindful of these partners, and the
opportunities they present to further the work outlined in this Plan. To that end, chapters 6.2 - 6.5
provide an overview of each of the key partners in the field of private sector development .
6.2 Government
6.2.1 Partner Ministries
In most other countries, macroeconomic policy (principally the remit of the Ministry of Finance), which
affects tax rates and credit conditions, is always a powerful influence on actual outcomes. Afghanistan
is no exception here with the Ministry of Finance and its Customs and Revenue Department exerting
a significant influence on the business environment, especially on traders. Further, where a country is
rich in mineral resources, as is the case in Afghanistan, the role of the government in the growth of
the mining sector is a critical determinant of how mining impacts economic and social outcomes (here
the Ministry of Mines has the lead government role). Further, the importance of agriculture in the
economy translates into key roles for the Ministry of Agriculture Irrigation and Livestock (MAIL) and
the Ministry of Rural Rehabilitation and Development (MRRD).
Beyond sector related Ministries, there are important partners for facilitating business growth, trade
and skills development, such as the Ministry for Transport and Civil Aviation for cargo issues, the
Ministry of Public Works for internal transport issues; the Ministry for Power and Water for energy
issues; the Ministry of Labour for the development of trade skills, and the Ministry of Communications
and Information Technology for promoting e-business, Central Statistics Office (CSO) for figures and
statistics, to name just a few of the areas in which these partners work.
6.2.1 Partner Agencies
There are three agencies whose activities are closely aligned with those of MOCI. They are:
 Afghanistan Investment Promotion Agency (AISA) which undertakes the processing of
investment licenses and facilitating the necessary permits on behalf of investors; developing and
managing industrial parks; organizing conferences and exhibitions to promote Afghan firms;
analyzing private sector development issues; and offering individual client services for investors.

Afghanistan National
Standards
Authority
(ANSA) which is responsible for implementation of international standards as well as regional and
national standards and their application in business and industry. ANSA also has a responsibility
to promote the benefits of standardization and conformity assessment, accreditation and
metrology amongst government, the private sector and the general public.

Civil Services Commission (CSC) Which provides
continued support to the line ministries/agencies both at national and sub-natinal level through
various institutional capacity building program, recruitment of various high caliber skilled and
experienced senior civil service employees.
P a g e | 52
6.2.1 Minister’s Role
The MOCI exerts an influence outside of its internal activities, through the following channels:
 Minister’s representation at Cabinet
 Minister’s representation at Economic Sub-Committee
 Minister’s role as head of the Private Sector Development Cluster
 Minister’s role as Chair of the High Commission on Investment which includes examination of
5
all significant investment proposals and oversight of the functions and activities of AISA.
6.3 Donors
MOCI has benefitted from the support of a range of donors and donor projects in recent years,
including a number that have provided direct technical support to the work of the Ministry, such as:









USAID’s Afghanistan’s Trade Accession and Revenue (ATAR) and Assistance in Building
Afghanistan by Developing Enterprises (ABADE);
TAFA / EGGI project funded by USAID
SEED project funded by DFID
MCP project funded by WB
DFID’s Technical Assistance to Ministry of Commerce and Industry (TAMoCI)
GIZ’s support to EPAA and trade policy
Harakat’s Licensing Reform Project, and the recently initiated Trade Policy Project,
Strengthening Fair Competition Project, and Strengthening Consumer Protection Project
The World Bank’s New Market Development Project.
The jointly financed Civilian Technical Assistance Programme (CTAP) based in MOF (USAID
/ DFID)
Donors are additionally important to MOCI through the projects managed independently from the
Ministry. Examples of such projects might include DFID’s Afghanistan Business Innovation Fund
(ABIF) launched last year.
5
Minister of Commerce and Industry (chairman), Minister of Finance, Minister of Foreign Affairs, Minister of Economy,
Minister of Mines, Minister of Agriculture Irrigation and Livestock, Governor of Da Afghanistan Bank (central Bank), Chief
Executive Officer of the AISA as a non-voting member
P a g e | 53
List of Donors in Ministry of Commerce and Industries
No
Donor
Project
Implementer
1
World Bank
Afghanistan New Market
Development
Private Sector Development
2
DFID
Technical Assistance to
MOCI (Phase2
Adam Smith International
( ASI)
3
HARAKAT
Afghanistan Business
Licensing Reform) phase2)
International finance
cooperation (IFC)
Strengthening Consumer
Protection
Consumer protection and
competition promotion
April 2012
January
2014
Project is delayed due to the
final version of CPCP Law
Strengthening Fair
Competition
Consumer protection and
competition promotion
April 2012
January
2014
Project is delayed due to the
final version of CPCP Law
ABADE
DAI
ATAR
Chemonics International
Sustainable Economic
Development Program
GIZ
4
5
USAID
GIZ
Commence
Date
End Date
03/07/2011
03/07/2014
November
2013
2016
Comments
Not started yet
June 2014
Functional areas of Directorates and Departments in MoCI
No
1
Directorate
Petroleum
Dept
Functional areas
regulation
Legal Affairs
2
EPPA
3
Facilitation
transit
4
trade
and
Relevant government agencies
 Approve Downstream Petroleum law
 Implement CNG program and issue CNG license
 Legal affairs Directorate, MoJ
 US Embassy, Petroleum Directorate/ MoMP
 Develop Consumer protection law
 Develop industrial law
 Develop controlling goods trading and strategic services
law
 Develop trading centres safety regulation
 Improve and develop trade and remove barriers
 Introduce Afghan traders and products to Azerbaijan’s
markets
 Introduce Afghan products to the domestic and foreign
traders
 Introduce Afghan traders to markets and introduce
Afghanistan’s products to SAARC member countries
 Introduce Afghan products to Kazakh market
 Introduce Afghan products in Italy and find markets for
different items particularly Afghanistan's cashmere
 Introduce Afghan products in Spain and find markets for
different items particularly Afghanistan's saffron





Provide Facilitation, Receive information on transit goods
Process Documents of transit goods,
Improve transit activities and provide transit services and
meet the related problems
Facilitation and process all internal transit documents
Operate Ashkashem and Islam Qala Ports
Improve Spin Boldak port and extend dual trade relation in
region, Procure one Ship ,Control ports
 MoF, ACCI, MoFA, Custom Directorate, Legal
affairs directorate/MoJ, Legal Affairs Directorate,
ITD, AFCO
CPCPD
ITD
TAFA/USAID
MoI, MoUD, Municipality
Qaraqul Development Agency, AfghanCard,
Entrepreneurs Board
 Support and improve export sector projects,
commercial attaché in Azerbaijan, India,
Kazakistan, Italy, Spain
P a g e | 55
Internal Audit
5
Consumer Protection and
Competition Promotion
Approval of proposed draft law on competition promotion
Finalize competition policy
Hold inauguration ceremony for the members of the National
Board of Competition
Consider an office for the national board for competition
promotion
ACBRIP
 Monitor the business registration and licensing process
and control the new registration process in Jozjan province
6
Audit High Commission
MoJ, Cabinet, Parliament Offices, ACCI, Private
and public agencies, Minister of Commerce, AFD,
LAD/MoJ
 MoJ,
MoF,
Custom
Harakat, MoI, AISA
Directorate,
TAFA,
 Key activities of Intellectual property, implement new
provision of Trade mark and innovation law
7
International Trade
8
Manage affairs of freight companies,
Transit route of Chabahar Zarang
Implement TEER Convention in the country ,APTTA
Agreement
Cross border meeting between Afghanistan and Iran,
Tripartite agreement between Afghanistan, Iran and Pakistan
 Review Financial, accounting, administrative, services and
commercial affairs according to law, regulations,
declarations, approvals and other legislative Documents
 Alignment of Afghanistan legislative with requirement of
WTO
 Conduct fifth working group meeting for accession to the
WTO
 Analyze implementation of commercial and economical
agreements and analyse trade growth
 Develop Afghanistan trade policy
 Monitor the implementation of ECOTA agreement
 Prepare Afghanistan annual action plan in ECO
 Decrease sensitive list
 Increase export and introduce Afghanistan commercial
 MoJ, National Council, MoF, MAIL, CSO,
Customs, MoE, MoMP, MoE, ACCI, PSDGD,
EPAA and AISA
P a g e | 56
9
Exhibition Directorate
goods to international exhibitions
 Conduct and participate in exhibitions
 Commercial attaché, ACCI, Export agencies,
Admin and Finance
 Procure and prepare goods and equipments as whole sale
Controller of MoF,
11
Strategic planning and
Policy Directorate



11
Private Sector
Development
12



or retail
Procurement
Improve donor coordination mechanism in MoCI
New manual and mechanism for developing policies in
MoCI
PPP policy
MoCI Business plan 1394
M&E manual
 Develop implementation plan for SME policy
 Implement action plan of main sectors (agriculture,




cashmere, carpet, leather)
Develop and prepare action plan for women entrepreneurs
Collect information and data about private sector and SME
BDS policy
Prepare final list of credit sources
 TAMoCI
 CTAP Advisors
 SPPD, ITD, LAD, MAIL, MRRD, Carpet Guild,
ACCI, MoCI, AISA

P a g e | 57
6.4 Media
The media sector is strong in Afghanistan and continues to act as a useful partner in raising
awareness of MOCI reforms and achievements, and improving understanding of economic issues that
affect businesses such as the price of fuel.
The Public Relations and Information Directorate is the key MOCI interface with the media. It will seek
to engage at every possible opportunity with all forms of media to put the economy, jobs and private
sector development on the media agenda, facilitate acceptance of MOCI’s policies, provide
meaningful information to the public and facilitate opportunities for stakeholder participation in
government policy making processes/
6.2 Private Sector
The final partner in development is the client - the private sector itself. Businesses are represented
through the Afghanistan Chamber of Commerce and Industry (ACCI), with a membership of 37,000
6
members , as well as through individual business associations, such as the Afghan Builders
Association or the Afghan Carpet Exporters Guild. Moreover, individual businesses speak for
themselves – both large scale businesses with the capacity to lobby Government directly, as well as
SMEs and informal businesses that MOCI will make active efforts to engage and support and work in
partnership over the course of the coming year.
Figure 23: MoCI Stakeholder Overview
6
ACCI figures as of August 2011
7 Monitoring and Evaluation
7.1 Overview
Being a key Ministry in the Government of the Islamic Republic of Afghanistan (GoIRA) it is important
that the Ministry of Commerce and Industry (MOCI) monitors its progress so that it can provide
evidence of the contribution it is making towards GoIRA’s development goals, as set out in the
Afghanistan National Development Strategy (ANDS). Reporting on progress is also a requirement of
the international donor funding which MOCI currently receives.
Monitoring is the ongoing process of obtaining regular feedback on the progress being made
towards achieving goals and objectives. In the case of MOCI, it is primarily interested in
measuring the progress made towards the goals and objectives of the Annual Business Plan, which
7
reflects the higher level objectives of the Ministry’s Strategic Plan
Monitoring will allow MOCI to answer two important questions:
1. Are the directorates and departments in the Ministry taking the actions that they said they
would in the Business Plan?
2. Is MOCI making progress on achieving the results that it said it wanted to achieve in the
Business Plan?
These are big questions and not always easy to answer, but without asking them it is not possible to
properly monitor progress. Monitoring is also a continuous process which will take place at regular
intervals in MOCI.
Unlike Monitoring, Evaluation is not a continuous process and can be applied at any point to any
activity, policy or strategy (known generically as interventions). Evaluation assesses the extent to
which an intervention has contributed to its stated goals and objectives, and is undertaken for
two main reasons:


For accountability purposes - to provide evidence on the success or failure of an
intervention in contributing towards its goals and objectives; and
To learn lessons on what has worked and why, so that this can be used to improve the
delivery of future interventions of the same type.
Evaluations are usually carried out independently, so in the case of a major evaluation in MOCI this
would generally be undertaken by an individual or team not connected with MOCI. In other words,
Evaluation is mainly external. However, internal Evaluation of smaller projects can also take place.
Indeed, some limited internal Evaluation is currently undertaken in the M&E department in MOCI.
Evaluations are usually performed at the middle or the end of an intervention’s lifecycle and include a
report which details what has been achieved and the contribution of the intervention to that
achievement. The box below explains how a MOCI intervention such as support to the Cashmere
sector would be evaluated.
The M&E department main focus in 2014 will be on establishing a Monitoring system capable of
tracking MOCI’s progress towards the goals and objectives of the Annual Business Plan, and in turn,
the Strategic Plan 2011-15.
7
MOCI (2011). Strategic Plan 2011 – 15.
P a g e | 59
It is also important to draw a distinction between Audit and Monitoring & Evaluation. Unlike M&E,
which are focused on measuring what results have been achieved, and in the case of evaluation, the
contribution of an intervention to those results, audit is more concerned with whether appropriate
process are in place and rules have been followed properly. The purpose of an audit is to assess the
adequacy of controls (financial and otherwise) within an environment with the aim of improving the
effectiveness of risk management, control, and governance processes. Audit is not concerned with
the way in which inputs and activities lead to outcomes and impacts in the same way as monitoring
and evaluation are. Rather, it is more concerned with whether appropriate controls and procedures
are in place and the extent to which these have been followed.
Table 4: Features of Monitoring, Evaluation and Audit
Monitoring
Mainly Internal
Staff Dependent
Continuous
Management Tool
Reactive
Evaluation
Mainly External
Independent
Periodic
Strategic Tool
Reflective
Audit
Internal and External
Independent
Periodic
Process Oriented
Governance
In the case of MOCI, effective Monitoring will help to improve the overall management of the Ministry.
Figure 24: Benefits of Monitoring System for MoCI
Better
Decision
Making
MOCI
More
Effective
Better
Reporting
MOCI
Monitoring
System
Build
MOCI’s
Knowledge
Take
Corrective
Action
Monitoring serves several important purposes. In the absence of effective monitoring, it is difficult
to know whether the results desired in MOCI’s Business Plan are being achieved, and if they
are not, what corrective action is needed to get back on track. Without this, senior decision
makers in MOCI would just be guessing and unable to make decisions based on hard evidence.
Monitoring is also an essential management tool to support MOCI’s contribution to national level
development strategies, such as ANDS.
The M&E department is being supported to develop its own capacity by the Civilian Technical
Assistance Programme (CTAP) and the DFID-funded Technical Assistance to MOCI programme.
The M&E department has only four staff and it is tasked with monitoring the activities of over
1,100 people. It cannot do this on its own and requires the assistance of all the directorates
and departments in MOCI to do its job properly.
P a g e | 60
There is not a fully functioning M&E system currently in place at MOCI. The last monitoring exercise
took place in early 2013 and measured progress against the 1391 Business Plan. A data collection
exercise across the 19 directorates and departments was undertaken and a report produced which
summarised progress against the Business Plan. Although this was useful, it was a single exercise
and not underpinned by an integrated monitoring system with the capability to collect and report data
at regular intervals. Implementation of this system is one of MOCI’s most important objectives
in 2014. The process will begin by monitoring MOCI’s progress against the objectives laid out in the
1393 Business Plan. Figure 3 below presents the nine practical steps required to do this, along with
the recommended frequency of each.
Figure 25: Process for Monitoring MoCI Progress againt Business Plan
Agree Annual
MOCI Business
Plan
Quarterly and Annually
Annually
Presentation of
findings to
Minister, DMs,
Directorates and
Departments
Produce BP
Monitoring
Framework
Annually
Quarterly and Annually
Develop data
collection
templates for
each Directorate /
Department
Report produced
summarising
progress against
Annual BP
Quarterly
Quarterly
Distribute
templates to each
Directorate /
Department
Analysis of
templates by
M&E department
Quarterly
Return of
completed
templates to M&E
department
Quarterly
Completion of
templates by
Focal Points in
each Directorate /
Department
The nine steps in the above diagram can be summarised as follows:




At the beginning of each year, the M&E department will review MOCI’s Monitoring Framework
which captures the goals and objectives of the MOCI Annual Business Plan.
The Monitoring department will then develop data collection templates specific to each
directorate or department. This will enable each directorate or department to track its
progress against the objectives in the Business Plan which are relevant to them. These will
be distributed to each department for completion. The circle highlighted yellow with red text in
the above diagram is important and will be discussed in more detail in the following section
Once a quarter (four times per year), each directorate or department will submit its
completed Business Plan Monitoring template to the Monitoring department. The
department will then analyse the completed templates and produce a report which
summarises the progress being made across MOCI towards the objectives of the Business
Plan.
The results contained in the report will then be presented to the Minister, the Deputy
Ministers, directorates and departments to give them an overview of progress, and most
importantly, enable them to make decisions on how to manage the performance of the
Ministry over the course of the year.
Throughout this introductory section, several references have been made to focal points in MOCI. In
this section we explain more about what is meant by focal points and what their responsibilities are.
P a g e | 61
The responsibilities of directorate and departmental focal points are to:





Work with the M&E department to agree a data collection template which captures the progress of
the directorate or department towards the goals and objectives of the MOCI Annual Business Plan
Gather the monitoring information required to complete the data collection template
Return the completed data collection template to the M&E department at quarterly intervals
Answer questions on monitoring information asked by the M&E department
Attend meetings and presentations organised by the M&E department as requested.
As has been explained, the M&E department in MOCI has limited resources with which to monitor the
broad range of activities delivered by the Ministry. It is therefore vital that it has the support of each
directorate and department to do its job. Each directorate or department will do this by nominating a
focal point to gather monitoring information and liaise with the M&E department. The box below sets
out the main responsibilities of the focal points in each directorate or department.
It is important to emphasise that MOCI will be unable to measure its contribution to the
development of Afghanistan without the full cooperation of each of the Ministry’s directorates
and departments. Without the focal points in each directorate providing information on time and as
requested by the M&E department, it will not be able to report on progress and provide the Minister
and Deputy Minister with the information they need to make decisions. Figure 4 below depicts the
flow of information up the chain from directorates to Minister and Deputy Minister, with the
responsibilities of each link in the chain.
Figure 26: Monitoring Information Flow in MoCI
Information Flow
Minister and
Deputy Ministers
FP - HR
FP - PSD
SPPD
M&E Dept.
FP Int. Trade
Decision Making
Checking & Approval
Analysis & Reporting
FP - SPPD
FP - EPAA
Performance
Information
This M&E system will be supplemented by future developments as follows:



Part Two: The MOCI M&E Framework – will explain the purpose of an M&E Framework,
what it contains and how it should be used. This will be focused on the goals and objectives
of the 1393 Business Plan, as well as departmental outputs and milestones.
Part Three: Collecting and Analysing Data – will take readers through methods for
collecting Monitoring data, introduce the templates which will be used for this purpose and
explain how to analyse the data collected.
Part Four: Reporting Results – will provide guidance on how to report the results of the
Monitoring exercise, including the use of tables, graphs and charts. It will show how to
structure a report so that the key findings can be easily understood by decision makers.
P a g e | 62
Annex A: Ministry Achievements in Previous Year
Foreword
The Ministry of Commerce and Industry as the key authority for regulation, coordination and
development of private sector and trade through creation of a safe and propitious environment for
providing business facilitations and creation of legal, material and technical frameworks for growth
and development of private sector has recognized the following strategic objectives for development
of the Afghan economy:
Ministry of Commerce and Industry operates based on its mission and strategic plan which is to
improve Afghanistan’s economy through designing and developing of appropriate policies and
regulations and providing facilitations for private sector manufacturing and businesses.
The MoCI’s tashkeel in 1392 is comprised of 1134 positions. The Ministry's total budget in 1392 was
355,990,000 AFs, of which 355,990,000 AFs was disbursed to the Ministry.
MoCI’s Development budget in 1392: The development budget of the Ministry was 440,320,400 AFs
of which 78,298,277 AFs allocated for carpets processing was transferred to the Afghanistan
Investment Support Agency (AISA), under the letter No. (373) from the MoCI dated 1392/6/4, as was
decided in the meeting (No.1) of the Afghan High Economic Council, dated 1391/8/3, and the
approval of Act No. (31) of the economic Council, dated 1391/8/8.
Given this, the total budget remaining for the MoCI after deduction of the carpet processing budget
transferred to the AISA was 362,022,123 AFs of which 221,451,136 AFs which is equivalent to 61%
of the budget has been spent through the Ministry.
Planned Activities and Performance
In accordance with its strategic objectives, the MoCI has carried out the following activities during the
fiscal year of 1392 for improvement of regional and global cooperation on trade, promotion of
business, provision of transit facilitations, development of private sector, design and approval of rules,
regulations and policies and attraction of domestic and foreign investments:
-
Issuance of 1129 new licenses and renewal of 2514 licenses
-
Issuance of 149 new licenses and renewal of 16 in the field of petroleum importing
-
Introduction of 57 transportation companies to border authorities for transportation services
-
Issuance of fuel pump station licenses for 15 applicants
-
Participation of HE Minister of Commerce and Industry in the seventh session of Trade and
Investment Framework between Afghanistan and the United States held in Washington on
26-27 February 2013
-
Preparation of preliminary documentations for standard certificates for Afghan agricultural
products and process of carpet exports
-
Collection of data and information in accordance with the Council of Ministers Act No. 42
dated 25/10/1391 in relation to the assessment of the productive capacity of factories and
small enterprises carried out in eight provinces
P a g e | 63
-
Creation of a database for registration of petroleum importing companies and development of
a website for providing direct access to the people to be able to communicate with the
companies operating in import of petroleum through the internet
-
Regarding the implementation of SME sector policies and the eight sectoral activities plans,
coordination meetings are held between MoCI and the Ministry of Economy, Ministry of
Agriculture and other organizations including Abadi, Faida, GIZ and other stakeholders
-
Tracking properties of production and textile factories seized by irresponsible people and
delivery of a list of seized properties to the High Office of Oversight and Anti-Corruption, the
Attorney General, and security agencies
-
Follow of the same problem about the 28 acres of seized lands of the Spin Zar enterprise in
Kunduz province and sending the list to the Ministry of Interior Affairs
-
Analysis, assessment and process of the anticipated plans on 1392 of the enterprises,
companies and ports; analysis and evaluation of the realization of revenue collection and
expenses of the MoCI’s enterprises in the third quarter of fiscal year 1391
-
Computerization of transit forms at the central unit for process of export documents at Kabul
customs
-
Provision of facilitations in Europe to Afghan saffron traders
-
Sent samples of fresh and dry fruits of Afghanistan to the exhibition held in Uzbekistan;
marketing for Afghanistan’s cotton by the Afghan attaché in Turkey; marketing for Saffron by
the Japanese company S&b-foodsvis
-
Sent 35 items of sensitive list, 69 items in the positive list, 185 items in the negative list to the
ECO
-
Participation of MoCI delegation in the fourth session of the ECO cooperation session in
Tehran
-
Referral of Afghan professionals to the SAARC and the SARCO-SAARC Committees of
Governors Board
-
Development of a web portal for providing information on the process of Afghanistan’s
accession to WTO, raising public awareness about the process and establishing extensive
communications with other parties involved in Afghanistan's accession process to the WTO
as one of the essential needs for WTO accession
-
The downstream petroleum law has been sent to the Ministry of Justice and the Council of
Ministers
-
The drafts of Bankruptcy Law, Industrial Design Law, Geographical Indications Law, the law
of foreign trade of goods, the Business Design Law, proposals for amendments to the
Corporations Law and the Law of Promotion of Competition are presented to the Ministry of
Justice for further processes
-
Mediation Law has been submitted to the parliament for approval
-
The proposed amendment to the Promotion of Competitions Law is submitted to the
department of economic and financial legislation of the Ministry of Justice after
reconsideration
P a g e | 64
The Article of association of Qara Qul business development, registration procedures and
-
forms and invoices have been prepared
Sending out the Afghanistan-Kazakh agreement on encouragement and reciprocal protection
-
of investments to the relevant authorities for implementation
Preparation of statistical activities of the registered companies in weekly and monthly basis
-
for publishing in the Official Gazette of the Ministry of Justice
Sending the draft tripartite agreement of Afghanistan, India and Iran on facilitating trades
-
through the sea port of Chabahar to the Ministry of Foreign Affairs
The required arrangements for the resolutions of the Council of Ministers, the Economic
-
Committee and the High Economic Council have been made in time manner and dispatched
to the relevant departments based on the prescribed procedures with reporting back to the
Office of Administrative Affairs.
Development Projects
The Ministry of Commerce and Industry had in total five development projects which include the
followings:
1 – Capacity Building Implementation and Coordination Unit Project:
The project began in 1388; to be ended in 1393; funded by the Afghan government; allocated fund
$715,106 equivalent to 37,185,512 AFs; appropriation disbursed 33,726,578 AFs; the budget spent
33,330,429 AFs; and the remaining fund is 3,458,934 AFs. These cover 95% of the progress of the
project.
2 - Process of carpets in the provinces:
The project started in 1388 and to be ended in 1393; funded by the Government of Afghanistan; the
allocated fund amounted to $2,220,085 equivalent to 115,444,420 AFs; the disbursed appropriation is
27,205,081 AFs of which 27,205,081 AFs are spent. The rest of the money has been transferred to
the Afghanistan Investment Support Agency (AISA).
8
3 – Constructing buildings for the MoCI departments in the provinces:
The project started in 1388 and to be finished in 1393; funded by the Government of Afghanistan;
budget allocated $ 813,415 equivalent to 42,297,580 AFs. The disbursed fund is 10,263,674 AFs of
which 10,263,674 AFs are spent on the project. The remaining of the budget is 32,033,906 AFs.
The progress of the project is as follow:

The construction of the surrounding walls for the observation towers of the Nangarhar carpet
weavers project had been contracted in 26,283,381 AFs and 75% of the fund is already
transferred to the company’s account while another 25% of the money amounting to 8,132,095
AFs is disbursed based on progress of the work and approval of the Monitoring Board.

The project of paving the street of carpet weavers’ town in Nangarhar province was completed
in the third quarter of the year and delivered to the … after a second time assessment.
78,298,277 AFs allocated for carpets processing was transferred to the Afghanistan Investment Support Agency (AISA),
under the letter No. (373) from the MoCI dated 1392/6/4, as was decided in the meeting (No.1) of the Afghan High
Economic Council, dated 1331/8/3, and the approval of Act (No.31) of the Economic Council, dated 1391/8/8. Therefore,
the total budget remaining for the MoCI after deduction of the carpet processing budget transferred to the AISA was
362,022,123 AFs of which 221,451,136 AFs which is equivalent to 61% of the budget has been spent through the Ministry.
P a g e | 65

The building construction project for the MoCI local department in Khost province has further
progressed 30 percent, according to the letter No. (380) of MoCI department in the province,
which in addition to the 40% which was already completed, in total 70% percent of the work
has been completed. It is worth to mention that the remaining 30 percent of the work will be
completed until the end of the third quarter of the year and will go to the final assessment and
delivery of the project.

A delegation tasked by the SPP Directorate for evaluation of the physical progress of the
building construction for the MoCI department in Kandahar province made an assessment of
the project. According to estimations of the SPPD team, the progress of the work performed by
the company responsible for the project was estimated above 50 percent.
4 – New markets development project:
The project began in 1390; to be finished in 1393; funded by the World Bank; the allocated budget
4,469,094 US Dollars equivalent to 232,392,888 AFs; disbursed fund 140,310,948 AFs; budget spent
137,925,251 AFs, and the remaining amount of money is 92,081,940 AFs.
5 – Export promotion project:
The project started in 1392; to be finished in 1392; funded by the Government of Afghanistan;
allocated budget 250,000 US Dollars equivalent to 13,000,000 AFs; disbursed budget 9,944,855 AFs;
budget spent 9,944,855 AFs; and the amount of money remaining is 3,055,145 AFs.
Major achievements:
The major achievements of the project for promotion of exports are as follows:
-
The sixth session of the joint Afghan-Kazakh intergovernmental commission for expansion of
trade and economic cooperation between the two counties was held in Kabul. The sixth
protocol of the joint commission for trade and economic cooperation between the two
countries, which was signed by heads of the delegations at the sidelines of the meeting in
Kabul, has been sent to the Ministry of Foreign Affairs for further processes.
-
Holding of the sixth session of the joint intergovernmental commission of Afghanistan and
Kazakhstan for promotion of trade and economic cooperation between the two counties
-
Having signed the economic protocols between joint commissions of Afghanistan-Russia,
Afghanistan-Turkmenistan, Afghanistan-Kazakhstan and the Afghan-Iranian joint commission
of international land transportation
-
Development and conclusion of the trilateral agreement among Afghanistan, Tajikistan and
China for transit and trade facilitations
-
Preparation and referral of the draft trilateral agreement of trade and
transit among
Afghanistan, Pakistan and Tajikistan to the Ministry of Foreign Affairs
-
Signing of the understanding agreement between the MoCI and the organization of Chabahar
free trade zone in Iran; and introduction of Afghan traders for investing in the Chabahar trade
zone
-
Preparation and Proposal of draft and amendments to the following laws to the Ministry of
Justice with the aim of making them consistent with the WTO laws

Law on Animal Protection and Quarantine
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
Law on Animal Health and Veterinary

Law on Food Safety

Law on Standards and Technical Regulations

Law on Geographical Indications

Procedure on Customs Valuation

Procedure on Binding Decisions

Procedure on Intellectual Properties Control at Customs

Amendments to the Law on Supporting the Rights of Inventors and Discoverers

Amendments to the Law on Trade Marks

Amendments to the Law on Supporting the Right of Authors, Composers, Artists, and
Researchers (Copyrights Law)

-
Amendments to the Customs Law
The commission of prevention of production and import of low-quality, expired and forged
goods inspected the markets in Kabul city and sealed the wrongdoing shops that sold harmful
and fake-colored goods. The samples of the expired and harmful items were sent to the
Ministry of Health for laboratory tests and the shopkeepers referred to the Attorney Office.
-
The following measures have been taken for implementation of the article No. (6) of the
Council of Ministers’ Act No. 40, dated 112/10/1391, on provision of facilitations for
development of carpet sector:

Decreasing the profit tax to 2%; establishing carpet design center in Balkh province;
collecting 5% revenue from carpet processing machinery

A permanent carpet exhibition to be opened soon in Kabul

Reviewing policies of carpet sector functions for 1392 – 1395

Finalizing carpet sector functions plan for three next years (1392 – 1395)

Holding numerous meetings with the relevant agencies on obstacles of carpet sector,
its marketing, access of manufacturers to loans, opening licocastic soda factories,
and transportation; taking measures for solving the challenges

Establishing and formalizing working group of leather sector with the aim to provide
facilitations for the sector; worth to mention that the leather sector which is approved
by the Council of Ministers is apart from the clothes sector
The following improvements have been made in the area of business indicators:
-
Decreasing fees for the new licenses for small enterprises from 100 US dollars to 50 dollars
as well as decreasing fees for renewal of the small enterprises licenses to 50 dollars
-
Decreasing fees for issuance of new licenses for medium and large enterprises in services,
agriculture, and productive sectors from 700 and 1000 US dollars to the fixed fee of 350
dollars
-
Decreasing fees for renewal of licenses of the medium and large enterprises in the mentioned
sectors from 350 dollars to 100 dollars
-
Removing the inspection procedures for the newly-established companies registered by the
Afghanistan Investment Support Agency (AISA)
P a g e | 67
-
Removing the no-criminal-liability procedures for the MoCI licensing directorate
-
Also modifying the procedure for issuance of construction licenses by the Kabul Municipality
-
Issuing licenses for commercial buildings construction has been further simplified with a form
which comprises only four steps
-
Work on streamlining of export and import procedures and access to electricity.
-
Establish Central Business Registry, intellectual property office in the Paktia Province
-
Establish Gender Department in Hairatan Port
-
Afghanistan has jumped in DBI ranking of World Bank , as the reports this country has came
from 154 to 130 rank. This has been shown as outstanding reform in the region and entire
world.
-
Lunch of national markets development projects in Balkh and Hirate provinces.
-
Ministry has received 494 request for technical and financial support to SME and around 216
contract of technical and financial assistant have been signed with the SMEs.
-
Build and complete the surrounded walls of SpineBoldak port around 45 jerbs area in
Kandahar province.
-
Official Delegations and national traders for introduction of export goods and export promotion
attended to 17 international exhibitions.
-
Sign of agreement between GoIRA and USA on1392/3/26 in Ministry of Commerce and
Industries for supporting afghan women traders.
-
There has been 50 percent progress in construction works of the Facilities for 2000 Ton liquid
Gas in Kabul city.
-
Recapture 640 jerb lands of Spinezar enterprise in Kunduz such as 15 jerb in Archi districts
and 6 jerbs in Balkh province.
Main Problems
- Lack of Coordination between relevant agencies during implementation of plans of main
sectors( SME strategy) specially carpet, cashmere and agriculture sectors
- There have been less progress on reform of consumer protection and competition promotions
laws with MoJ.
- The Competition national board established according to 14 article of consumer and
competition laws and declare no 5026 of the president of Afghanistan, the Tashkel of the
board has been approved by the Minister. The attestation ceremony of the member should be
done based on the 15 article of the mentioned law, which has not occurred yet.
- Lack of credit to carpet sector for supporting national products and industries
- Confiscation of land of carpet companies in different provinces by the warlords and inabilities of
security agencies in recapture of these lands to the original owner.
- Claim the ownership of land and assets of SOEs by some opportunist in some provinces
- There has been lack of support and assistant in regard land confiscation by security agencies
and organizations.
- Paying of ransom to opportunist by owner of vehicles transporting fruits and vegetables in
highways
P a g e | 68
- Conduct of some exhibition without consulting and coordinating with exhibition directorate of
MoCI( Governmental and private sectors agencies)
- Lack of enough capital for operating SoEs and corporations
- Lack of cold storages for agribusiness and animal products
Suggestions and solutions
- Approval of the suggestion for amendment of Consumer protection and competition promotion
laws
- Conduct adjuration ceremony for members of national competition board in presence of the
president of GoIRA that able this board to start their works and activities.
- Provide suitable place for show makers
- Conduct public awareness programs about the laws and regulations across the country
- Establish industrial development bank and agriculture development bank
- In order to implement the act no 18 dated 1391/8/16 of Economical Committee of the cabinet for
preventing decrease in carpet sector, it is required to contact with justice and judiciary
agencies to recapture lands and assets of carpet sector in different provinces especially in
Kamari area in Kabul.
-
Implementation of Industrial Policy in order to promote utilize of domestic products
-
The on time completion of all legal process of laws and regulation by the MoJ is important.
-
Further assistant of security agencies to prevent getting of ransom by opportunist people.
Main Programs for the upcoming year
9
9
-
Implement Small and Medium Entrepreneurs Strategy
-
Provide transit and trade facilitation
-
Work and effort on accession of Afghanistan to World Trade Organization
-
Implement trade and transit agreements with neighbor countries.
-
Survey the activity of private sector in provinces
-
Work on Trade laws
-
Implement development projects
-
Build capacity of staff
-
Implement business licensing in provinces
-
Finalize National Trade Policy
10
Small & Medium Enterprises )‫(تشبثات کوچک و بزرگ‬
World Trade Organization ) ‫(سازمان تجارت جهانی‬
10
P a g e | 69
Annex B: List of MoCI Work Divisions, Directorates and Departments
No.
WORK DIVISION
DIRECTORATE
DEPARTMENT
2.0 Direct Reporting to the
Minister
Minister
Minister
2.1
Office of the Chief of 2.1.1 Provincial Relations
Staff
Department
2.1
Office of the Chief of 2.1.2 Communications and
Staff
Documents Department
2.2
Internal Audit
Directorate
2.2.1 First Group of Audit
Department
4
Minister
2.2
Internal Audit
Directorate
2.2.2 Second Group of Audit
Department
5
Minister
2.2
Internal Audit
Directorate
2.2.3 Analysis and Evaluation
Department
6
2.0 Direct reporting to the
Minister
2.3
Legal Affairs
Directorate
2.3.1 Develop and draft trade
legislative Documents
Department
7
Minister
2.3
Legal Affairs
Directorate
2.3.2 Legal advice and remove
administrative barriers
Department
8
Minister
2.4
SPPD
2.4.1 General Department of
Statistics and Database
9
Minister
Minister
Minister
2.4
SPPD
2.4.2 Strategic Planning
Department
2.4
SPPD
2.4
SPPD
2.4.4 Monitoring and Evaluation
Department
12
Minister
2.4
SPPD
2.4.5 Department of Design of
Development Programs
13
Minister
2.4
SPPD
2.4.6 Policy Development
Department
14
Minister
2.5
Petroleum
Regulation
Department
15
3.0 Private Sector and
Industries Development
3.1
Private Sector
Development
General Directorate
3.1.1 SME Directorate **
3.1.1.1 Data Collection and
Analysis Department
16
3.1
Private Sector
Development
General Directorate
3.1.1.2 Business
Development
Services (BDS)
Department
17
3.1
Private Sector
Development
General Directorate
3.1.1.3 SME Development
Department
18
3.1
Private Sector
Development
General Directorate
3.1.1.4 Market Development
Department
19
3.1
Private Sector
Development
General Directorate
3.1.1.5 Sectors of Carpets,
Agribusiness, Marble,
leather and Cashmere
20
3.1
Private Sector
Development
General Directorate
3.1.2 Policy Design and
Development Department
21
3.1
Private Sector
Development
General Directorate
3.1.3 DBI advisory Department
1
2
3
10
11
P a g e | 70
22
3.2
Competition
Promotion and
Consumers
Protection
Directorate
3.2.1 Competition Promotion
Department
23
3.2
Competition
Promotion and
Consumers
Protection
Directorate
3.2.2 Consumer Protection
Department
24
3.2
Competition
Promotion and
Consumers
Protection
Directorate
3.2.3 Information Collection and
Relations Department
25
3.3
Industries Technical
Affairs Directorate
3.3.1 Production affairs support
and maintenance
Department
26
3.3
Affairs Directorate
3.3.2 Technical Affairs
Department
27
3.3
Affairs Directorate
3.3.3 Technical Study and
Department
28
3.4
SoEs and
3.4.1 SoEs Reform
Corporations
Implementation department
Coordination Reform
Implementation and
Financial analysis
Directorate
29
3.4
SoEs and
3.4.2 Financial analysis of SoEs
Corporations
and Corporations
Coordination Reform
Department
Implementation and
Financial analysis
Directorate
30
4.0 Trade
4.1
International Trade
General Directorate
4.1.1 International Trade
Agreements Directorate
**
31
4.0 Trade
4.1
International Trade
General Directorate
4.1.1.2 Bilateral Agreements
Directorate
32
4.0 Trade
4.1
International Trade
General Directorate
4.1.1.3 Department: Regional
Organizations
33
4.0 Trade
4.1
International Trade
General Directorate
4.1.2 Trade Analysis and
Promotion Directorate
4.1.2.1 World Trade Policies
Analysis Department
34
4.0 Trade
4.1
International Trade
General Directorate
4.1.2 Trade Analysis and
Promotion Directorate
4.1.2.2 Business Services
and External
Agencies G.
Department
35
4.0 Trade
4.2
Transit and Trade
Facilitation
Directorate
36
4.0 Trade
4.2
Transit and Trade
Facilitation
Directorate
4.2.2 Trade Facilitation
Department
37
4.0 Trade
4.2
Transit and Trade
Facilitation
Directorate
4.2.3 Agreements Department
38
4.0 Trade
4.3
Export Promotion
Directorate
4.3.1 Development of
Manufacturing and
Marketing
P a g e | 71
39
4.0 Trade
4.3
Export Promotion
Directorate
4.3.2 Admin Department
40
4.0 Trade
4.3
Export Promotion
Directorate
4.3.3 Information and Database
General Department
41
4.0 Trade
4.4
Exhibition Facilitation 4.4.1 Administration General
Directorate
Department
42
4.0 Trade
4.4
Exhibition Facilitation 4.4.2 Accounting General
Directorate
Department
43
4.0 Trade
4.4
Exhibition Facilitation 4.4.3 Coordination and Conduct
Directorate
General Department
44
4.0 Trade
4.5
Central Business
Registry &
Intellectual Property
General Directorate
4.5.1 Licensinge and Registration 4.5.1.1 Licensing and
Directorate **
Registration
Department
45
4.0 Trade
4.5
Central Business
Registry &
Intellectual Property
General Directorate
4.5.2 Intellectual Property
Registration and Protection
Department
46
5.0 Finance and
Administration
5.1
Human Resource
Management
Directorate
5.1.1 Personnel Records &
Database Department
47
5.0 Finance and
Administration
5.1
Human Resource
Management
Directorate
48
5.0 Finance and
Administration
5.1
Human Resource
Management
Directorate
5.1.3 Capacity-Building
Department
49
5.0 Finance and
Administration
5.1
Human Resource
Management
Directorate
50
5.0 Finance and
Administration
5.2
Administration and
Finance Directorate
51
5.0 Finance and
Administration
5.2
Administration and
Finance Directorate
52
5.0 Finance and
Administration
5.2
Administration and
Finance Directorate
53
5.0 Finance and
Administration
5.2
Administration and
Finance Directorate
54
5.0 Finance and
Administration
5.3
Communication and
Information
Technology
Department
55
5.0 Finance and
Administration
5.4
Public Relation and
Information
Directorate
56
5.0 Finance and
Administration
5.4
Public Relation and
Information
Directorate
5.4.2 Provinces Relation
Department
57
5.0 Finance and
Administration
5.5
Gender Department
** Directorate
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Annex C: Departmental Work-plans
2.1.1 Provincial Relations Department
Dept. Head: Muhammad Nadir Silab
Mobile: 0752110451
Objective Strategy:
1.0 Provide a favorable environment for enterprises and promote Afghanistan’s ranking in World Bank’s DBI
Sub-strategy:
1.1 Streamline and improve licensing processes for commercial firms and address other relevant requirements
Output
No.
Output
Make trips to provinces
2.1.1.1
2.1.1.2
Coordination with
provinces
2.1.1.3
Solve problems
2.1.1.4
Provide reports to the
President from
provincials work trips of
the Minister
Activities
Milestones
 Make provincial visits for
coordinating between central and
provincial departments and
investigating the activities




 Establish relations and provide
regular technical support through
the provincial coordination
committees
 Conduct monthly, quartly and
annual meetings with provincial
authorities to find out solutions
against problems
 Sending manuals, policies
and plans
 Send evaluation forms
 Receive evaluation forms
 Consult with Minister
 Invite directors and heads
 Conduct meeting
 Find solution
 Coordinate internal work travels of
the Minister according to the plans
 Conduct with MoD
 Conduct with MoI
 Conduct with relevant
province
Review activities
Review working progress
Collect requirement
Find solutions
Key Stakeholders
Ext. Support
Timeline
No
.
Quarterly in
1393
//
.
Continuously
in 1393
//
.
Monthly,
quartly and
annual
//
.
When
required
P a g e | 73
2.1.2 Communications and Documents Department
Dept. Head: Abdullah Dastigir
Phone: 0777760049
Strategic Objective:
Establish an effective system of work between the MoCI with other ministries and independent agencies
Sub-strategy:
Provide administrative and officials facilitations between Office of the Minister and other national and international agencies
Output
No.
Output
Activities
Effectively manage the
letter dispatching
system among the MoCI
departments
 Review and consider all external
and internal letters
 Send letters to relevant offices
 Provide support in finding
documents and records of the
relevant offices
 Process urgent, confidential letters
of the Ministry
 Archive documents
 Prepare reports about the current
and archived documents
 Plan the schedule of key activities
of the government in which the
MoCI is involved, and share them
with the relevant departments
 Ensure that the MoCI answers all
requests and questions of the
ministries and the OAA on time
 Set the the Minister’s meetings’
agenda and provide the necessary
advices on minutes of the agendas
2.1.2.1
2.1.2.2
Provide working
relationships with key
ministries and other
government institutions
and committees
Milestones
Key Stakeholders
Ext.
Support
Timeline
 Assign offices
 Process the documents
less than 2 hours
 Provide report through
letters to relevant
agencies
 Fill information on the
forms
 Send letter to Secretary
of Economic committe

Permission from
the Minister if
required
No
From the beginning
of 1393 to the end
Permission from
the Minister if
required
No
From the beginning
of 1393 to the end
P a g e | 74
2.1.2.3
2.1.2.4
2.1.2.5
Regulate matters
related to the Council of
Ministers and the
Parliament
Build effective working
relationships between
the Minister and the
private sector
of the meetings of the InterMinisterial Committees
 Ensure that the MoCI responds to
the requests and questions of the
MPs on time
 Plan and arrange schedule of
regular meetings between the
Minister and the private sector,
foreign and Afghan investors
Provide required
facilitations for effective
function of the MoCI
administrative team
 Prepare and design formats
 Hold meetings of the Minister
 Arrange ad-hoc meetings of the
Minister
Provide administrative
support and secretariat
services




2.1.2.6


2.1.2.7
Capacity-building
programs


Provide recommendations
Prepare letters
Prepare work report of the office
Prepare reports on travels of the
Minister
Distribute orders of the Minister
Perform for the customers( Letters,
applications)
Arrange short and long-term
courses
Provide technological facilitations
 Collect information for
relevant directorates
 Send report to
parliament and ministries
 Prepare agenda
 Conduct meetings
 Present decision and
reports to relevant
agencies

 Letters and memos to
office
 Send reports and
decisions to relevant
offices
 Follow up decisions
 Receive order and
approval of the Minister
 Registration
 Distribute and
communicate to relevant
agencies
 Send report to the office
of president
 Scholarships and
workshops
Permission from
the Minister is
required
No
From the beginning
of 1393 to the end
By the Minister’s
guidance
No
Monthly
By the Minister’s
official guidance
Monthly
Secretariats of
the Minister
Daily
The Minister’s
Office and HR
Directorate
At least 4 times until
end of the year
P a g e | 75
2.2.1 First Group of Audit Department
Dept. Head: Sayed Rahman Qorluq
Phone: 2020022220
Strategic objective:
7.0 The Ministry of Commerce and Industry has the required capacity to advance its role
Sub-strategy:
7.10 Support the Internal Audit Directorate and identify internal and external mechanisms for fighting corruption
Output
No.
2.2.1.1
2.2.1.2
2.2.1.3
2.2.1.4
2.2.1.5
Key Stakeholders
Ext.
Support
Timeline
Assign auditors
Collect information
Provide report
Submit results of audit
Supreme Audit
Office
No
Quarterly




Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly
 Audit MoCI provincial
agencies including financial
departments, firms, SoEs,
projects and etc.




Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly





Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly



Assign auditors
Collect information
Provide report
Supreme Audit
Office
Output
Activities
Review financial, accounting ,admin,
services and trade activities against the
laws, regulations, decrees, resolutions
and other legislative documents
Others
 Audit performance/activities
of MoCI central directorates




 Audit activities of secondary
units including guilds,
enterprises and SoEs
Audit external agencies
(trade attachés and trade
attorneys)
 Extraordinary audits
Milestones
When
required
P a g e | 76
2.2.2 Second Group of Audit Department
Head of Dept: Noor Aqa Noorzai
phone: 0202502357
Sub-strategy:
Output
No.
2.2.2.1
2.2.2.2
2.2.2.3
2.2.2.4
2.2.2.5
Output
Review financial, accounting, admin,
Activities





Milestones
Key Stakeholders
Ext.
Support
Timeline
Audit
performance/activities of
MoCI central directorates




Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly
Audit activities of
secondary units including
guilds, enterprises and SoEs




Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly
Audit MoCI provincial
agencies including financial
projects and etc.




Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly
Audit external agencies
(trade attachés and trade
attorneys)




Assign auditors
Collect information
Provide report
Supreme Audit
Office
No
Quarterly
Extraordinary audits
 Assign auditors
 Collect information
 Provide report
Supreme Audit
Office
No
When
required
P a g e | 77
 Submit results of audit
2.2.3 Analysis and Evaluation Department
Dept. Head: Abdullah Hamrah
Phone: 2113232770
Sub-strategy:
Output
No.
Output
Analysis and evaluation
Activities

2.2.3.1

2.2.3.2

2.2.3.3

2.2.3.4
Review and analyze reports
on the departments’ audits
carried out by the Audit
Groups
Contribute in auditing
activities of MoCI central
directorates and secondary
units including guilds,
enterprises and SoEs
Contribute in auditing MoCI
provincial agencies
including financial
projects and etc.
Contribute in auditing
external agencies (trade
attachés and trade
Milestones





Review and analyze
reports
Report to the Audit
Director
Assign auditors
Collect information
Provide report




Assign auditors
Collect information
Provide report



Assign auditors
Collect information
Provide report

Key Stakeholders
Ext.
Support
Timeline
Supreme Audit
Office
No
Quartly
Quartly
Supreme Audit
Office
No
Quartly
Supreme Audit
Office
No
Supreme Audit
Office
No
Quartly
P a g e | 78

2.2.3.5
Others
attorneys)

Take part in other ad-hoc
and extraordinary audits




Assign auditors
Collect information
Provide report
Quartly
Supreme Audit
Office
No
2.0 Direct reporting to the Minister 2.3 Legal Affairs Directorate
2.3.1 Develop and draft trade legislative Documents Department
Dept: Mirwais Hotak
phone: 0790900500
Improve the Enabling and Regulatory Environment for Business and Afghanistan’s DBI Ranking;
Sub strategy:
Analyze and review law, regulations, procedures, contracts and agreements
Output
No.
Output
Develop consumer protection law
Activities

2.3.1.1
Follow up the development of draft
of consumer protection law with
MoJ
Milestones


2.3.1.2
Develop Design of Industries law

Follow up the amendments process
in design of Industries law


Participate in
Review and follow
up meetings
Follow up the
process
Review
Follow up the
process
Key Stakeholders
Consumer
protection and
competition
promotion
Directorate
International
Trade
Directorate
External
Support
Timeline
No
Hamal to Jawza
1393
//
Saratan to
Sunbula 1393
P a g e | 79
2.3.1.3
2.3.1.4
Develop Bankruptcy law

Follow up the development of draft
of Bankruptcy law
Develop safety regulation of trade
centres

Follow up this regulation with
legislative agencies


Review
Follow up the
process


Review
Follow up the
process
Ministry of
Interior ,
MoUD,
//
Mezan to Qaws
1393
No
Mezan to Qaws
1393
2.0 Direct reporting to the Minister 2.3 Legal Affairs Directorate
2.3.2 Legal advice and remove administrative barriers Department
Dept: Mia Ahamdi Miakhil
phone: 0799490821
Strategic Objective: Improve the Enabling and Regulatory Environment for Business and Afghanistan’s DBI Ranking;
Sub strategy: Provide comprehensive comments and ideas regard to legal issues
Output
No.
2.3.2.1
2.3.2.2
Output
Direct cooperation with Develop and
draft Legislative documents
Department
Activities
 Provide legal comments and advices to
the Legal Affairs Directorate
 Provide comments and ideas as request
of stake holders
 Review and Monitor the development of
draft of Consumer protection and design
of Industries laws
Milestones



Analyse issues
Review
Suggest solutions



Review
Follow up
Key
External
Stakehold
Support
ers
Timeline
No
No
During the
year
//
//
During the
year
P a g e | 80
2.3.2.3
Build relation and remove
administrative barriers
2.3.2.4
Accelerate enforcement process of
Design of Industries law
2.3.2.5
Accelerate enforcement process of
Control trade of Goods and strategic
services
2.3.2.6
Mediation Regulation
Article of Association of Development
trade of Qaraqul
Article of Association of Afghan Card
Article of Association of National Board
of Entrepreneurs
 Provide comments about legal issues
raise among companies and individuals
 Review and refine development of
commercial laws, regulation and
procedures being prepare by the
department
 Provide assistant to Develop and draft
Legislative documents Department
 Follow up relevant process draft of
Design of Industries law

 Follow up relevant process draft of
Control trade of Goods and strategic
services

 Provide comments




Analyse concept of
issues
Provide solutions
and approaches
Follow up
legislative process
in different
agencies
Follow up
legislative process
in different
agencies
Review and refine
Follow up process
//
//
//
//
//
Saratan to
Sunbula 1393
//
//
//
//
Mezan to
Hood 1393
2.0 Direct reporting to the Minister 2.4 Strategy, Policy and Planning Directorate (SPPD)
2.4.1 General Department of Statistics and Database
Dept. Head – Zabiullah Modir
Strategy:7.0 Ensure MoCI has the Capacity to Deliver on its Role
Sub-Strategy:Establish and Maintain a Ministry-wide Management Information System (MIS)
P a g e | 81
Output
No.
2.4.1.1
2.4.1.2
2.4.1.3
2.4.1.4
2.4.1.5
2.4.1.6
Output
Activities
Milestones
Key
Stakeholders
External
Support
Database
and
Statistic
Dept
CTAP
Hamal to
Sawar 1393
CTAP
Jawza to
Sunbula
1393
CTAP
Mezan to
Aqrab 1393
CTAP
During the
year




Review existing files
Review keeping files mechanism
Prepare a records keeping system
Approved Keeping records system


Register files
Required
materials of
training
Collecting data and statistical
numbers



Review existing data
Prepare data collection forms and templates
Analyze data and prepare reports

Monitoring and controlling
statistical data

Indentify and monitor safety approaches for data and
information
Review the data and information process
Database in
MoCI
Form and
templates
Report data
Control and
safety of Data
Establish coordination
mechanism



Keep Records
Information System
(MIS)/database of the
Department
Reporting mechanism









Holding regular meetings with Dept and Directorates
Indentify main points of the Department
Coordination with IT Department on MIS
implementation
Coordination with CSO
Review the current MIS system
Suggest one new system
Provide training programs for staff on data
registration
Extract reports for MIS
Review the current reporting mechanism
Suggest new tashkeel for the Department
Establish a regular system for the Department







Meetings
List of
stakeholders

Draft MIS
Training
schedule
MIS repots


Tashkeel
MIS report
Timeline
CTAP
Qaws to
Jadi 1393
CTAP
Quartly
P a g e | 82
2.4.2 Strategic Planning Department
Dept. Head - Abdul Qudus Baburi
Sub-Strategy:Support the Ministry’s Strategy and Planning Functions
Output
No.
2.4.2.1
Output
Monitoring and monthly,
squarely and annual
reporting of Ministry’s
business plan
Activities



Ad Hoc Monitoring and
reporting


2.4.2.2

2.4.2.3
Annual Business Planning
(2015) for MoCI designed and
managed



Milestones
Prepare monthly report about
progress and
outcomes of Ministry’s annual Business Plan
Annual report to Office of Administration Affairs and
Ministry of Information & Culture (MoCI), Ministry of
Economy (MOE), and other related offices and
authorities;
Quarterly reporting about NPP (Economical cluster)
to MoE
Prepare, manage and identify priorities of AntiCorruption strategy for 1394
Periodic report on the three priorities set by the High
Office on Anti-corruption the minister office
Prepare and provide report on other strategies
(Environment strategy , Counter Narcotics strategies

Designing process for preparation of Annual Business
Plan
Managing the process of MoCI formulating its annual
business plan
Adoption and approval of the business plan










Contact
with
Directorates
Collect
information
Analyse
Report
Presentation
Discuss with other
Directorates
to
identify priorities
Anti-corruption
monitoring
Environmental
monitoring
Plan Inputs
workshop
Draft BP
Approved BP
Key
Stakeholde
rs
External
Support
Timeline
none
End of
Each
Quarter,
1393
none
End of
Quarter in
1393
none
Fourth
quarter of
1393
TAMoCI
P a g e | 83
2.4.2.4
Updated MoCI Strategic Plan
2011-15



Identify areas of change and update;
Managing the process of updating the strategic plan;
Approving the draft new strategic plan

2.4.2.5
Upgraded Bus. Plan
monitoring framework
mapping of existing Business Plan implementation 
monitoring system

Identifying opportunities for improving the system
Implementing new monitoring system






Updates
Draft
Approval
Map
System
Improvements
New System
None
none
TAMoCI
JuneAugust
2014
TAMoCI
June 2014
to Dec.
2014
Dept. Head - Hashmatullah Amiri
Sub-Strategy:Coordinate and Monitor MoCI Donor Projects, and Facilitate New Donor Support
Output
No.
2.4.3.1
2.4.3.2
2.4.3.3
Output
Activities
Milestones
Improved MoCI donor
coordination mechanism
(internal)





Review existing mechanism
Identify areas for improvement
Draft new donor coord. mechanism
final/approved mechanism
prepare manual

Monitored MoCI donor
projects






New projects - initiated by
donors


Obtain internal donor project reports
Summarise and analyse reports
Submit information and data to Ministry MIS
(Stats/Database Dept.)
Review proposal concepts from donors (SOWs/ToRs)
Provide technical inputs to proposals (design and




Review
recommendations
draft manual
final/approve
training on
manual
obtain reports
summaries
submit
information
comments on
donor concepts
Key
Stakeholders
External
Support
n/a
TAMoCI
April to
May 2014
n/a
n/a
April 2014
to March
2015
n/a
n/a
April 2014
to March
Timeline
P a g e | 84
2.4.3.4
New projects - initiated by
MoCI


planning)

Engage with donor community in Kabul
secure donor support for initiatives (fundraising)



technical inputs
on proposals
concepts
proposals
funding
2015
n/a
TAMoCI
April 2014
to March
2015
Key
Stakeholders
External
Support
Timeline
n/a
TAMoCI,
CTAP
Jawza to
Asad 1393
n/a
TAMoCI
CTAP
Hamal to
Sawar 1393
n/a
CTAP
Sawar to
Asad 1393
NA
CTAP
Saratan to
Qaws 1393
2.4.4 Monitoring and Evaluation Department
Dept. Head - Mohammad Wali Waziri
Sub-Strategy:Establish and Maintain Ministry-wide Monitoring and Evaluation
Output
No.
2.4.4.1
2.4.4.2
2.4.4.3
2.4.4.4
Output
Activities
Develop M&E System and
Approach


Establish M&E and
coordination mechanism







M&E Capacity building
M&E system in MoCI


review existing M&E system Ministry–wide
Provide M&E templates for all Directorates and
Departments
Review Current structure
Conduct meetings with the Departments
Indentify gaps in the coordination system
Conduct workshop on coordination
Review current mechanism
Manage M&E induction program in MoCI
Design M&E templates
Review current projects documents in the Ministry
Maintain coordination among Departments and field
visit of the projects
Milestones









Previous M&E
plan
M&E template
Meetings and
reporting
Coordination
mechanism
Identify Focial
points
Training
materials
M&E tempalate
Documents &
proposals
Meetings and
P a g e | 85


Establish reporting tools
Provide suggestion to Procurement Department





Workshops
FV Reports
Procurement
suggestion
Training
materials
Quartly
meetings
Report
from
other parts of
MoCI
2.4.5 Deptartment of Design of Development Programs
Dept. Head – Eng. Ghulam Yahya Tahir
Sub-Strategy:Develop New Projects at MoCI from Development Budget
Output
No.
2.4.5.1
2.4.5.2
Output
Promotional –Awareness
Campaign (for projects
under development budget)
Approved List of Project
Applications (MoCI)
Activities






encourage all Ministry departments (central/Kabul
and Provincial offices) to submit proposals for
development budget
answer all questions pertaining to project application
support applicants in application
receive and organize applications
submit them to Minister Office
Approval and prioritization of projects by the relevant
Commission
Milestones




promotional
efforts to
publicize the
opportunity
Q&A
application
intake
preliminary list
Key
Stakeholders
External
Support
Timeline
n/a
WB
Sartan to
qaws 1393
n/a
n/a
Jadi to
Hood 1393
P a g e | 86
2.4.5.3
Approved list of projects
(MoE)
M&E reports on MoCI
development projects
2.4.5.4






submit MoCI project list to Ministry of economy
(MOE) Commission
projects filtered and screened
MoE Commission approves or rejects
Approval of development budget by MoF
ongoing monitoring of existing development projects
at MoCI
write monitoring reports – MoCI overall





MoE
receives
MoCI list
MoE issues final
approved list
track progress
assess results
MoCI reports –
monthly,
quarterly
and
annual
n/a
n/a
Hamal to
Jawza 1393
n/a
n/a
During the
year
Key
Stakeholders
External
Support
Timeline
n/a
TAMoCI
Hamal to
jawza 1393
n/a
Advisory
section
of CTAP
Hamal to
Hoot 1393
n/a
TAMoCI
Jawza to
2.4.6 Policy Development Department
Dept. Head - Mohammad Aref Rahimi
Strategy: 7.0 Ensure MoCI has the Capacity to Deliver on its Role
Sub-Strategy: Assist MoCI Central Directorates in Policy Development
Output
No.
2.4.6.1
Output
New Mechanism and
Manual on policy
formulation
Policy Development Support
Activities





2.4.6.2
2.4.6.3
Tracking and reporting on

Milestones
Map process for developing new policies
draft manual for all MoCI Directorates
finalize manual
train other MoCI Directorates
guide and advise other MoCI Directorates in
formulation of new policies e.g. leather or revising
existing policies e.g. Industrial Policy



Process Map
Manual
Workshops

Gather data and information from other MoCI

support to new
policies
support
to
existing policies
data/info

P a g e | 87
MoCI Policy Implementation
Public - private partnership




2.4.6.4

2.4.6.5
Secretariat to Minister on
issues related to policy


Directorates on policy information
Analyze MoCI policy implementation
Report on policy implementation
establishing the process of planning and conduct
public and private partnership (P-P-P)
Designing and developing draft policy on public and
private partnerships
Conducting workshops, seminars for opening
dialogue and discussion with the private sector
provide time-sensitive support to the Minister’s
Office upon request
maintain log of requests and support provided


analysis
reports



Process Flow
Draft Policy PPP
PPP Workshops

ad hoc
Hoot 1393
n/a
Advisory
section
of CTAP
Jawza to
Aqrab 1393
n/a
TAMoCI
CTAP
Hamal to
Hoot 1393
2.0 Direct reporting to the Minister
2.5 Petroleum Regulation Department
Dept. Head: Hashmatullah Shahrani
Phone: 2100700320
Strategic Objective: Ensure petroleum products are traded and sold to trades and consumers in affordable and fair prices
Sub-strategy: Better management of downstream petroleum trade
Output
No.
2.5.1
2.5.2
Output
 Issue licenses for
importing petroleum
products to traders
 Collect information on
rates of petroleum
products;
Activities
 Fill the relevant forms
 Receive signature of representative
the company (Director or Deputy)
 Follow up For ms with ACBRIPD
 Find the rates of fuel inside
Afghanistan
 Provide report on fuel rate form
Middle Asia countries
 Get information about fuel global
Milestones
 Follow up forms
 Follow up in MoF TIN
office
 Fuel traders in private
sector
 Commercial attaché
 Websites
 Weekly, monthly and
Key Stakeholders
External Support
The Minister
Timeline
Continuously
Fuel traders
Continuously
P a g e | 88
2.5.3
2.5.4
2.5.5
rate from websites
 Analyze the fuel and gas rates and
present to it to the Minister
 Monitor and evaluate
 Send form to companies for getting
companies importing
quartly reprots
petroleum products
 Collect statistical data from the
companies on the amount of imported
petroleum products
 Collect data on operations of fuel
companies
 approval
of
the  Review the law with assistant of LAD
downstream petroleum  submit the Final version of law to the
law
MoJ
 Collect information about
quantity and capacity of
petroleum reservoirs
Implement CNG program
2.5.6
2.5.7
 Changes in regulation
and format of License
 Attract fuel and gas traders
cooperation
 Cooperation of FLGE and ANSA
 Make site visits to the ports and
petroleum reserves

 Contact and discuss the CNG with the
MoMP petroleum office and TFBSO
 Prepare regulation for CNG
 Prepare distribution for and design
CNG license
 Design new license as computerized
 Changes and amendments in current
import regulation of fuel and gas
quartly
 Analyze collected reports
 Send to the Minister
 Review law
 Send to MoJ
The Minister
Quarterly
The Minister,
Legal Affairs
Directorate,
Second
quarter In
1393
ASI
 Contact with fuel traders
 Stake holders
The Minister
 Contact with relevant
agencies
 Print regulation
 Forms
 License
 Consult with fuel traders
 Print petroleum
regulations
The Minister,
MoMP
The Minister,
Finance and
Administration
Directorate
In 1393
US Embassy,
TFBSO
Second
quarter In
1393
second
quarter 1393
P a g e | 89
3.0 Private Sector and Industries Development 3.1 Private Sector Development General Directorate 3.1.1 SME Directorate
3.1.1.1 Data Collection and Analysis Department
Department Head: Abdul Ahad Ahadi
Phone: 2121033102
Strategic Objective: 3.0 Industrialize Afghanistan through increasing exports, substituting imports with domestic products, developing market economy and raising
awareness on its function
Sub-strategy: Identify shared activities of different sectors involved in private sector affairs and improve interactions between MoCI and private sector
Output
No
Output
Activities
3.1.1.1.1
Better

understanding of
Private sector and
collect information

3.1.1.1.2
3.1.1.1.3
Collect information 
and data about
private sector,

industries and
enterprises

Research on
Comparative
sectors



Collect second-hand data from various
authorities and concerned departments
(CSO, AISA, MAIL, MoF, ACCI and AISA and
other relevant agencies.) through letters and
telephones
Collect information about private sector from
MoCI provincial offices
Collect data about operative and none
operative manufacturing factories in the
provinces through letters
Collect information about industries from
Industrial park agency
Collect information about main and growth
able enterprises
Indentify and select sectors
Collect information from prioritised sectors
Provide report and send it to the Minister
Milestones
Key Stakeholders

Collect information and
data
Telephone contact with
stakeholders
Analyse data and
information
MAIL,CSO,ACCI
and MoCI
provincial office
Collect information from
factories
Contract with relevant
departments
Discussion with
Stakeholders
AISA, AFD MoCI
Advisor
Hamal to
sunbula 1393
Indentify prioritized
sectors
Collect data and
information
Research
Prepare report to
MAIL, ACCI, SCO
TAMoCI
Second quarter





External
Support
Timeline
Continuously
P a g e | 90
Minister
3.1.1.1.4
3.1.1.1.5
Save and Keep
information on
database
Capacity building

Analyse data and information and provide
table and graphs as required
 Design and prepare special formats of
database
 Register received data and information for
relevant agencies
 Introduce Department staff to training
programs




Analyse , classify of
NA
information
Prepare formats and
folders
Save data and
information on database
Introduce staff to
HR
training and workshop
inside and outside the
country
NA
Continuously
NA
In 1393
3.1.1.2 Business Development Services (BDS) Department
Dept. Head: Sayed Gawharshah
Phone: 0700712482
Strategic Objective: 1.0 Improve environment for trade, promote Afghanistan's ranking in the WB DBI indicator, improve Afghanistan’s international competition and
increase trade
Sub-strategy: Support greater access to loans, support basic property rights, collaborate with the Customs and Revenue Directorate for simplification, improvement and
transparency of customs processes and procedures, collaborate with AISA in attracting foreign investments in Afghanistan
Output
No.
Output
Activities
Milestones
Key Stakeholders
External
Support
Timeline
P a g e | 91
3.1.1.2.1
Prepare policy draft of
the BDS




3.1.1.2.2
3.1.1.2.3

Prepare the list of loan 
lending institutions in a

database

Conduct training
programs to facilitate
access of SME
entrepreneurs’ to
consulting services


Survey companies involved in services
Hold meetings with GIZ
Hold meetings with public, private and
international organizations
Conduct workshops for reviewing and
discussing BDS policy
Hold meetings for finalization of BDS policy
Refer and hold meeting with Da Afghanistan
Bank
Refer to the bank’s lending loans
Hold meetings with the lending banks about
conditions of receiving loans




Hold meetings with GIZ
Meeting with ACCI
Meeting with AISA
Holding meetings with
SME entrepreneurs
GIZ,
SME
entrepreneurs,
AISA,
ACCI

Hold meeting with Da
Afghanistan Bank
Meeting with lending
banks
Information on loans and
its terms
Hold meetings with
ABADI and FAIDA
projects
Da Afghanistan
Bank,
Lending banks
Da
Till end of first
Afghanista quarter of 1393
n Bank,
Lending
banks
ABDI and FAIDA
ABADI and Till end of
FAIDA
second quarter
of 1393


Hold workshops for 150 SME entrepreneurs 
to provide them information through ABADI
And FAIDA projects about their activities and
how they can seek help from these projects
Work on preparing concept note and
business plan for the projects
GIZ
Until end of
1393
3.1.1.3 SME Development Department
Dept. Head: Fazila Azizi
Phone: 2100722121
Strategic Objective:3.0 Industrialize Afghanistan through increasing exports and substitution of imports with domestic products through development and promotion of
small and medium enterprises
Sub-Strategy:3.1 Identify areas that are important for imports substitution; 3.2 develop plans for providing suitable environment for trade and promoting competition in
identified areas; 3.3 identify common issues among sectors that help improve sustainability of trade activities and design and implement sectoral strategies to improve
effectiveness and productivity of the economy
Output
No.
Output
Activities
Milestones
Key Stakeholders
External
Support
Timeline
P a g e | 92
3.1.1.3.1
3.1.1.3.2
3.1.1.3.3
Develop
implementation plan
for the SME policy
(imports substitution
through development
of SMEs)
Implement Action Plans
of major sectors
(agriculture, cashmere,
carpets, leather)
Implement SME
Strategy








Develop Action plan for 
women entrepreneurs 

3.1.1.3.4
Hold an international
conference on
investment
opportunities in
Different sectors





Meeting with ASI project advisors for
technical assistance in the field
Create new procedures for separation of
policy areas
Negotiate, consult with relevant stakeholders
Draft implementation plan of the SME Policy


Follow activities decided on in the working
groups meetings
Assist the experts of the sectors for
coordinating among different agencies
Provide secretariat services to the working
groups
Establish working groups in the provinces
Hold individual meetings with stakeholders
Assign permanent and ad-hoc members of
the WGs
Hold conference for identification and
prioritization of the problems
Hold workshop for setting priorities
Map donor community and seek their
assistance
Hold coordination meetings with AISA
Hold coordination meetings with SMEs
Identify/determine participants and donors
of the conference












Conduct meetings
LAD, SPPD, MoF, GIZ, ABADE Sawr to Qaws
Collect comments and
WTO
1393
suggestions
Prepare plan
Visit the production area
Hold 16 Working Group
meetings
Identify traders in
provinces
Establish WGs in
Badakhshan and Takhar
MAIL,
ABADI
Continuously
Jawza 1393
suggestions
Establish WG
Meeting confirming
action plan
Women
entrepreneurs’
federation
ACCI
ABADI
ABADI,
Attract foreign and
domestic investors
Coordination
Attract cooperation of
government agencies
Select Place for
workshops
MoF, MAIL
GIZ, ABADE In 1393
GIZ
Sawr to Aqrab
1392
P a g e | 93
3.1.1.3.5
Establish new working
groups







3.1.1.3.6
Develop training
programs





Create a task team in the SME Directorate for
identification and selection of sectors
according to criteria of SME Industrial Policy
Hold individual meetings
Design questionnaires for the entrepreneurs
Consolidation of reports and questionnaires
Gather information on challenges,
opportunities and etc.
Approval of the Minister
Provide technical assistance for the
mentioned sectors
Determine areas for capacity building
Consult and coordinate with other
Directorates
Develop a three-year training program
Coordinate and consult with donors
Implement plan










Meetings with
Relevant Unions
entrepreneurs
Prepare suggestion to
the Minster
Indentify experienced
people
Establish WG for 4 sector
Prepare plan for WG
Prepare three-year
training plan
Prepare Workshops
Conduct coordination
meetings
Training materials
Important Items
ASI,
Hamal to Hood
ABADE, GIZ 1393
HRD, MoHE, MoE
Hoot 1392
Hamal 1393
Continuously
3.1.1.4 Market Development Department
Dept. Head: Ghazanfar Bayat
Phone: 2110221073
Strategic Objective: 6.0 Development of market economy and raise awareness and knowledge on its functions
Sub-strategy: 6.1 Promote interactions between the Ministry and the private sector; 6.2 Promote MoCI support to market through the media; participate in
conferences, gatherings and social events
Output
No.
Output
Activities
Milestones
Key Stakeholders
External
Support
Timeline
P a g e | 94
3.1.1.4.1
Review
formalization
strategy of the
economy for
promotion of
market and
business




3.1.1.4.2
Maintain market
relationships with
manufacturers
Draft of formalization strategy of economy

Create an implementation mechanism for
formalization of the economy with

cooperation from the stakeholder agencies
Hold meetings, seminars and workshops
regarding review of strategy for formalization 
of the economy
Recruit advisor through
CTAP
Conduct meeting on
drafting formalization
strategy
Receive approval of
formalization policy
Hold regular meetings for solving problems of 
private sector and industry entrepreneurs in 
different areas and infrastructural issues
(industrial parks, power and etc.) with

cooperation from with the involved
government departments and independent
agencies.
Conduct meetings
Prepare and send
minutes of the meetings
Follow up issues
Government
offices and
independent
agencies, private
sector
NA
Government
offices and
independent
agencies, private
sector
No external
support
In 1393
Continuously,
when required
P a g e | 95
3.1.1.5 Policy Design and Development Department
Dept. Head: Abdul Sattar Maihanmal
Phone: 2020020200
Strategic Objective: 5.0 Economic growth for reducing poverty
Sub-strategy: 5.1 Finalize and implement components of the Industrial Policy that are related to poverty reduction
Output
No.
3.1.1.5.1
3.1.1.5.2
3.1.1.5.3
Output
Monitor and
evaluate
implementation of
Industrial Policy
Activities



Make coordination in 
regards to PSD
policies

Revised Investor
Guide and
Investment
Handbook


Milestones
Key Stakeholders
External
Support
Timeline
Establish a working group of the
Department’s employees and send
them to the industrial sites
Visit Industry centres and factories
Identify Potentials of private sector
in provinces and share it with the
Minister
Establish relationships with other
government agencies and private
stakeholders
Contact with Deputy Minister of
Policy of MoF, ACCI, AISA, Artisanal
union, MoCI Directorates




Establish WG
Arrange visits from staff
Collect problems
Identify potentials
AISA, MoCI
provincial offices
and ACCI
No
Hamal to Sunbula
1393

MoF, ACCI,MoCI
Directorates
NO
In 1393
Establish WG by cooperation of ASI
to revise investor guide and
investment handbook
Contact with government agencies,
private sector and study and
research on investment situation in
Afghanistan


Establish relationships with
other government agencies and
private stakeholders
Contact with Deputy Minister of
Policy of MoF, ACCI, AISA,
Artisanal union, MoCI
Directorates
Establish WG
Collect information
No
ASI
Hamal to Jawaz
1393

P a g e | 96

3.1.1.5.4
Building capacity of
the employees
Visit MoF, MoE, Kabul Municipality,
Da Afghanistan Bank, MoJ, ACCI
and AISA
Hold internal and external
workshops
Send to person to outside country
for scholarship through civil service
commission




Contact with Directorates
Introduce staff
CSC, Capacity
Building
Department
First and fourth
quarter
3.1.1.6 Sectors of Carpets, Agribusiness, Marble, leather and Cashmere
Dept. Head: Ahmad Zia Sayedkhili
Phone: 2100702122
Strategic Objective: 6.0 Growth for poverty reduction
Sub-strategy: 6.2 Finalize and implement action plans for eight major sectors, in collaboration with the stakeholder ministries and identify SMEs sector helpful for the
poor
Output
No.
3.1.1.6.1
Output
Implement SME
policy and Action
Plan of the
Leather and Shoemaking sector
Activities




Follow the decisions of the WG fourth
meeting
Help transfer of experiences through
working groups
Explain and provide information on
importance of value chains of products,
especially quality and designs
Use video conference to raise awareness
aimed at transferring experiences from one
Milestones

Hold four WG meetings
Key Stakeholders
SME Directorate
Artisans’ Guild
Shoe-makers’
Guild
External
Support
GIZ
Timeline
Hamal 1393 –
Jawza 1393
Jawza 1393 –
Asad 1393
Asad 1393 –
Mizan 1393
P a g e | 97
manufacturing enterprise to another
3.1.1.6.2
Marketing for
leather products
through mass
media marketing
and advertising


Find a suitable location for leather and
shoes productions in coordination with
relevant agencies
Hold seminars and workshops for helping
development and production of leather and
shoes products

Allocate a suitable
location for leather
products
SME Directorate
Market Affairs
Department
AISA
Arzaq enterprise
Artisans’ Guild
Kabul
Municipality
GIZ
Mizan 1393 –
Qaws 1393
Qaws 1393 –
Dalw 1393
P a g e | 98
3.1.1.6.3
Implement Action
Plan of the sectors
of Carpets,
Agribusiness,
Marble and
Cashmere












Create working groups for marketing,
transportation, and access to loans and
policies
Hold working group meetings, prepare ToRs,
set procedures of the working groups and
finalize the ToRs after receiving comments
Implement plans that have priority
Follow up activities
Set up ad-hoc meetings regarding to
exploring solutions for problems existing in
cashmere sector at national and
international levels
Determine the production capacity and
scouring capacity of the cashmere in
Afghanistan
Prepare draft policy for the unwashed
cashmere
Map government and private stakeholders
involved in implementation of marbles
Action Plan
Establish working group for the marble
sector
Provide report on follow-up activities of the
marble WGs
Consult SME Department
Prepare questionnaire and receiving
comments of the marble entrepreneurs


Hold 4 WG meetings
Prohibit export of
impure cashmere to
China
SME Directorate
Carpets Guild
ABADE
Dalw 1392 –
Jawza 1393
ABADI
Working groups
of DoD Task
Force
Marble Guild
AISA
MoMP
P a g e | 99
3.1.1.6.4
3.1.1.6.5
Determine
priorities of
Marble Action
Plan


Hold national
conference on
cashmere sector




3.1.1.6.6
Market cashmere
sector

3.1.1.6.7
Create working
groups for carpet
and agribusiness
sectors






WG meetings to set and identify priorities
Make conclusions and report on the annual
performance of the working groups
Summarize and present annual performance
of the WGs

Establish working
Groups (Task groups)
AISA,
MoMP,
MoCI,
MoF,
SME Directorate
SME expert
cooperating
with WG
ABADI
Identify challenges and opportunities of
cashmere sector in Kabul and provinces
Review cashmere Action Plan if budget is
available
Invite stakeholder ministries, international
NGOs and private sector to the conference
Providing information on cashmere sector
through audio-visual media

Review cashmere Action
Plan
Cashmere
national guild
US DoD Task Jawza 1393
Force
SME
Directorate

Public
Public
Hold WG meetings
Prepare ToRs and determine procedures of
the WGs
Receive comments and finalize ToRs
Develop implementation plan for each
priority
Follow decisions and activities of the
agribusiness sector’s Working Group
Send letters/formal emails and follow issues
with relevant authorities

Develop policy
SME Directorate
Guilds
And working
groups
MoCI
DoD Task
Force
NGOs
ABADI
Sunbula 1393 –
Dalw 1393
Hoot 1393
Hamal 1393
P a g e | 100
3.1.1.6.8
3.1.1.6.9
Establish working
groups for
marketing for
carpets and
agribusiness
sectors
Establish
transportation
working groups
for carpets and
agribusiness
sectors









3.1.1.6.10
Establish working
groups on access
to loans for
carpets and
agribusiness
sectors






Collaborate with stakeholders in carpet

sector such as Carpet Exporters Guild,
Exhibition Directorate, ACCI
Hold meetings with above authorities on
creating mechanism for participation in
international exhibitions
Prepare list of exhibitions held abroad
Hold WG meetings

Prepare ToRs and determine WG procedures
priority
Hold WG meetings

Prepare ToRs and determine WG procedures
priority
Develop policy
SME Directorate
Guilds
Working groups
ABADI
Jawza 1393
Develop policy
SME Directorate
Guilds
Working groups
ABADI
Sunbula 1393
Develop policy
SME Directorate
Guilds
Working groups
ABADI
Hoot 1393
P a g e | 101
3.1.1.6.11
Coordinate among
donor projects
providing
assistance to
MoCI


3.1.1.6.12
Establish WG for
the packaging
sector of
agricultural
products






3.1.1.6.13
Establish WG for
agricultural
products’ sector
fridge






Discuss with the recently-launched projects
supporting Afghan industries (carpet and
agricultural sectors) and establish relation
between the projects, the working groups
and the MoCI
Hold meetings, invite individuals through
sending emails to join Working groups
Hold WG meetings
Prepare ToR and set procedures for working
groups
Receive comments and finalize ToR
Develop strategy and implementation plan
for each priority
Send formal letters or emails and follow
issues with relevant authoritiess
Hold WG meetings
Prepare ToRs and determine WG’s
procedures
Receive comments and finalize the ToR
priority
with relevant authoritiess

Make coordination
among carpet and
agricultural sectors
SME
Directorate,
Guilds,
Working groups
ABADI
Mizan 1393

Develop packaging
policy
SME Directorate
Guilds
Working groups
ABADI
Mizan 1393

Develop fridge policy
SME Directorate
Guilds
Working groups
ABADI
Jaddi 1393
P a g e | 102
3.1.1.6.14
Develop FQMS
project

Hold coordination meetings of SME,
HARAKAT and ASI

Finalize FQMS
3.1.1.6.15
Identify
challenges of the
sector

Survey companies and individuals involved
in the sector of precious and semi-precious
stones
Prepare questionnaires for collecting
information on precious and semiprecious
stones

Identify private sector,
government
departments and intl.
institutions involved in
semi-precious and
gemstones
Establish working group
for semi-precious &
gemstones and assign
permanent and ad-hoc
members
Send the draft to
relevant departments
Hold group/individual
meetings with relevant
authorities
Hold workshop for
receiving comments


3.1.1.6.16
Develop draft
Action Plan for
Gemstones and
semi-precious
stones’ sector


Hold initial meetings for development of
Action Plans
Prepare database of entrepreneurs and
other parties working in gemstones and
semi-precious stones’ sector



SME Directorate HARAKAT
Guilds
Working groups
MoCI
ABADI and
MoMP
ASI
Gemstones &
precious stones’
Guild
Woods Guild
MRRD
EPAA
AISA
Artisans’ Guild
ACCI
MoCI,
ABADI and
MoMP,
ASI
Gemstones &
precious stones’
Guild,
Woods Guild,
MAIL,
MRRD,
EPAA,
AISA,
Artisans’ Guild,
ACCI
Assad &
Sunbula 1393
Hamal 1393 Saratan 1393
Saratan 1393 –
Mizan 1393
P a g e | 103
3.1.1.6.17
3.1.1.6.18
Implement Action
Plan of gemstones
and semi-precious
stones sector

Maintain
Coordination
between SME and
ABI




Consolidate views of the involved
parties in the Action Plan
Hold monthly WGs meetings
Follow-up activities for implementation
of the Action plan
Hold WGs meetings
Study and review Plans of Construction
sector and maintain direct and
permanent relation with ABI
Participate in meetings of construction
union and build relation actors of
construction sector
Conduct meetings
Solve meetings
MoCI,
MoMP,
Gemstones &
precious stones’
Guild,
Woods Guild,
MAIL,
MRRD,
EPAA,
AISA,
Artisans’ Guild,
ACCI
MoUD
ABI
MPW
ASIA
ABADI and
ASI
Aqrab 1393 –
end of Hoot
1393
USAID
In 1393
P a g e | 104
3.0 Private Sector and Industries Development 3.2 Competition Promotion and Consumers Protection Directorate
3.2.1 Competition Promotion Department
Dept. Head: Muhammad Mohsen Noori
Phone: Strategy:4.0 Ensure fair and equitable environment for activities of private sector
Sub-strategy:4.1 Oversee implementation of Completion Promotion Law
Output
No.
3.2.1.1
3.2.1.2
3.2.1.3
Output
Approval of
proposed draft
law on
competition
promotion
Finalize
competition
policy
Hold
inauguration
ceremony for
the members of
the National
Activities
 After the law on competition promotion
is approved, the Department would
public awareness through mass media
and MoCI website in collaboration with
the public relations department in order
to pave the way for enforcement of the
law.
 The initial English edition of the
competition policy is prepared by the
Completion advisor of the CPCPD; the
Dari version is under working and after
completion will go through the process
for comments/recommendations,
Minister approval and submit by
relevant authorities to the Council of
Ministers for approval
 According to the competition promotion
law, the MoCI Minister, as the head of
the National Board of Competition, sets
the date of the inaugural ceremony in
consultation with the President’s Office.
The board will start operation
Milestones







Key Stakeholders
External
Support
Timeline
Discussion with MoJ
Economical committee of
cabinet
Parliament
MoJ,
cabinet
Parliament
Hamal 1393 Dalwa 1393
Send to relevant
stakeholders to receive their
comments
Approval of the Minister
Send to Economical
committee of cabinet
ACCI
Relevant Ministries
Government and private
agencies
Jawza to
Qaws 1393
Conduct ceremony
Office of the Minister
President Office
Sawr to
Sunbla 1393
P a g e | 105
3.2.1.4
3.2.1.5
3.2.1.6
3.2.1.7
Board of
Competition
Consider an
office for the
national board
for competition
promotion
Build
professional
skills of the
employees
Plan for
celebrating the
Competition
International
Day
Hold training
workshops for
MoCI provincial
staff
immediately after the ceremony.
 An office is needed to be opened for the
national board of competition so that
they can hold their meetings there; the
equipments needed are roundtable,
furniture, wireless amplifier with mics,
projector and etc.
 Prepare training materials for the
Department of Competition Promotion
for their awareness regarding
competitive market and introduce them
to other job-related workshops and
training programs
 Prepare the agenda, invitation cards,
banners, prepare press conference and
media release, reserve conference hall,
minutes for the ceremony, invitation list,
prepare for serving the participants


Establish Office
Provide equipments
Office of the Minister
CPCP Director , AFD
Asad to
Sunbula 1393




Train staff
Prepare materials
Introduce to workshops
Training programs related to
task
Advisor of Directorate
Experts
Informative websites
Training providers
Hamal 1393
– Hoot 1393



Prepare plan
Assign task
Divide tasks
ADF
 Competition Promotion Department in
consultation with the public relations
department will hold awareness
programs and professional skill-building
trainings for the CPCPD staff in the
provinces if the resources allow.



Prepare training plan
Prepare slides
Receive approval of the
Mininster
PRID, HRD , Minister
office
Mizan 1393 –
end of Qaws
Saratan to
Aqrab 1393
P a g e | 106
3.2.2 Consumer Protection Department
Dept. Head: Sayed Hassan Dawran Strategic Objective:4.0 Ensure equitable and fair private sector operation in the market
Sub-Strategy:4.2 Re-draft, implement, review and implement the Consumer Protection Law
Output
No.
3.2.2.1
3.2.2.2
3.2.2.3
3.2.2.4
Output
Approve the
draft law on
Consumer
Protection
Finalize
consumer
protection
policy
Activities

Follow the legal procedures for approval
of the Consumer Protection Law
Milestones



Regulate and

monitor affairs
related to
protecting rights
of the
consumers in
the market
Prepare plans

for celebrating
the Competition
Follow up the legal procedure for
approval of consumer protection policy
Commission for preventing import and
production of low-quality, fake and
expired goods in the market







Technical and executive
Committee of MoJ
Cabinet
Parliament
Approval of President Office
Send to relevant agencies
for receiving their
comments
Approval of Minister
Approval of Cabinet
Conduct monthly meetings
Visit Kabul Markets
Key Stakeholders



Establish working team
Prepare plan
Implement plan
Timeline
MoJ, Economical
committee of Cabinet
Parliament
All quarter of
1393
Stakeholders
Minister
Cabinet
All quarter of
1393
Agencies member of the
commission
Prepare plan for the preparations for the
International Day of Consumer
Protection
External
Support
AFD, PRID
Monthly in
1393
Fourth
Quarter of
the year
P a g e | 107
3.2.2.5
International
Day
Build
professional
capacity of the
employees

Prepare materials for raising staff
awareness on supporting the consumers
and introduce the employees to
workshops and job-related training
programs



Prepare and implement plan
Prepare materials
Introduce staff to
workshops
Consumer Protection
Department
Hamal 1393
– Hoot 1393
P a g e | 108
3.2.3 Information Collection and Relations Department
Dept. Head: Fardin Forotan
Phone: 2100722120
Strategic Objective:4.0 Ensure equitable and fair private sector operation in the market
Sub-strategy: Promote public awareness on competition promotion and consumers protection policies to ensure a fair competition in the market and protecting rights
of the consumers
Output
No.
Output
Activities
3.2.3.1
Develop website 
for the CPCPD
3.2.3.2
Translate

communications
strategy
3.2.3.3
Implement

communications
strategy
Launch training
sessions
3.2.3.4

Publish the Ministry’s key activities, laws
and regulations of the CPCP Directorate
in the CPCPD website for raising public
awareness
The English edition of communications
strategy is completed and the works on
the Dari version is underway which will
be sent to the relevant authorities for
their comments after it is completed
After translated, the communications
strategy will be implemented by the
Directorate in order to enhance public
awareness on activities, laws and
regulations of the CPCPD
Conduct training programs for building
professional capacity of the
Department’s staff and employees in the
provinces
Milestones

Key Stakeholders
External
Support
Timeline
Upload materials to the website
Continuously

The work on the Dari version is
going on and will be put for
comments of the relevant
authorities after completion

Through presentations, print
and audiovisual publications

Contact with stake holders and
provincial offices
Participation of staff in training
programs

Hamal 1393
– Jawza 1393
Jawza 1393 –
Mizan 1393 if
budget
allows
Capacity building
Department , HRD
Hamal 1393
– Assad 1393
if budget
allows
P a g e | 109
Create database

3.2.3.5

3.2.3.6
Establish
relations with
stakeholders

3.2.3.7
Collect/publish
information
A basic database will be created for the

CPCPD and the rates of basic staples will
be entered in it on daily basis. If budget
available, a standard database would be
developed.
Establish relations with private sector 
stakeholders,
civil
society,
municipalities, donors, the commission
for prevention of low-quality, fake and
expired goods and other stakeholders
Publish information through mass media 
for enhancement of public awareness on
CPCP rules and regulations, key activities
and rights of consumers
Obtain reports from the CSO on
daily basis
Information Collection
and Relations Department
Establish
relations
for Information Collection
protecting rights of the and Relations Department
consumers and promoting
competition in the market
Gather information from the
CPCP departments and publish
through website/media
Information Collection
and Relations Department
Continuously
Continuously
Hamal 1393
– end of the
year
P a g e | 110
3.3.1 Production affairs support and maintenance Department
Dept Head: Engineer Mohammad Aslam Matin
Phone: 2113322020
Strategic Objective:3.0 Industrialise Afghanistan through Increased Exports and Import Substitution;
Sub Strategy: Support in construction of main infrastructures such as roads, railway , cold storages
Output
No.
Output
Attract private sector for
using the extra assets of
SoEs
Activities



3.3.1.1


Reclaim confiscated assets
of SoEs


3.3.1.2

3.3.1.3
Monitor, Control and

Prepare manual for PPP and JV
incorporation of SPPD
Lease extra assets according to the
relevant law in order to increase
revenue
Give Greshk cold storages to private
sector through PPP
Lease 6 units of cashmere industrial
park in Hearat province to private
sector
Provide facilitation to private sector
according to procedures such as
precursors
Collaboration with security, justice,
judicial agencies
Identify land confiscators and send
them to relevant agencies
Analyze and evaluate contracts of
extra assets of SoEs and receive
approval of the relevant authorities
Visit SoEs for improving technical and
Milestones
Prepare Manual
Lease assets
Cold storages
Leasing
Collaboration
Identify confiscators
Analyze and evaluate contracts
Visit SoES
Key
Stakeholders
Advisor of
Directorate
External
Support
Timeline
Hama to
Hoot 1393
Hamal to
hoot 1393
Hamal to
P a g e | 111
Manage affairs of SoEs






admin activities
Process the tashkeel and recruitment
in relevant SoEs
Conduct high council of SoEs
Marketing for production of SoEs with
support of relevant agencies like
attaché
Liquid debts and credits of SoEs
Arrangements for purchasing cotton
Receive quratly and annual report of
SoEs
Process tashkeel
Conduct high council of SoEs
Marketing
Liquid accounts
Take arraignments
Receive reports
hood 1393
P a g e | 112
3.3.2 Technical Affairs Department
Dept Head: Engineer Mohammad Shafiq
Phone:2120101302
Strategic Objectives:3.0 Industrialise Afghanistan through Increased Exports and Import Substitution;
Sub Strategy: Support in construction of main infrastructures such as roads, railway , cold storages
Output
No.
3.3.2.1
Output
Support technical and
production activities of
SoES
Activities




3.3.2.2
3.3.2.3
Capacity building programs
for staff
Implement action plan of
anti corruption strategy




making suitable decision on useless
steel and iron spare parts
Insert information and Reports on
database
Evaluate procurement orders of
machines, spare parts and equipments
Improve and develop cultivation of
cotton with cooperation of MCN and
MAIL
Introduce staff to workshop and short
term scholarship
Conduct workshop with financial
support of Donors
Make familiar staff with IT
Monitor and control the operations of
SoEs and relevant agencies according
to laws and regulations of High
commission of Anti corruption
Milestones
Make decision
Insert information
Evaluate procurement
order s
Improve and develop
cotton cultivation
Key
Stakeholders
NA
External
Support
Timeline
Hamal to
Hoot 1393
Introduce staff to workshops
Conduct workshops
IT facilitation
Hamal to
hoot 1393
Distribute laws and regulations
Implementation of anti corruption
strategy
Hamal to
Hoot 1393
P a g e | 113
3.0 Private Sector and Industries Development 3.4 SoEs and Coorporations Coordination Reform Implementation and Financial
analysis Directorate
3.4.1 SoEs Reform Implementation department
Head of Dept: Amanullah Haidari
Phone: 070023565
Strategic Objective:7.0 Ensure that MOCI has the Capacity to Deliver on its Role
Sub Strategy:7.8 Improve performance of MoCI’s SoEs and Corporations
Output
No.
3.4.1.1
3.4.1.2
3.4.1.3
Output
Study and provide
suggestion on
implementing reforms in
financial and ecumenical
issues of SoEs and
Corporations
Implement reforms which
approved by cabinet on
SoEs and Corporations
Review SoEs and
Corporations to enable
them according to
instruction of the Minister
Activities
Milestones
 Analyse financial and economic
activities of 1392 year- FLGE, Spinzar
SoE in Kunduz, Jin and press in Balkh,
Boost in Helmand, Arzaq Enterprise,
Shirkhan Port services agency and also
Hairatan Astras, Afsootar, Hand craft,
Afghan Teeure, Afghan Card, Helmand
Carpentry and provide report about
each units along with suggestions of
reforms to the Minister
 Implement liquidation activities based
on approval of cabinet about FLGE and
Afghan Nichii Corporation and other
approval during the year
 If the Minister approve the suggestion
of the evaluation commission all the
SoE will be evaluated based on the
instructions and there will be suitable
suggestions
according
to
real
effectiveness and conditions of the for
further operation in competitive
market
 Review instructions
 Identify challenges
 Provide report along suggestions to
the Minister
 Send and implement the instructions
Key
Stakeholders
External
Support
Timeline
Relevant
Team
No
April 2014 to
March 2015
No
April 2014 to
March 2015
No
April 2014 to
March 2015
 Prepare implementation plan of
Appointed
approved liquidation activities
 Finalize and complete the liquidation Commission
process
 Provide comments for keeping the
moveable assets of SoEs and
Corporations and us full usage of them
Appointed
Delegation
P a g e | 114
3.4.1.4
Participate in meetings of
high council of SoEs and
General association of
shareholders and
management board of
corporations
 Review the instructions considering  Review comments and suggestions of
challenges and problems for improving
the participants
SoEs and corporations activates
 Discussions on last instructions
 Conclusion and provide useful
comments
Members of
High Council
of SoEs and
No
Management
Board of
Corporations
As required
during the year
P a g e | 115
3.0 Private Sector and Industries Development 3.4 SoEs and Coorporations Coordination Reform Implementation and Financial
analysis Directorate
3.4.2 Financial analysis of SoEs and Corporations Department
Head of Dept: Taj Mohammad Noor Yar
phone: 0799336137
7.0 Ensure that MOCI has the Capacity to Deliver on its Role
Sub Strategy:
7.8 Improve performances of SoEs and Corporations related to MoCI in order to provide transparency in mentioned agencies
Output
No.
3.4.2.1
Output
Activities
Monitor and Coordination
of accounting
activities(Balance and
estimated financial plan) of
SoEs and Corporations

Review the budget
balance( Financial Plan)

3.4.2.2
Milestones
Anlayse and review estimated financial
plans of related units for 1393( SoEs,
ports and Social organizations)

Analyse and review the quarterly
revenue and expenditure of relevant
second units ( SoEs, Corporations,
ports and Social organizations)







3.4.2.3
Evaluation and review
financial affairs

Analyse and balance loses and benefits
of Afghan Cart Firm, Afghan Ture, FLGE

Match the statistic of this year with
last year
Amend the numbers and statistics
Present to the relevant Directorates
Send to stakeholders for further
activities
Implement the mentioned plan on
quietly bases
Appoint the relevant section on
implementation of the plans
Provide required instructions
Present to the relevant director for
his consideration
Review reports of Manager of SoEs
and Corporations
Key
Stakeholders
External
Support
Timeline
Working
Team of
Relevant
Directorate
No
First quarter of
1393
First quarter of
1393
Second quarter
in 1393
P a g e | 116


Instruction for Accounting
methods
3.4.2.4

for 1392 and Hairtan port during 1390,
animal product union in 1391 and
Boost Enterprise 1391
of Balkh Textile 1389- 1390, shirkhan
port 1390-91, Qaraqul Export institute
1392, Hand Craft firm 1392,Balkh Plant
Oil enterprise 1391 and liquidation
balance of Afghan Nichii firm
of Arzaq enterprise 1392, Spinzar
enterprise 1387 -1392 and other
required agencies
Provide accounting trainings to
relevant staff of second units( prepare
balance, registration of accounting
documents in ledgers)



Match balance numbers with ledger
Bring some changes
provide comments and suggestions
to relevant Director


Need assessment of second units
Provide effective instructions of
accounting
Introduce accounting staff to HRD
for participating in training programs

HRD, Civil
service
commissio
n
In 1393 as
required
P a g e | 117
4.0 Trade 4.1 International Trade General Directorate 4.1.1 International Trade Agreement Directorate
Department Head: Abdul Karim Malkyar
Phone: 079917803
Strategy Objective:1.0 Improve the Enabling and Regulatory Environment for Business and Afghanistan’s DBI Ranking;2.0 Improve International Competitiveness and
Trade;
4.1.1.1.2 Conduct working
 Coordination with related ministries and agencies
 Coordinate with the concerned
MoFA,
Hama 1393
group fifth
and WTO secretary, Conduct meeting to prepare
offices and the WTO Secretariat
MAIL,
meeting on
accession materials and take preparation for fifth
 Meeting at the WTO
MoF,
accession of
meetings of accession of Afghanistan to WTO
headquarter
MoJ,
Afghanistan to
working group and provide facilities
Parliament,
WTO
 Follow up Afghan Delegation documents for
ACCI
participating in fifth meeting of the working group
4.1.1.1.3 Raise public
 Hold seminars, workshops and other educational
 Organize monthly and quarterly
Other
In 1393
awareness on WTO
trainings for the employees involved with the
seminars and training programs
concerned
process of Afghanistan’s WTO accession; raise
ministries and
public awareness on WTO
agencies
including
private sector
and academy
P a g e | 118
4.1.1.1.4 Efficient use of
 Coordinate with the involving ministries and
technical assistance
agencies for implementation of WTO agreement;
of the international
efficiently use the preferential programs and
organizations and
privileges considered for Afghanistan and
the WTO
implement Afghanistan’s WTO obligations
preferential
 Participate in meetings, siminars and workshops of
programs
WTO in other countries
 Recieve training programs from
WTO
 Introduce to the training
programs
 Follow up the indruction process
and take Visa for participants
 Recieve reports from
participants
4.1.1.1.5 Provide report on
progress of
accession to WTO
 Prepare and present report on laws
 Prepare and present report on participation in
meetings
 Prepare and present report on meetings of WG of
WTO
 Prepare report for Minister
 Prepare report for the Cabinet
4.1.1.16 Answer to
questions of WTO
 Conduct meetings with Private sector and other
relevant agencies on provide answer to questions
of WTO
 Send the finalized documents to private sector and
relevant agencies and receive their approval
 Send documents to the secretary of WTO
 Conduct meeting with relevant
agencies
 Prepare documents
 Send to relevant agencies
 Finalize answers
 Send answers to WTO
PS
Directorate,
National
entrepreneurs
Consultative
Board,
ACCI,
MoF Customs
General
Directorate,
EPAA
PRID, Office
of Chief of
staff
During 1393
ACCI, EPPA,
ASIA and
other relevant
Ministries
Sawar to
Saratan 1393
Hoot 1393
P a g e | 119
Department Head: Jamal Shah Stanikzai
Phone: 2111303230
Strategic Objective:2.0 Boost Afghanistan’s international competition and promote trade
Sub-strategy:2.3 Develop, maintain and implement bilateral trade agreements with the neighbors (APTTA with Pakistan, Tajikistan and Uzbekistan)
Output
No.
4.1.1.2.1
Output
Preparation for
signing mutual
agreements
Activities
 Coordinate for holding the seventh AfghanKazakh intergovernmental joint commission on
trade and business cooperation between the
two countries which will be held in Kazakhstan
 Coordinate for the ninth session of Trade &
Investment Framework Agreements between
Afghanistan and the United States which will be
held in the US
 Work on holding the second session of the
Afghan-Uzbek joint intergovernmental
commission on trade and business cooperation
between Afghanistan and Uzbekistan which will
be held in Kabul
 Participate in the joint intergovernmental
commission between Afghanistan and Tajikistan
 Participate in joint intergovernmental
commission between Afghanistan and
Turkmenistan
 Work for holding the first session of the working
group on trade between Afghanistan and Iran
 Work on developing trade, economic and





Milestones
Key Stakeholders
Conduct commission
Recieve Comments other
agencies
Prepare dartf of mutual
agreements
Send the signed agreement to
MoF
Follow up approval process
MoFA,
sectoral
ministries and
agencies,
including ACCI &
AISA,
Reach
understanding
with
counterpart
countries
through the
MoFA (Legal,
Agreements and
other
Directorates)
External
Support
Timeline
During
1393
P a g e | 120
4.1.1.2.2
Implement mutual
agreements
investment cooperation and agreements
between Afghanistan and other countries in
Asia, Europe, America and Arab countries taking
into account offers and demands of those
countries and directions of the Minister
 Work on the Afghan-UAE agreement on
promotion and mutual cooperation
 Sign the Trade and Transit agreement between
Afghanistan and Turkmenistan,
 Sign the Trade and Transit agreement between
Afghanistan and Uzbekistan,

 Follow up implementation of Trade - Economical
agreement between Afghanistan, Qatar, UAE,
Malaysia, Georgia, Kuwait and Bahrain.
 Implement agreement between Afghanistan and
Kyrgyzstan
 Review the agreements signed in areas of trade,
economic cooperation and investment
 Provide monthly reports on performance of the
Bilateral Agreements Department to the SPPD
and other competent authorities
 Provide recommendations, comments and raise
the problems regarding trade and transit issues
to the MoE regarding Afghanistan-Tajikistan and
Afghanistan-Turkmenistan economic and trade
commissions
 Receive reports from the sectorial agencies and
departments for implementation of trade,
economic and investment agreements from
1392 – 1393
 Participate in all meetings of the trade and
economic commissions held inside and outside



Participat in the meetings
Receive information on
implementation of agreements
Identify challenges and provide
solutions for implementation of
agreements
MoF, Relevant
Ministries ,
ACCI, AISA
In 1393
P a g e | 121
Afghanistan
 Send agreements on trade, business and
investments signed by MoCI or other sectoral
ministries with the counterpart countries to the
relevant authorities after approval of competent
authorities
 Participate in seminars and workshops inside the
country and abroad for raising capacity of the
Bilateral Agreements Department employees for
dealing with agreements and other documents
4.1.1.3 Regional Organizations Department
Dept. Head: Ahmad Tariq Matin
Phone: 2100772300
Strategic Objective: 0.2 Boost Afghanistan’s regional competition and enhance trade in light of MoCI Strategic Plan
Sub-strategy: 2.1 Finalize and implement key trade and transit agreements e.g. ECOTA, SAARC and CAREC
Output
No.
Output
Activities
4.1.1.3.1
Monitor the
Implementation
of ECOTA
 ECOTA under ECO ,Participate in the fifth session
of ECO
 Prepare MoCI comments on decision and
resolution of the ECO
4.1.1.3.2
Prepare annual
Action Plan on
 Participate in the 24th meeting of the ECO
Regional Planning Council (RPC)
Milestones
 Provide comments and
suggestions
 Send comments to ECO


Prepare annual action plan and
send to ECO
Participate in annual meetings
Key Stakeholders
In collaboration
with MoFA,
MoF, MoE,
MoTCA, MoMP,
MoHE,
MCIT, MoJ
ACCI,
PSD Directorate
External
Support
.
Timeline
Hamal to
Jadi 1393
In 1393
P a g e | 122
holding the
meetings
4.1.1.3.3
4.1.1.3.4
4.1.1.3.5
Decrease
sensitive list
Provide
comments on
SAFTA
agreement
Finalize Offer lists
on Services
 Prepare annual action plan of Afghanistan in ECO
 Participate in the fifth meeting of ECO Senior
Officials and the fifth meeting of ECO Ministerial
Meeting on Commerce
 Decrease Afghanistan’s sensitive list of goods in
the third phase of SAFTA agreement
 Prepare proposed list for decreasing Afghanistan’s
sensitive list of goods of SAARC member countries
 Consider proposed lists from SAARC member
countries for decrease of Afghanistan’s list of
sensitive goods
 Participate in the meeting of SAFTA Committee of
Experts
 Participate in the SAFTA Working Group meeting
to provide comments
 Prepare and provide list of offers related to
services according to proposed offers by WTO





of ECO
Prepare and present reports on
decision of ECO meetings
Hold meetings for approval of
proposed decreases to the
sensitive list
Hold meetings for considering
the suggestions
Send the revised list
Participate in meetings and
prepare reports
International
Trade & Transit
Directorate,
Trade Policy
Design,
EPAA,
AISA
ARFVPA
Sawar to
ASAD 1393
ACCI, MoF,
Custom, MoFA
Hoot 1393




Receive Comments and
suggestion
Prepare offers
Send offers to SARAC
Jawza to
Hoot 1393
P a g e | 123
4.0 Trade 4.1 International Trade General Directorate 4.1.2 Trade Analisys and Promotion Directorate
4.1.2.1 World Trade Policies Analysis Department
Dept. Head: Wahidullah Zarang
Phone: 2112200223
Strategic Objective:2.0 Increase trade and boost Afghanistan’s international competition
Sub-strategy:2.4 Develop and implement Afghanistan’s trade policy for boosting coordination between Afghanistan and the donors
Output
Output
Activities
Milestones
Key Stakeholders
No.
4.1.2.1.1
Collect and
analyze statistical
data
 Collect and analyse statistical data on
Afghanistan’s imports and exports
 Analyse economic development through the
statistical data
 Monitor information regarding economies of the
partner countries for obtaining information on
imports and exports
 Collect statistical data
CSO,
 Analyse collected data
Customs
General
Directorate
 Monitor economical information
Exter
nal
Supp
ort
Timeline
During
1393
 Obtain statistical data from the
Attaché offices
 Obtain information on trade and economic
development from the trade attaché
4.1.2.1.2
Analysis the of
implementation of
Trade and
economical
agreements
 Analyse statistical data on services, goods,
industries and agricultural products
 Analyse statistical data for goods
CSO,
 Prepare sensitive list of goods for trade
 Analyse statistical data on
sensitive list
Customs
Department,
 Analyse customs tariffs
 Analyze customs tariffs
MAIL,
During
1393 (on
quarterly
basis)
P a g e | 124
Industrial Affairs
Directorate
4.1.2.1.3
Analyse and
review trade
improvement
 Analyse sensitive list of trade in services for
Afghanistan’s WTO accession process
Analyze sensitive list of trade in
services
 Analyse impacts of bilateral and multilateral
agreements and negotiations of trade in services
for Afghanistan’s WTO accession
Analyze economical impacts of
implementation of agreements
During
1393
 Analyse achievements for trade in services in the
four treatment
 Analyse policies for access to markets and
increasing domestic products
 Analyse achievements and benefits/losses of
trade in industries and goods
 Analyse list of subsidies for domestic products
and all types of subsidies for agricultural products
 Analyse impacts of market access and decreasing
tariffs on agricultural products
 Analyse policies for customs tariffs on agricultural
products
 Prepare reports on data for trade in agricultural
products
 Analyse tariff-related and technical trade barriers
P a g e | 125
4.1.2.1.6
Develop Draft of
Afghanistan’s
trade policy
Analyse current trade approach and achievements
Develop trade policy in light of the progresses
Analyse challenges existing for trade, develop
collaborative and cohesive trade system with
neighbouring trade partners and analyse its
importance on economic development
Analyze Afghanistan’s trade status
from different
Collect data on imports and exports
Evaluate increase and decrease of
imports and exports level
Final
quarter of
1393
CSO,
Customs G.
Directorate,
ACCI
Assess and review annual amount of trade with
other countries
4.0 Trade 4.1 International Trade General Directorate 4.1.2 Trade Analisys and Promotion Directorate
4.1.2.2 Business Services and External Agencies G. Department
Department Head: Abdullah Mohebbi
phone: 2122227712
Strategic objective: 3.0 Industrializing Afghanistan through boosting exports and imports substitution with domestic products
Sub-strategy:
3.7 Better utilization of the MoCI trade attachés abroad for promotion of Afghan produces
3.8 Boosting participation of Afghan firms in international trade exhibitions
Output
No.
Output
Milestones
Increase of
exports
 Finding market for Afghan products particularly  Collecting information on Afghan
for exported goods by Afghan trade attachés
products
abroad
 Directing the trade Attaches to
market in different countries
Introduction of
 Providing facilitation for traders to attend in 
4.1.2.2.1
4.1.2.2.2
Activities
Coordinating with the countries
Key Stakeholders
External
Support
PSD Directorate,
Industrial Affairs
Directorate,
ACCI,
MAIL
Exhibition
P a g e | 126
Timeline
During
1393
During
Afghanistan’s
goods at
international fairs
Solving problems
the traders
exhibitions held outside
introducing their goods


Afghanistan
for

Facilitating visa for Afghan traders

Solving problems of the traders through the 
trade attachés offices, diplomatic channels and
the MoFA

4.1.2.2.3
4.1.2.2.4
4.1.2.2.5
Attraction of
foreign
investments
Consolidation of
reports on
activities of the
trade attachés
4.1.2.2.6
Providing visa facilitations
Solving problems through the
trade attaché
Processing travel of documents
of the traders in coordination
with the MoFA

Attracting foreign investments by the Afghan 
attachés abroad
Holding meetings with officials
of the relevant countries’

The trade attachés provide reports on their 
activities
The trade office provide comments on the
attachés’ reports and provide guidelines to the
attachés
Attending in meetings, workshops and training 
sessions as well as organizing educational
programs
Obtaining reports received from
the trade attachés’ offices and
consolidating them for reporting
to the Minister


Building capacity
of the employees
holding exhibitions
Establishing relations with other
departments and traders
Attending in other relevant
sessions and seminars
Directorate,
EPAA,
ACCI
ACCI,
Exhibition
Directorate,
Enturpruners’
National
Consultative
Board,
EPAA,
MoFA
1393
During
1393
During
1393
End of
1393
MoFA’s HR
Directorate
P a g e | 127
During
1393
Director : Jamal Nasir Omar
phone: 0752144274
Strategic Objective: 02Improve international trade and competition
Sub Strategy: 2.6 Cooperation with Custom Department for streamlining and improving procedures
Output
No.
Output
Provide Facilitation
4.2.1.1
4.2.1.2
4.2.1.3
4.2.1.4
Receive data about
transit goods
Process Documents
of transit goods
Improve transit,
provide transit
Activities
 Provide facilitation for transit of exported goods,
internal and external transit
 Coordination with MoF, Ports and relevant
agencies like Ministry of Transport, ACCI and
private sector companies
 Conduct meetings with Custom Department for
providing transit facilitation and solving problems

 Collect information about quantity and type of
transit goods from all ports in Afghanistan
 Maintain relation ASYCODA Department of MoF
Milestones





 Process transit documents of those goods which 
pass Afghanistan
 Process application of transit companies for 
transferring their goods
 Introduce and send documents of transit goods to 
Custom Department

 Improve transit, provide transit services and solve 
related problems for private sector in Hairatan, 
Torghondi, Shirkhan, Aqina, Aiikhanum, Islam 
External
Support
Timeline
NA
During
1393
MoF
NA
Quartly in
1393
MoF
NA
During
1393
ACCI, MoFA,
Custom Dept.
NA
During
1393
Key Stakeholders
With support of Balkh Custom
and Relevant agencies
Request transit data from
MoF, Ministry of
Custom
Conduct meetings
Transport , ACCI
Collect information
Compile information from
ports and send it to relevant
agencies
Receive
agreement
of
purchaser and seller companies
Request
translation
of
agreement
Request for representative of
in border
Commitment
of
Freights
companies with their licences
Conduct meetings
Improve transit situation
Solve problems
P a g e | 128
4.2.1.5
4.2.1.6
services and solve
related problems
Facilitate and
complete internal
transit documents
Prepare regulation
for transit goods
Qala, Zarang ports and in Chabahar, Karachi and
Qowadar foreign ports.
 Distribute internal transit certificate as request of
exporters
 Prepare and arrange internal transit certificate
 Get the representative of borders and ensure of
other transit documents
 Process documents for accounts liquidation and re
present of internal transit documents
 Follow up transit goods regulation through
Government of Islamic Republic of Afghanistan




Distribute internal transit
certificate
Provide quartly report
Prepare Documents
Process and liquid documents


Send regulation to MoJ
Participate in MoJ meetings
LAD, MoJ
NA
In 1393
NA
As
required
P a g e | 129
4.2.2 Trade Facilitation Department
Dept Head: Shah Mohammad Sakhi Zada
, Contact:
Strategic Objective: Improve international trade and competition
Sub strategy: Provide trade facilitation to increase regional and mutual trade volume and establish services delivery mechanism for up loading and off loading and
keeping goods in pots
Output
No.
4.2.2.1
4.2.2.2
4.2.2.3
4.2.2.4
4.2.2.5
Output
Activities
 Design map
 Process
procurement
documents
 Prepare map
 Flatting and gravelling
Spineboldak port
 Build surrounded wall of Spineboldak, offices,  Design map
ports and cranes
 Process
procurement
and extend regional
 Procure required equipments for Mill 78 and
documents
and mutual trade
spineboldak ports
 Suggest to Minister
relation an d volume
 Get approval
Opera ration of
Khosht, Eshkshem
and Islam Qala ports
Purchase one ship
Monitor ports
Manage related
activities of freight
forwarding
companies




Milestones
Build surrounded wall for Eshkashem port
Build Offices
Build Hangars
Flatting working areas of the ports
 Purchasing of one ship for transferring goods from  Prepare and present request
rivers in the borders
 Send request to Minister office
 Process documents
 Monitor work performances and activities
 Contact with Heads of ports
 Receive reports on revenues, expends, exported  Collect information
and imported goods
 Issue license for activity of freight forwarding  Present business plan
companies in ports for provide related services
 Article of association and license
 Provide freight forwarding services like up loading
and ware house
Key Stakeholders
External
Support
Timeline
MoUD
NA
Hamal to
Hoot 1393
Minister office
NA
During
1393
Minister office
NA
End of
1393
NA
NA
Monthly,
quartly and
annual
NA
NA
In 1393
P a g e | 130
4.2.2.6
Monitor and control
activities of freight
forwarding
companies in all
ports
 Receive report about performance of freight  Contact with ports
forwarding companies against their work plan
 Collect reports
 Review activities
NA
NA
Monthly,
quartly and
annual
Key Stakeholders
External
Support
Timeline
MoFA, MoJ,
LAD, ACCI, ITD,
AFCO union
NA
In 1393
Ministry of
Transport,
MoFA, MoF,
Custom and
land
NA
In 1393
4.2.3 Transit Agreements Department
Head of Dept: Sayyed Emam Rezaii
Contact: 0752052201
Strategic Objective: Improve international trade and competition
Sub Strategy:Follow up signing of agreements and their implementation
Output
No.
Output
Transit route of
Chabahar Zarang


4.2.3.1
4.2.3.2
Activities
Implement TEER
Convention in the
country

Milestones
Follow up the signing of tripartite agreement
between Afghanistan, Iran and India regard use
Chabahar Port
Introduce qualified companies for getting land in
chabahar according to the singed MoU in 1390

Put more efforts on delivering the commitments
to the Road Transportation organization





Conduct meetings of internal
commission
Send the draft to relevant
agencies
Insert comments
Send to MoFA for further follow
up
Contact meeting with Ministry
of Transport
Permanent participation of
MoCI focal point in TEER
process
P a g e | 131
APTTA Agreement




Identify problems
Conduct meetings
Find solutions
Follow up transportation and transit issues and
problems with Iran



Identify problems
Conduct meetings
Find solutions
Follow up to finalize the content of this
agreement


Prepare and provide plan
suggestions
Send to MoFA for confirmation
Follow up decision of APTIKA meetings
4.2.3.3
4.2.3.4
4.2.3.5
Cross border
meeting between
Afghanistan and
Iran
Tripartite
agreement between
Afghanistan, Iran
and Pakistan
Drafts of transit
agreement




4.2.3.6


Follow up draft of tripartite agreement between
Afghanistan, Tajikistan and China according
tripartite meeting between president of
mentioned countries
Trade and transit agreement with Turkmenistan
Draft of tripartite agreement between
Afghanistan, Pakistan and Tajikistan


Send to MoFA
Send to MoFA to get comment
of Turkmenistan
Transportation
Directorate
Focal points of
relevant
agencies
NA
In 1393
NA
In 1393
MoFA, LAD, ITD,
MoJ
NA
Hamal to
Sunbula
1393
MoFA,ITD, MoJ,
LAD
NA
1393
Focal points of
relevant
agencies
P a g e | 132
4.3.1 Development of Manufacturing and Marketing
Head of Dept: Naweed Mohseni
Contact: 0202504837
Strategic Objective:3.0 Industrialize Afghanistan through increasing exports and substitution of imports with domestic products
Sub Strategy:3.8 Boost participation of Afghan firms in international trade exhibitions
Output
No.
4.3.1.1
4.3.1.2
4.3.1.3
Output
Activities
Milestones
Key Stakeholders
Inform the traders about the exhibition
Hold meetings with the traders
Coordinate with the organizers of the exhibition
Introduce traders to the exhibition
Provide technical assistance to the participants
of the exhibition
 Provide visa facilitations to the traders
 Provide facilitations for shipment of the traders’
goods
Export Promotion
Directorate
Export Promotion
project
Exporting sectors’
guild
Afghan trade
attaché to
Azerbaijan
Export Promotion
Directorate
Export Promotion
project
guild
Introduce Afghan
traders and
products to
Azerbaijan’s
markets
 Arrange for participation
of Afghan traders in
Azerbaijan’s fair





Introduce Afghan
products to the
domestic and
foreign traders
 Hold four exhibitions at
Kabul with coordination of
Conduct exhibition
Directorate
 Exhibition of permanent
production
 Inform the traders about the exhibition
 Hold informational meetings with the traders
over their participation in the exhibitions
 Coordinate with the Serena Hotel
 Select and introduce traders to the exhibitions
 Monitor and evaluate the exhibitions
Introduce Afghan
traders to markets
and introduce
Afghanistan’s
products to SAARC
 Coordinate for
participation of Afghan
traders in SAARC trade fair
in India
 Hold informational meetings with the traders for
their participation in the exhibition
 Provide technical assistance to the participants
 Coordinate with the organizers of the exhibition
 Introduce traders to the exhibition
Export Promotion
Directorate
Export Promotion
project
Timeline
External Support
No
Hamal
1393 –
Sawr 1393
No
During
1393
Indian
embassy
Kabul
Hamal
1393 –
Sawr 1393
P a g e | 133
goods
member countries
 Coordinate for
traders in Kazakhstan’s
trade fair and business
meeting
their participation in the exhibition and business
meeting
goods
Introduce Afghan
products in Italy and
find markets for
different items
particularly
Afghanistan's
cashmere
 Coordinate for
traders in Italy’s trade fair
and business meeting
their participation in the exhibition and business
meeting
goods
Introduce Afghan
products in Spain
and find markets for
different items
particularly
Afghanistan's
saffron
 Coordinate for
traders in Spain’s trade
fair and business meeting
their participation in the exhibitions
Introduce Afghan
products to Kazakh
market
4.3.1.4
4.3.1.5
4.3.1.6
guild
Afghan trade
attaché to India
Export Promotion
Directorate
Export Promotion
project
guild
Afghan trade
attaché in
Kazakhstan
Export Promotion
Directorate
Export Promotion
project
guild
Afghan trade
attaché in Italy
Export Promotion
Directorate
Export Promotion
project
guild
Afghan trade
Trade
Attache of
Kazakh
embassy in
Kabul
Hamal
1393 –
Sawr 1393
Trade
Attache of
Italian
embassy in
Kabul
Asad 1393
– Sunbula
1333
No
Asad 1393
– Sunbula
1333
P a g e | 134
goods
attaché to Spain
P a g e | 135
4.3.2 Information and Database General Department
Dept. Head: Shir Mohammad Nazari
Phone: 2020023121 / 2123232702
Strategic Objective:3.0 Industrialize Afghanistan through boosting exports and substitution of imports with domestic products
Sub Strategy:3.6 Obtain information on foreign markets and study how Afghan products will be able to find markets
Output
No.
Output
Marketing for
Afghan goods in
Dubai
Activities

Business meeting among
Afghan and foreign
traders in Dubai
4.3.2.1
Collect information
and find markets for
Afghan goods in
Turkey
4.3.2.2

Research for assessment
of market demands in
Turkey
Milestones
Key Stakeholders
External Support
Timeline
 Inform the traders about the meeting
 Hold meetings with the traders
 Coordinate with the concerned authorities in
Dubai
 Select traders to participate in the meeting
 Provide visa facilitations to the businessmen
 Provide technical assistance and consultation on
product samples for participants
 Provide facilitations for transferring product
samples
Export Promotion
Directorate,
Export promotion
project,
Export sectors
(guild),
International
Trade Directorate
and Afghan Trade
Attache In Dubai
UAE
chambers
of
commerce
Jawza 1393
– Saratan
1393
Export Promotion
Directorate,
Export promotion
project,
International
Trade Directorate
and Afghan Trade
Attache In Turkey
Turkish
Chambers
of
Commerce
Assad 1393
– Sunbula
1393
 Coordinate with the Turkish Chamber of
Commerce
 Coordinate with the International Trade
Directorate and Afghan trade attaché in Turkey
 Provide materials necessary for research and
introduce Afghan products to the Turkish market
 Select and send professional staff to implement
the program
 Collect information on customs procedures,
standards and demands in the Turkish market
P a g e | 136
4.3.2.3
Enhance capacity of
the Export
Promotion
Directorate

Enhance capacity of
traders of the
export sectors

Hold 15 training
workshops for the
employees
Hold four workshops for
Afghan traders
4.3.2.4
4.3.2.5
Introduce Herat
traders to traders
from other
provinces

Hold business meeting in
Herat province
for Afghan goods
 Analyze data collected and provide suggestions
for the exporters
 Identify capacity building needs of the
employees
 Prepare site and workshop’s required equipment
 Invite experts to train employees
 Coordinate with programs such as CBI and ATAR
 Collaborate with local institutions in preparation
of materials for conducting workshops
 Coordinate with CBI, ATAR and HARAKA
 Identify capacity building needs for the
exporters
 Prepare location and workshop’s required
equipment
 Invite experts for training the employees
 Collaborate with the mentioned agencies in
preparation of materials for conducting
workshops
 Inform/invite the traders
 Coordinate with export guilds
 Hold meetings with traders
 Select traders for participating in the meeting
 Determine venue for the meeting
 Oversee the conduction of the meeting
Export Promotion
Directorate
Export promotion
project
CBI
ATAR
HARAKAT
Export Promotion
Directorate
Export promotion
project
Export guilds
CBI
ATAR
HARAKA
In 1393
ATAR
Sawr 1393
Export Promotion
Directorate
Export promotion
project
Export guilds
In 1393
P a g e | 137
4.4.1 Administration General Department
Dept. Head: Muhammad Masoud
Phone: 2122023012
3.0 Industrialize Afghanistan through increasing exports and substituting imports with domestic products
Sub-Strategy
3.8: Enhance participation of Afghan companies in international trade fairs
Output
No.
Output
4.4.1.1
Reserve halls
 Prepare halls for holding exhibitions
 Division of hall’s rooms into stalls

 Stalls arrangement
 Design and decoration
4.4.1.4
Maintenance
 Maintain facilities of exhibition’s
department
 Protect green areas and trees within the
department
 Prepare exhibition halls for internal and
international fairs
 Maintenance
Activities
Milestones
Key Stakeholders
Departments of
fair’s
administration
No
External
Support
Timeline
No
As required
No
Weekly
P a g e | 138
4.4.2 Accounting General Department
Dept. Head: Sayed Tajuddin
Phone: -
Strategic Objective: 3.0 Industrialize Afghanistan through increasing exports and substituting imports with domestic products
Sub-Strategy: 3.8: Enhance participation of Afghan companies in international trade fairs
Output
No.
Output
Activities
Milestones
 Indentify extra areas
 Implement plan
 Give area to the
applicants
 Sign contracts
 Request for Bank
receipts
 Pay rents to the Bank
 Identify areas for ware
house
 Prepare plan
 Implement project
 Present proposal
 Sign contract
 Start
4.4.2.1
Rent extra assets
 Identify extra areas for ware houses and
prepare plan and start the bidding
process according to the law and collect
revenue
4.4.2.2
Revenue
4.4.2.3
Establish warehouse
 Collect subscription fees and service fees
from domestic and foreign exhibitions
held in Afghanistan
 Create a warehouses for processing
trade and export goods
4.4.2.4
Construction
building of
exhibition with
assistant of foreign
countries




Prepare proposal
Discussion with Donors
Attract assistant of donors
Implement projects according
construction standard and regulations
Key Stakeholders
External
Support
Timeline
Private sector
No
In 1393
Private Sector
No
One year
NA
No
In 1393
Afghan trade
attaché in China
Donors
To start in Hoot 1392
P a g e | 139
4.4.3 Coordination and Conduct General Department
Dept. Head: Najibullah
Phone: 2113120010
Strategic Objective: 3.0 Industrialize Afghanistan through increasing exports and substituting imports with domestic products
Sub-strategy: 3.8 Enhance participation of Afghan companies in international trade fairs
Output
No.
Output
Hold and
participate in
local and
international
exhibitions
4.4.3.1
4.4.3.2
Marketing for
exported
goods
Activities
Milestones
 Participate in international and regional
exhibitions
 International exhibition in Reaaz City, Sauid
Arabia
 Agriculture international exhibition in China
 Well-worn machines exhibition in Coline,
Germany
 Carpet international exhibition in Shangai, China
 Agriculture and equipment international
exhibition in Iraq
 Food international exhibition in Chipa, Japan
 Halal (liget) food exhibition in Moscow
 Commercial and cultural exhibition in India
 Imported goods exhibition in China
 International exhibition in China
 Birds international exhibition in Iran
 South east Asia countries exhibition
 Introduce participants to international fairs
 Introduce produced goods to foreign markets
and help them secure contracts
 Provide information to exporters through
seminars and workshops on conditions of foreign
markets
 Receive official
memo
 Introduce
participants
 Help in sending
goods of traders to
international
exhibitions
 Assist in getting visa
 Launch foreign
exhibitions
 Sign contracts
 Provide reports
 Prepare full list of
goods
 Prepare and send
sample to marketing
 Information about
production, process,
Key
Stakeholders
ACCI and
other
Exporting
agencies
Traders
and
exporting
agencies
External Support
Timeline
Trade attaché
and foreign
exhibitions
secretariat
Saudi Arabia, 17-20 May
2014
China, 25-27 April 2014
Germany, 5-7 May 2014
China, 25-27 March 2014
Iraq, 14-21 March 2014
Japan 4-7 March 2014
Moscow, 5-8 June 2014
India 1-14 February 2014
China 14-16 June 2014
China 24 to 26 May 2014
Iran, 20-22 February 2014
China, 6-10 June 2014
During the exhibition
P a g e | 140
Exchange of
economic
experiences
4.4.3.3
Permanent
fair
 Arrange meetings/discussions for exchange of
trade experiences between the participants and
the secretariat and trade attachés
 Prepare brochures and templates
 Create permanent fairs for domestic goods in the
Exhibitions Directorate’s halls for improvement of
national economy
4.4.3.4
sort and quality
 Select and assign
Afghan official
delegation and host
country
 Select and assign
commercial sector
 Follow up results of
the meetings
 Prepare 100 stall
 Follow
up
38
already distributed
stall
 Design
 Distribute remain
stall
No
NA
ACCI and
exporting
agencies
During exhibitions
Beginning of Hamal 1393
– Sunbula 1393
4.0 Trade 4.5 Central Business Registry & Intellectual Property General Directorate 4.5.1 Licensinge and Registration Directorate
4.5.1.1 Licensing and Registration Department
Dept. Head: Khan Rasul Qarluq
Phone: 2788527735
Strategic objective: Improve the Enabling and Regulatory Environment for Business and Afghanistan’s DBI Ranking
Sub-strategy: Improve and streamline licensing process and other requirements , stream line business registration process
Output
No.
4.5.1.1.1
Output
Streamline licensing and registration
processes in a step-by-step process in
all provinces
Activities


Register business of legal and real
individuals in centre
Issue trading license for legal and
real local and international individuals
Milestones


Provide statement for
operations, assign Tax
identification number
Check and review trade titles in
Key
Stakeholders
External
Support
Moj,MoF,M
oI,AISA,
MoCI
provincial
Harakat
P a g e | 141
Timeline
During
1393
database
Select commercial titles
Send the result to official
gazette
 Pay all fees to the bank
 Issue certificate and license
 Provide statement for
operations, assign Tax
identification number
 Check and review trade titles in
database
 Select commercial titles
 Send the result to official
gazette
 Pay all fees to the bank
Issue certificate and license
offices


4.5.1.1.2
Monitor the new licensing and
business registration process in
provinces


Start new licensing and business
registration process in provinces
Implement procedures on licensing
and business registration process in
provinces
Moj,MoF,M
oI,AISA,
MoCI
provincial
offices
Harakat
P a g e | 142
End of
1393
4.5.2 Database Department
Dept. Head: Sayyed Abudl Sami
Phone: 2189198933
Strategic Objective: Ensure that MOCI has the Capacity to Deliver on its Role
Sub-strategy: Improve and streamline licensing process and other requirements , stream line business registration process, Manage electrical system for registration
of trademarks, business , license issued
Output
No.
4.5.2.1
Output
Main activities of provincial
technical Department
Activities





Manage database activities related
to registration, licensing in capital
and provinces and trademarks
Change internet provider to Fiber
Noori
Digitalize licensing system in center
and provinces
Extend database to provinces
Enhance database according to
national and international
standards
Milestones



Provide information on
electrical system to all
relevant agencies
Change internet system
Prepare plan for implementing
licensing digital system in
provinces
Key
Stakeholders
Database
developer,
ITD, Harakat
External
Support
Harakat
Timeline
In 1393

P a g e | 143
4.5.3 Intellectual Property Registration and Protection Department
Dept. Head: Hamid Hakimi
Phone: 2111001120
Sub-strategy: Support the ministry in terms of Intellectual property
Output
No.
4.5.3.1
Output
Main activity of intellectual
property
Activities


Register trademarks
Register patents
Milestones







4.5.3.2
Implement new provisions of laws
and regulation on patent and
trademarks


Register trademarks
according to law
Register patent according
to law








Provide statement of trademark
registration
Review statement
Analyze and review trademarks
Send result to official gazette
Issue certificate of trademark
Provide statement of registration of
patents
Review and analyze the patent with
science academy
Issue certificate of patent registration
Provide statement of trademark
registration
Review statement
Analyze and review trademarks
Issue certificate of trademark
Provide statement of registration of
patents
Key
Stakeholders
External
Support
MoJ, MoF,
Science
Academy,
Custom
Directorate
Harakat
In 1393
MoJ, MoF,
Science
Academy,
Custom
Directorate
Harakat
In 1393
Timeline
P a g e | 144



Review and analyze the patent with
science academy
Issue certificate of patent registration
4.5.4 Archive Department
Dept. Head: Gulpacha Farqani
Phone: 2186129828
Sub-strategy: Improve and streamline licensing process and other requirements , stream line business registration process,
Output
No.
4.5.4.1
Output
Main activities of Archive
Department
Activities


Prepare plan according to workplan
of Directorate
Provide accurate information about
businesses and trademarks
registration and on received
revenue
Milestones




Prepare revenue report,
export and import documents,
trademarks of companies
Scan all documents related to
registration and trademark
Establish new system
Prepare plan for transferring
data tor general database
Key
Stakeholders
External
Support
MoJ, MoF,
custom
directorate
Harakat
Timeline
In 1393
P a g e | 145
5.1.1 Personnel Records & Database Department
Dept. Head: Muhammad Aman Ehsan
Phone: 2122300211
7.0 The MoCI has the professional capacity to promote its role.
Sub-strategy:
Provide quality and professional support, provide the necessary advice and guidance in the field of human resources management based on prevailing laws and regulations
of the Government of Afghanistan
Output
No.
Output
Employees’ performance
appraisal
Activities


5.1.1.1
Record and database


5.1.1.2
5.1.1.3
Attendance sheet




Milestones
Annual , quartly and six month
performance monitoring and evaluation
Ensure of performance appraisal form in
records of each staff



Review records and prepare suggestion
Prepare suggestion and get approval of
relevant authority
Approval of staff applause from AFD
Insert record information on database
Prepare and manage attendance book
Provide attendance report




Retired staff
Promotion
Rewards
Database, filing


Provide attendance book to all staff
Make sure of salary payment
Prepare appraisal plan
Prepare schedule and distribute forms
Inform the AFD about promotion of
staff
Key
Stakeholders
External
Support
Timeline
IARCSC
Continuousl
y
IARCSC
In 1393
AFD
In 1393
P a g e | 146
Dept. Head: Abdul Saboor Qazi
Phone: 2112171020
Strategic Objective: 7.0 The Ministry of Commerce and Industry has the capacity necessary to advance its role
Sub-strategy: 7.1 Implement recommendations of a new system of pay and ranking
Output
No.
5.1.2.1
Output
Identify and advertise
vacant posts

Staff recruitment


Implement new system of pay and grading
Recruit qualified person through fair and
open competition
Supports Appointment
Committee

Support records and
trainings areas

Provide support to MoCI Internal
Appointment Committee
Build relation with appointment Board of
the IARCSC to ensure that qualified
individuals have been hired by the Ministry
Work with trainings for building capacity of
staff
Work with records section and database of
the employees for completing documents
of newly-hired employees
5.1.2.2
5.1.2.3
5.1.2.4
Activities


Identify and advertise vacant posts
Milestones










Advertise vacant posts
Distribute application forms
Collect and complete forms
Short listing
Interview
Process documents and
recruit qualified candidate
Build relation with
appointment Board
Provide facilitation during
interviews
Build relation
Provide and receive required
documents
Key Stakeholders
External
Support
Timeline
Advisors to
the Minister
NA
Hamal to
Sawar 1393
IARCSC’s Civil
Services Board
NA
Jawza to
Saratan 1393
Appointment
committee
Continuously
Capacity
building Dept.
Record Dept.
Monthly,
quartly,
annual
P a g e | 147
5.1.3 Capacity-Building Department
Dept Head: Pardis
Phone: 2127130030
Strategic objective: 7.0 The Ministry of Commerce and Industry has the capacity necessary to advance its role
Sub-strategy: 7.2 Attract investments of donor projects for development of capacity of civil services ,7.3 Design and implement targeted plans for building capacity of MoCI
staff and focus on the Ministry’s role as policy-maker and facilitator of trade and business activities
Output
No.
Output
5.1.3.1
Finding training gaps
5.1.3.2
Develop Training budget
5.1.3.3
Enhance professional
capacity of the employees
5.1.3.4
Provide information to
newly-hired employees on
MoCI objectives and
activities
Activities
Milestones
 Send training need assessment form to
all departments
 Collect TNA forms
 Analyse collected information and
inserted in data base
 Specify number of training programs
 Estimate expenses all training
programs
 Send the developed budget to AFD
 Send form
 Collect forms
 Insert in database
 Conduct training programs based on
need assessments
 Select staff for participating in training
programs
 Introduce staff to external and internal
training program
 Indentify newly-hired staff
 Send letter to relevant department
 Conduct awareness programs for
mentioned staff in Kabul and
provinces
 Specify program
 Select staff
 Conduct training program
 Identify staff
 Send letter
 Conduct programs
 Specify number of
programs
 Estimate expenses
 Develop budget
Key
Stakeholders
All Dept.
MoCI
External Support
Timeline
NA
First quarter of
1393
NA
Second quarter of
1393
All MoCI
directorates
IARCSC
In 1393
All MoCI
directorates
NA
In the first and
second quarters
AFD
P a g e | 148
5.1.3.5
Provide facilitation for
Practical students
5.1.3.6
Process Tashkeel for 1394
5.1.3.6
Accelerate work processes
and timely performance of
the employees
 Introduce practical student to all
departments
 Monitor the performances of
department
 Provide report on the performances to
related agencies
 Request for developing Tashkeel of
1394 from all departments
 Develop new tashkeel according to
requirements and send it to IARCSC
 Include Key posts of MoCI into super
scale privileges
 Distribute super scale form to qualified
staff
 Send Forms to IARCSC for observation
 Introduce students
 Monitor the practice
period
 Send report to relevant
agencies
All MoCI
directorates
NA
In 1393
 Send request
 Develop new tashkeel
 Send to IARCSC
All MoCI
Dept.
NA
In third and fourth
quarter 1393
 Identify Key posts
 Distribute forms
 Introduce to commission
IARCSC
IARCSC
In the first, second
and third quarters
Dept. Head: Sayed Latif
Phone: 2122131202
Strategic objective: 7.0 The Ministry of Commerce and Industry has the capacity necessary to advance its role
Sub-strategies: Provide convenient and safe work environment for employees and take necessary measures for health, safety and well-being of the employees
Output
No.
5.1.4.1
Output
Provide safe working
environment
Activities
 Develop administrative guideline on preserving
privacy and welfare of employees at work
 Train staff on health and welfare of employees
 Take measures for building health clinic in the
Ministry
 Provide equipments and medicines for health clinic
 Introduce sick employees to hospitals and clinics
Milestones



Communicate with relevant
agencies
Collect documents
Provide suggestion
Key
Stakeholders
External
Support
IARCSC
Timeline
During
1393
through
separate
plan
P a g e | 149
5.1.4.2
5.1.4.3
Provide information to
employees and enforce law
To address problems
existing for employees and
ensure their satisfaction
 Achieve professional discipline, implement the
article No.90-91092 of the labour law and monitor
implementation of Article 19 of the Civil Service
Law
 Hold working sessions, seminars and workshops
through a separate plan for raising awareness of
the staff on the Labour Law and the Law on Civil
Services
 Appoint committee for the year 1393 to settle
disputes between employees and the management
and resolve issues
 Constant communications and cooperation with the
Services Department of the Administration and
Finance Directorate on comfort of the staff
 Address complaints of the employees in accordance
with the IARCSC’s complaints procedure and Article
(98) of Labour Law of the Islamic Republic
Afghanistan






Communicate with MoCI
central and provincial
departments
Provide materials
Review and analyze
performance of staff
Prepare and present report
IARCSC
Continuou
sly In
1393
Communicate with Finance
and Administration
Directorate and IARCSC
Implement procedure and
provide report to the
commission
IARCSC
Continuou
sly in 1393
according
to the
plan
P a g e | 150
Dept. Head: Aziz Ahmad Dashti
Phone: 2100732017
7.0 The MoCI has the essential capacity for advancement of its role
Sub-Strategy:
Prepare work plans for developing MoCI budget based on the Ministry’s programs and budget defense for the MoF
Output
No.
Output
5.2.1.1
Develop budget
5.2.1.2
Prepare fiscal plan
5.2.1.3
Demand budget
allocation from the
MoF
5.2.1.4
Prepare reports on use
of budget in the
Ministry and the
provincial departments
Key
Stakeholders
External Support
 Participate in workshops
 Gather MoCI requirements
 Approve the budget by the
Minister
 Approve the Budget by MoF
Minister
No
No
Qaws 1393 –
Dalw 1393
 Budget appropriation
 Submit to the MoF
No
No
During Dalw
1393
 Demand allocations from the
MoF every six months
 Disburse allocations to the
provinces
No
No
Dalw 1393
No
No
Quarterly in
1393
Activities
 Develop budget based on Ministry’s
plans
 Participate in MoF workshops for
development of budgets
 Gather MoCI’s needs in relation with
budget
 Obtain the Minister’s approval for
the budget
 Obtain approval of the MoF
 Appropriate budget for the
provincial departments
 Send the budget plan to the MoF
 Disburse allocations for the Ministry
and its provincial departments
 Disburse allocations for
development projects
Milestones
 Ask quarterly reports from provincial 
departments
 Ask for expenditures accounts

 Send letters recommending frugality
in spending budgets
Send letters demanding for fiscal
reports
Obtain quarterly fiscal accounts
Timeline
P a g e | 151
Dept. Head: Muhammad Aziz Langar
Phone: 2122273201
Strategic Objective:7.0 The MoCI has the professional capacity to advance its role.
Sub-strategy:Support MoCI’s fiscal and financial activities
Output
No.
Output
5.2.2.1
External agencies
Salary and expense
process
5.2.2.2
Salary and overtime
payment of central
staff
5.2.2.3
Oversee and regulate
revenues
5.2.2.4
Internal expenses
payments
Key
Stakeholders
External Support
MoF
NA
First month of
each quarter
 Receive repot
 Prepare form
 Send to MoF
MoF
NA
Monthly
 Receive documents
 Distribute tariff
 Money payment
MoF
NA
Continuously
 Receive request
 Assets confirmation
 Prepare form
MoF
NA
As required
Activities
 Receive salary and expenses request
from commercial attaché
 Prepare payroll and follow up inside
the MoCI
 Send payroll to MoF
 Request of attendance report from
HRD
 Prepare M41 and M16 forms
 Send these forms to MoF
 Present revenue related documents
by departments to transfer to
government account
 Distribute tariff according to the
documents and send it to DAB
 Make sure of the payment through
bank receipts
 Receive goods purchase request
from procurement Department
 Confirm assets in M3 and M7
 Prepare M16 form and send to MoF
after all process
Milestones



Receive request
Process payroll
Send to MoF
Timeline
P a g e | 152
5.2.2.5
Prepare final reports of
expenses and revenues
 Share allocations and expenses to
MoF
 Send one year expenses report to
MoF
 Prepare M91 and send to MoF after
completing all process
 Share with MoF
 Send report to MoF
 Prepare form
MoF
No
Monthly,
quartly in end
of year and
start of fiscal
P a g e | 153
Dept. Head: Khawani Rahimi
Phone: 2122237030
Strategic Objective:7.0 Ensure that the MoCI has the capacity to advance its role
Sub-Strategy:Oversee, manage, clean and maintain MoCI buildings; regulate MoCI transportation system and maintain vehicles; register MoCI properties inside and
outside the country; implement construction projects of the Ministry
Output
No.
5.2.3.1
5.2.3.2
5.2.3.3
5.2.3.4
Output
Implement MoCI
construction
projects
Provide
transportation
services
Activities
 Prepare maps, specifications of constructions and
amount of works of the MoCI departments in
Kunduz, Daikundi, Paktia and Parwan
 Implement construction projects, report on works
progress, and make a secondary assessment from
the MoCI department in Kandahar
 Refurbish and paint MoCI building
 Regulate transportation of employees, adjust
commuting directions and provide monthly reports
on attendance of the contracted vehicles
 Arrange transportation for the MoCI officials and
deal with the failures of the vehicles
Develop and
 Arrange meetings of MoCI administration and other
Directorates
maintain plans for

Record and register all properties of the MoCI and
better
report to the concerned authorities
coordination of
the activities
Maintain
and  Cleaning the whole Ministry
 Mow the grass and flowers and grow ornamental
Milestones
Key Stakeholders
External
Support
 Prepare maps
 Map
 Implement plans
 Set transportation course
 Consult with departmental
managers
 Approve the
transportation directions
End of the
year
MUDA
No
In coord. with the
managers under
direction of the
Services Department
Based on guidance of
technical committee
No
Continuousl
y
No
Continuousl
y
 According to the
Minister’s direction
 Set the areas of works
 According to the plan
Timeline
End of
second
quarter
Continuousl
P a g e | 154
clean
trees
 Pay bills electricity and telephone and prepare fuels
for the winter season
y
P a g e | 155
Dept. Head: Sayed Azim Homayoon
Phone: -
Strategic Objective:7.0 The MoCI has the capacity to advance its role.
Sub-strategy:Prepare procurement plans for the department for procuring equipments, services and etc.
Output
No.
5.2.4.1
5.2.4.2
5.2.4.3
Output
 Procuremen
t process of
Goods,
services and
construction
 Procuremen
t process for
retails
 Inventory
process of
all goods
provide
through
contracts
Activities









Sign contract of 2 type fuel
Sign contract of stationary
Sign contract of Gas
Sign contract of transport facility
Sign contract of internet for central and provincial
offices
Sign contract of rented houses
Sign contract of construction projects
Appoint purchasing delegation
Procure and provide required goods of directorate
 Inventory of all goods and assets
Milestones
















Prepare Bidding documents
Receive budget information
Bidding
Opening proposals
Evaluation
Advertising
Approval of contracts
Start project
Prepare M7 form
Prepare M2 form
Prepare M3 form
Prepare FS 13 form
Prepare M7 form of report
Prepare FS5 form
Prepare FS 7 form
Prepare FS 8 from
Key
Stakeholders
External
Support
Timeline
PPU, MoF
ARDS
One year
contract
//
NA
In 1393
Deferent
agencies
NA
In 1393
P a g e | 156
5.3 Communication and Information Technology Department
Dept. Head: Fawad Mominzada
Phone: 2120227227
Strategic Objective:6.0 Promote market economy and raise public awareness on its function
Sub-Strategy: Improve IT policies and professional capacity of the staff for improvement of MoCI IT and Communication
Output
No.
5.3.1
Output
Activities
Provide IT facilities for
central offices of MoCI
 Create databases for collecting and maintaining data from all the
MoCI departments
 Expand internal telephone system (PABX) in MoCI departments
 Create formal email addresses for the directorates
 Create group-mailing system for the Ministry and the
departments
 Install and configure servers and sisco switches for maintaining
the internet connectivity of the Ministry
 Maintain internal networks of MoCI
 Make recommendations for procurement and determine
specifications of electronic equipment (computers, printers,
photocopies and scanners) and other equipment required for the
departments
 Develop a new website for the Downstream Petroleum
Department
 Enhance internet capacity/connectivity of the MoCI central office,
the secondary units and its departments in 20 provinces
 Prepare specifications of electronic equipment of the MoCI
departments for procurement
 Install registered anti-virus in all departments of the MoCI central
office, the provinces and the secondary units
 Prepare contract for procurement of cartridges for the Ministry’s
departments for 1393 e
Milestones
Receive requests
Distribute forms
Start work
Key
Stakeho
lders
External
Support
Ministr
y of
Comm
unicati
on
NA
Timeline
Hamal to
Hoot 1393
P a g e | 157
 Prepare contract for technology/electronic equipment required
for the MoCI departments
5.3.2
Develop and Extend IT
facilities for central
and provincial offices
5.3.3
Install new IT system
for MoCI
 Extending Internet contract for the MoCI central office and the
provincial departments for 3 months
 Launch PABX internal communication system for the Exhibitions
Directorate and network its system
 Do installations, connect the printers, troubleshoot connectivity
problems of all MOCI office and Maintain MoCI PABX system of
internal communications
 Maintain MoCI security camera network
 Install security devices for doors of some MoCI offices
 Configure internet system for the Transit and Trade Facilitations
Department in Aqina Bandar
 Prepare and process the whole procurement documents for
MoCI IT equipment
 Prepare contract for Internet connectivity for EPPA
 Prepare contract for the Exhibitions Directorate
 Prepare contract for development of website for the central
registration directorate

 Install and augment security camera system for the MoIC’s new
four-storey building
 Install and augment security camera system for the new building
of the PSD G.Directorate and the dining hall
 Install security cameras in different areas in the Ministry
 Develop staff attendance system in forms of cards/fees deduction
system
 Develop pay and reporting system for the Ministry through the
AFMAS system
 Design cards for the vehicles owned by the Ministry
 Develop video-conference capacity for the Ministry’s central
office
Suggest to Minister
Follow up
procurement
Start projects
Send documents for
procurement
Send forms on using
of internet
NA
NA
First quarter
of 1393
Suggest to Minister
Follow up
procurement
Start projects
Send documents for
procurement
Send forms on using
of internet
NA
NA
 Hamal to
Hoot 1393
P a g e | 158
 Conduct IT training sessions for the MoCI employees
 Develop CIT policy
 Create backup for the database of the Central Business Registry
and Intellectual Property Directorate
 Review the database of the International Trade Directorate
 Create the portal of “Afghan Portal” for the Ministry
 Create contact list for the MoCI
 Connect the MoCI through fiber cable
 Reconfigure and standardize MoCI server room
 Provide new SMS systems for the traders of Central Business
Registry and Intellectual Property Directorate
 Prepare different forms for the CIT department
 Prepare manual for using official email addresses
 Obtain reports on use of internet and ensure effective use of the
technology
P a g e | 159
Director: Nassir Zakhil
Phone:
6.0 Promote the Market Economy and Increase Understanding of How it Operates.
Sub Strategy:
6.1 Improve the image of Ministry through awareness campaigns and inform public about achievements of the MoCI
Output
No.
Output
Publication
activities and
achievements of
MoCI



5.4.1.1
5.4.1.2
Activities
Reflect the good
image of MoCI
the Media



5.4.1.3
Prepare and

Share activities of the MoIC through interviews with TV 
networks, website and Facebook page of the Ministry

Collect reports about achievements and activities of 
provincial and central departments and write them on 
magazine of the ministry
Monitor the magazine before printing
Participate in Media conferences and roundtables in TV
networks
Interview with newspapers, magazine and other printed
media to share the achievement and activities of MoCI
with public
Broadcast all activities and achievements through
magazine and website of the MoCI
Translate all speech of the high Officials from Official
Key
Stakeholders
External Support
Timeline
No
NA
During 1393
Mass Media
MoCI Website
MoCI
official
Magazine
No
No
During 1393
Collect information
No
No
During 1393
Milestones




MoCI magazine
Mass Media
Face book
Brochures
P a g e | 160
Translate all
Speech of
Minister
5.4.1.4
5.4.1.5
Video record and
take picture of all
events in MoCI
Sign contract
with Printed
media for getting
daily information
for the minister,
DMs and
directors









languages to English
Prepare and translate materials for national languages to
English for website
Translate official letter to English as required
Video recording of all media conferences, workshops,
meetings and seminars
Prepare report along with pictures and upload them on
website
Keep pictures as hard and soft copy in archive
Sign contract with publications according to instruction of
the Minister
Distribute daily newspaper to all Directorates and advisor
of the Minister
Ensure on time receiving of newspaper in the Ministry
Ensure that the amount of the newspaper agency paid
through the bank account by the MoCI









from
Minister
Office
Prepare Speech
Translate Speech
Inform by relevant
Directorate
Prepare camera
Take picture of the
events
Request to the
Minister
Send contract to
relevant
publications
Submit contract to
admin directorate
Distribution
of
newspaper
to
Minister office and
all directorates
No
No
No
No
During 1393
During 1393
P a g e | 161
5.4.2 Provinces Relation Department
Dept head: Najibul Rahman
Phone: 0771014545
6.0 Promote the Market Economy and Increase Understanding of How it Operates.
Sub Strategy:
Build relation and coordination with government and none government agencies
Output
No.
5.4.2.1
5.4.2.2
5.4.2.3
Output
Activities
Invite mass
media to
media
conference
and round
table of the
Ministry



Build relation
and
coordination
with
Ministries
and agencies
Manage,
update and

Milestones




Prepare a database for inviting mass media
Invite mass media to media conferences of the ministry
Prepare interviews of the Minister according to instruction of Minister
office
Provide facilitation for local and international journalists in media
conferences
Make sure invitation and participation process of Media is completed
Arrange media conferences inside and outside of the Ministry.
Provide and prepare accurate report from all conferences and broadcast
it on MoCI magazine .
Participate in Media conferences as representative of MoCI and reflect
the relevant information to the public sector
Build reputation and image of the Ministry through Media
Build relation with government and private (none government) agencies
for coordination of relevant activities
Prepare reports, press releases and send them to the Media



Update website of the Ministry with accurate data and information
Manage technical and Graphic issues of the website
Prepare official email for Directors and Managers











Database
Invite Media
Arrange
interview of
high
authorities
Provide
all
facilities
in
conferences
Participate in
conferences
Prepare and
collect reports
Develop
website
Collect
Key
Stakeholders
External
Support
Timeline
No
No
During 1393
No
No
During 1393
No
No
During 1393
P a g e | 162
develop
website of
MoCI
5.4.2.4
Analyse and
Review of
the Media









Upload information of the all Directorates, Departments on the website
Upload information of all provincial directorates, departments and

second units on the website
Review all uploaded materials and find likely mistakes on the website
Collect reports of media conferences and upload on the website of the
Ministry
Study, analyse and review of relevant issues of the news paper

Watch relevant news to MoCI on TVs
Analyse and review news websites
Present reports on mass media to the Minister
Manage and distribute received materials to Minister Office,
Directorates and Departments .
information
Update
website
Analyse
hot
issues relevant
to the Ministry
No
No
During 1393
5.5 Gender Department
Dept. Head: Faiqa Jawied Kandahari
Strategic Objective: Pro-poor growth
Sub-Strategy:Ensure that equal social and economic opportunities are provided for the women in MoCI and all other economic sectors in Afghanistan
Output
No.
Output
Include
comments
Activities
Gender  Including gender comments in programs, policies,
regulations and development projects of the Ministry
5.5.1
5.5.2
Gender awareness
 Hold workshops on gender awareness for 240
employees of the MoCI secondary and third tier units
Milestones
 Communication with the
directorates
 Provide required
suggestions
 provide report to MoWA
and Gender Directorate of
ICRACSC
 Conduct 8 workshops
Key
Stakeholders
External
Support
Timeline
No
No
30 Jawza
30 Sunbula
30 Qaws
28 Hoot
No
NA
In each
quarter 2
P a g e | 163
5.5.3
Increase number of
women
staff
and
promote them to the
leadership level
 Quote nice sentences and quotations, articles from the
prevailing laws, Afghanistan’s international obligations
regarding gender equality
 Print brochures on Mother Day
 Observe national and international days for women such
as Mothers Day, International Day for Elimination of
Violence against Women and Women International Day
 Participate in relevant meetings
 Introduce Gender Department staff to conferences and
workshops
 Hold meetings with MoCI women staff
 Introduce women staff for higher education
 Identify active and qualified women
 Provide education facility for women staff for BBA and
MBA degree
 Identify Donors for attracting their assistant
 Conduct meetings with HRD and provide comments on
CBR project
 Participate in Executive team meetings , short listing and
recruitment process
 Guide women staff
 Provide advice and support women staff
5.5.4
Establish safe working
environment
for
women
5.5.5
Relation with women  Participate in women entrepreneurs working group
 Provide required suggestion to women entrepreneurs
entrepreneurs
workshop
 List of active women
 Training programs
 Discussion with donors
 Participate in meetings
 Receive complains of
women staff
 If required , present
suggestion to Minister

HRD,
SPPD
PSD
NAq
Hamal to
Sawar 1393
NA
As required
NA
As required
P a g e | 164

MoCI Business Plan 2014

Transcription

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2-14-2016