2014 Water Financing Partnership Facility: Annual Report (January-December)

8/9/2019 2014 Water Financing Partnership Facility: Annual Report (January-December)

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ABBREVIATIONS

ADB – Asian Development BankDMC – developing member countryDMF – design and monitoring frameworkIWRM – integrated water resources managementPPTA – project preparatory technical assistancePRC – People's Republic of ChinaRETA – regional technical assistanceTA – technical assistance

WFP – Water Financing ProgramWFPF – Water Financing Partnership Facility

NOTES



WFPF SteeringCommittee Chair

Ma. Carmela D. Locsin, Director General, Regional and SustainableDevelopment Department (RSDD),

WFPF SteeringCommitteeMembers

Klaus Gerhaeusser Director General, Central and West Asia Department (CWRD Ayumi Konishi, Director General, East Asia Department (EARD)Xianbin Yao, Director General, Pacific Department (PARD)Todd Freeland, Director General, Private Sector Operations Department (PSOD)Hun Kim, Director General, South Asia Department (SARD)James Nugent, Director General, Southeast Asia Department (SERD)

Water Committee

Chair and Co-Chairs

Amy Leung, Deputy Director General, EARD

Gil-Hong Kim, Senior Director, Sector Advisory Service Division, RSDDMichael Peter Barrow, Deputy Director General, PSOD

Water CommitteeMembers

Akhtar Ali, Water Resources Specialist, CWRD

Lu Shen, Senior Urban Development Specialist, CWRD

Thomas Panella, Country Director, Afghanistan Resident Mission, CWRD

Satoshi Ishii, Senior Urban Develpment Specialist, EARD

Yoshiaki Kobayashi, Senior Water Resources Specialist, EARD

Maria Theresa Villareal, Principal Portfolio Management Specialist, EARDSteven Blaik, Senior Urban Development Specialist, PARD

Siddharta Shah, Senior Investment Specialist, PSOD

Frederic Thomas, Senior Investment Specialist, PSOD



CONTENTS

I. INTRODUCTION

II. HIGHLIGHTS AND KEY ACHIEVEMENTS

III. RESULTS FRAMEWORK

A. Progress Towards WFPF Impact B. Progress Towards WFPF Outcome C. Progress Towards WFPF Outputs

D.

Achievement on the Added Value IV. FINANCIAL STATUS

A. Partner Contributions B. Resource Utilization C. Disbursement D. Resource Allocation

V. MANAGEMENT OF THE FACILITY

A.

Water Committee Evaluation of Applications B. Procedural Matters

VI. RELATIONSHIP WITH FINANCING PARTNERS

VII LESSONS LEARNED EXPERIENCES GAINED AND KEY CONSTRAINTS





2

7. Support to sanitation far exceeded. The share of sanitation from 2014 allocatiostood at 83%, with $5.22 million out of $6.27 million directly supporting sanitation. Thus, by tend of 2014, the cumulative share of sanitation from WFPF allocations reached 28% ($24.

million out of $86.62 million total allocations), exceeding the 20% target.

8. One of the approved allocations thdirectly supports sanitation is a $1.3 milligrant component of the newly approved $million loan for Nepal’s Third Small TowWater Supply and Sanitation Project (sBox 2). The grant will support the pi

demonstration of innovative septamanagement solutions in four project townSpecifically, the grant will (i) strengthen tregulatory and institutional arrangements fseptage management and the requircapacity building intervention, (ii) undertafeasibility study, design and construction innovative septage treatment facilities, a(iii) carry out training and public awarene

campaign. The pilot projects are expected benefit approximately 100,000 people. Tresult of the pilot is expected to triggdemand from other towns for investment

Box 2 – Nepal:Third Small Towns Water Supply and

Sanitation Project

ADB and the Government of Nepal havebeen working together to provide watersupply and sanitation (WSS) services inselected small towns. Two earlier projectshave provided WSS services in 50 outNepal’s 265 small towns. The Third SmallTowns Water Supply and Sanitation SectorProject approved in November 2014 will fundphysical investments in new WSS facilities inup to 26 small towns rehabilitation of existing

ones in selected towns where an averagepopulation is estimated at 15,000. Theproject will also support non-physicalinvestments in strengthening sector policy,regulatory and institutional capacity service



13. To support the AC-IWRM, WFPF funding was sought to: (i) initiate the operation of tCenter through capacity development on IWRM; (ii) advance the detailed assessmenand actions for the institutional strengthening of water management and regulation; a(iii) undertake the consultative process on AC-IWRM’s work plan, IWRM roadmap, and treform actions proposed under the Karnataka Integrated and Sustainable Water ResourcManagement Investment Program.

14. Water Financing Program annual lending target exceeded. The approved wat

Box 3 – India Advance Center for IWRM in Karnataka

The Advance Center for IWRM or AC-IWRM was launched through the state government’scabinet endorsement on 4 January 2012, and was registered under the Societies Act. Itsrules and regulations were also finalized which provided for, among others, a basis foengaging and retaining (through deputation or external recruitment) highly qualifiedmultidisciplinary staff. Recognizing IWRM as an “adaptive process” of strengthening wateresources management, the AC-IWRM is to lead the process of the requisite institutionachanges and capacity development while building sector knowledge base, under theguidance of the governing and executive bodies chaired by Chief Minister and Chie

Secretary, respectively. It is also supported by an interdepartmental working grouprepresented by all state government departments involved in water resources.



4

15. Increased private sector lending. The $500 million annual target for private sectlending was 97% met. A total of $487 million loan was approved in 2014 covering investmen

in 2 wastewater management projects in the People’s Republic of China (PRC) amounting $268 million and 2 hydropower projects in Armenia and Lao PDR with a combined cost of $2million. This level of lending is significantly higher than what has been achieved in previoyears during which the annual average was only around $200 million. What is interesting to nois the lending for wastewater management projects which is a concrete translation of ADBadvocacy that sanitation and wastewater is a sustainable business that should increasingattract private sector.

16. 2014 Annual Work Program target outcome exceeded and target outputs partiamet . The 2014 Annual Work Program has indicated a target of 6 million people to be benefitby investment projects to be supported by WPFF during the year. This target was exceeded a million. In terms of target outputs, 3 out of 7 exceeded the target and 4 are below target. Thsummary of achievement against the 2014 Work Program is shown in Table 3 below.

Table 3: Achievement Against 2014 Annual Work Program

Activi ty Output Outcome

Planned Actual Planned Actual Planned ActualFinance atleast $4.9million in

$5.76 millionallocated

At least 4PPTAs

5 At least 6millionadditional

7 million





6

B. Progress Towards WFPF Outcome

WFPF Design Summary Performance Indicators WFPF Achievement

Improved coverage, qualityand continuity of waterservice delivery within aframework of sustainablemanagement of naturalresources

No less than 75% of PPTAs, TAsattached to loans, and grant componentof loans financed by WFPF translate toapproved investment projects

64%

No less than 75% of TAs financed byWFPF that support reforms and capacitydevelopment are approved

100%

19. The Facility’s resources are intended for: (i) supporting project development to heincrease water investments, and (ii) facilitating implementation of reforms and capacdevelopment.

20. The support to project development is aimed at contributing to the achievement of t

Water Financing Program target of $2.0–$2.5 billion annual lending. How WFPF has supporteproject development resulting in increased water investment is summarized in Table 5 below.

Table 5: Approved Water Lending, 2006–2014 (In Bil lion)



C. Progress Towards WFPF Outputs

WFPF Design Summary Performance Indicators

WFPF

AchievementComponent 1

Increased levels of waterinvestment (infrastructure)

About 70% of WFPF resources arespent on project development

71%

Components 2

Policy and institutional reformsaccelerated

Component 3

Institutional capacitystrengthened and knowledgebase expanded

About 30% of WFPF resources arespent on accelerating reforms,strengthening institutional capacity,and expanding knowledge base

29%3

23. A detailed presentation on the achievement of above outputs in relation to approvallocations to date is provided in Table 6 below.

Table 6: Summary of WFPF Cumulative Allocations Against Target Outputs



8

D. Achievement on the Added Value

24. The Facility’s DMF also includes performance indicators on the “added value of WFP

to ADB operations as summarized below.

Added Value of WFPF Performance Indicators Achievement to DateFaster decision making bymeans of WFPF governanceand approval process andthe introduction of directcharge modality

Applications for TAs and grantcomponent of investments areapproved within 5 weeks

Applications for direct charges

are approved within one week

Achieved. Average durationof approval process was 4.5weeks

Achieved. Average duration

of approval process was 6days

Greater assurance ofoutcomes by increasingcountry commitmentsthrough investmentdialogues and use ofknowledge products

In-country dialoguesconducted that produceupdated water and sanitationpriorities

Achieved. In-countrydialogues on WaterFinancing Program done in24 countries and additionaldialogues have taken placein 35 countries where water

resources assessments(irrigation and floodmanagement) have beencompleted.



Added Value of WFPF Performance Indicators Achievement to Datewater-related disaster riskmanagement, i.e. floods,droughts

Sanitation and Wastewater At least 30 projectsdemonstrating increasedinvestment in sanitation

Achieved. 64 projects funde

Environment At least 30 projectsdemonstrating environmentalprotection and preservation


Partnership with civil

society

At least 15 projects

demonstrating greaterinvolvement of civil societyboth at policy and projectlevels


Water use efficiency At least 30 projects promotingefficient water use in urbanwater supply, or agriculture, orindustry

53% achieved. 16 projectsfunded

IWRM At least 30 projectsmainstreaming andembedding IWRM


Private sector participation At least 30 projects promotingenhanced private sector






27. The detailed status of fund utilization and balances based on the 31 December 20Status of Grant is shown in Table 9. This report only includes projects and TAs that have be

approved by ADB management, including those approved but not yet effective. This being tcase, the uncommitted balance under the Multidonor Trust Fund is higher than the actubalance tabulated by the WFPF Secretariat because around $0.523 million worth TAs/projects have yet to be approved by ADB management. In the case of the NetherlanTrust Fund and the Sanitation Financing Partnership Trust Fund, all TAs/projects approved fallocation at the Facility level have already been approved by ADB management so tuncommitted balances based on the Secretariat tabulation and the Status of Grant are tsame.

Table 9: Detailed Status of Fund Utilization and Balances in Million(Based on Status of Grant Report)

FinancingPartners

Resources Available CommittedUncommitte

BalanceCommitted

InterestIncome

TotalProjects/

Activi tiesFees andCharges

a

Total

Multi-Donor Australia AustriaNorwaySpainSwitzerland

52.04924.2098.4684.6699.5005.203

0.674 52.723 48.319 2.119 50.438 2.285

Netherlands 34 753 0 190 34 943 29 463 1 307 30 770 4 173



12

D. Resource Allocation

30. The ratio between project support and program quality based on 2014 allocations stoat 92%-8% while the cumulative ratio as of 31 December 2014 is at 71%–29% as shown Table 10.

Table 10: Summary of Use of Funds by Window (Amount in Million)

Use of Funds TargetRatio

Annual Cumulative Al locat ions

in 2014

Actual

Ratio

Al locat ions

as of 2014

Actual

RatioProject Support 70% 5.76 92% 61.51 71%Program Quality 30% 0.51 8% 25.11 29%

Total 100% 6.27 100% 86.62 100%

31. The overview of the annual ratio from the Facility’s establishment in 2007 until 2014 ispresented in Figure 1 below.

Figure 1: Annual Use of Funds by Window

100%



32. The distribution of allocated resources by modality is shown in Figure 3. Technicassistance continued to register the highest cumulative share but decreased by 2% from 73%2013 to 71% in 2014. Grant component increased by 3% from 9% in 2013 to 12% in 2014 du

to the approval of $3.4 million grant for India and Nepal for pilot implementation of innovatiseptage management.

Figure 2: Distribution of Approved Allocations by Modality



14

34. The WFPF financing partners have repeatedly raised concern about the low sha

of rural water not only from WFPF resources but also from the overall water lending. What mbe worth mentioning is that a number of water supply and sanitation projects, althoucategorized as urban, are targeted at small towns whose profile is by and large rural. Examplof these projects which were supported by the Facility include: (i) 3 on-going projects in Nepa(ii) 1 other on-going project in Sri Lanka11, and (iii) 1 completed project in PRC12. Furthermothere are water resources management projects that include rural water supply and irrigaticomponents as in the case of an approved investment project in Nepal13 supported by WFFP.PRC, there is a noticeable increase in the number of projects that are designed to improurban-rural infrastructure development - 2 of such projects are scheduled for approval in 20(114 of them was supported by the Facility).

35. The distribution of allocated resources by region is shown in Figure 5. The share South Asia went up by 4% from 18% in 2013 to 22% in 2014 and its cumulative share is nothe same as that of Southeast Asia. This is mainly due to the approval of grant component investments for India and Nepal as referred to in para 32 above.

Figure 4: Distribution of Approved Allocations by Region



V. MANAGEMENT OF THE FACILITY

A. Water Committee Evaluat ion of Applicat ions

36. The evaluation of applications in 2014 by the Water Committee continued to be carriout by circulation, guided by the following guidelines adopted in 2012:

Country-specific technical assistance $300,00015 PPTA $500,000 Regional TA $1,000,000 Grant Component of Investment $1,000,00016

Direct charges $225,000

B. Procedural Matters

37. Submission of applications for funding. Operations departments have by nofamiliarized themselves with the templates and requirements as well as with submissideadlines and approval timetable. The two-monthly submission deadlines for TAs and gracomponent of investments with a 5-week approval process has worked very well because it frequent and fast enough not to significantly impact their processing timetable in case they mi

one submission deadline.

38. Applications through direct charge modality have, on the other hand, enabled toperations departments to implement quickly and to have greater flexibility in scheduling th



16

42. The performance on the management of the Facility based on the 2014 Annual WoProgram is summarized in Table 11.

Table 11: Facility Management Performance

Targets Set Under the 2014 Work Program Achievement

Facility Activity Output Outcome Approval of el ig ib leapplications

Applications for TAsapproved by WFPFSteering Committee

within a maximum periodof 5 weeks

Application for directcharges approved by theFacility Manager withinone week

Timely approval ofWFPF allocationsthat meet the

overall projectprocessingtimetable

Achieved. 5-weekmaximumprocessing period

was met

Achieved. 7-daymaximumprocessing timewas met

Implementation andMonitoring

Notice of approvalreleased to proponents

within 2 days afterSteering Committee orFacility Managerapproval

WFPF efficientlymanaged and

responsive to clientneeds

Achieved. Noticeapproval released

within set time



Targets Set Under the 2014 Work Program Achievement

Facility Activity Output Outcomebeen met

Continuingknowledge sharingand informationdissemination onWFPF results

Dissemination ofinformation on WFPFsustained

Awareness onWFPF-relatedinformationexpanded

Information on theFacility regularlycommunicated touser departmentsby the FacilityManager.Dissemination hasalso been sustain

through the WaterCommunity ofPractice Catchmee-Newsletter(internal) and Watfor All e-Newslette(external) as well during WaterCommittee

meetings

VI. RELATIONSHIP WITH FINANCING PARTNERS



18

48. The strict implementation of spring cleaning exercise also forces operations departmento be more conscious in working out the timetable for submitting applications, knowing thapproved allocations that remain dormant within six months face the risk of cancellation.

49. Delay in implementation even of activities financed through the direct charge modaremains a problem which naturally slows down disbursement and thereby posing a constraint achieving a steady improvement in disbursement performance.

VIII. EXTERNAL FACTORS RELEVANT TO THE FACILITY

50. In November 2014, a high level ADB Water Advisory Group was established composof high-level political, academic, and professional figures with demonstrated strong leadershand expertise in the sector.

51. The Advisory Group is tasked to guide ADB in addressing key sector “bottleneck

driving infrastructure sustainability, improving effectiveness, and scaling up investment. Its fi

meeting focused on three priority issues: (i) sanitation, (ii) urban flood management, and (

water-food-energy nexus.

Sanitation in Asia: The Missing Service. Asia will miss to reach its MDG targeon increased provision of access to improved sanitation services. Investments in t

safe disposal, collection and final treatment of human waste, are still not happeni

at a scale that has real impact.









22 Appendix 1

quality, synergy, and innovation in the implementation of the WFP, with priority given reducing poverty, improving governance, and conserving the environment. The scope outlined below:

a. Knowledge, Capacity, and Innovation Services - WFPF supports investmein (a) knowledge and policy services for ADB's operations departments and clients, (b) expert services through a pool of contracted and seconded specialisto supplement ADB's own staff resources, (c) pilot and demonstration activitibuilding on a similar program under the Cooperation Fund for the Water Sectand (d) innovative approaches to empower water organizations.

b. Engaging Civil Society - Engaging civil society organizations in water reformand investment is an important part of the Agenda for Change adopted at ADBWater Week in 2004. WFPF supports three modes of civil society organizationengagement in ADB-financed water projects in consultation with ADB's regiondepartments: (a) project preparation support, (b) independent monitoring project progress and results by civil society organizations where appropriate, a(c) capacity development to improve collaboration between ADB and civil socieorganizations.

c. Regional Cooperation - WFPF supports regional cooperation activities thincrease water financing; catalyze reforms, share knowledge and experiencand build capacity in critical water sector organizations, including the introductioof performance benchmarking services and peer review processes. In supporti



Appendix 1

f) have good potential for replication in the country and/or region; andg) link with CPS and results frameworks.

GOVERNANCE STRUCTURE

7. The Financing Partners and ADB jointly steer the operation of WFPF and meet annuato review progress, administration matters, Annual Work Programs, and strategic directions the Facility.

8. The WFPF Steering Committee (WSC) provides strategic direction for WFPF. The WSis the designated authority for approving the allocation of WFPF resources for projects. T

WSC consists of: Chair - Director General, Regional and Sustainable Development Departme(RSDD); and Members - Director Generals of user departments (UDs).

9. The ADB Water Committee (WC) reviews and recommends project proposals assistance from WFPF, and advises the WSC on policy and procedural recommendatioregarding WFPF operations.

10. The Senior Director, Sector Advisory Service Division (RSAS) or his/her designate acas the Facility Manager for WFPF and oversees the day to day operations, monitoring a

evaluation, and reporting of WFPF, with assistance from a team of consultants, with technicand administrative expertise, serving in a management unit. The Facility Manager serves as tsecretariat for WFPF operations, prepares semi-annual progress reports and annual reports aannual work programs for WFPF and serves as the focal point for WFPF partners for technic



24 Appendix 1

Table A1-1: Water Financing Partnership Facility Governance Structure

Party ResponsibilitiesFinancing Partners

Members: WFPF contributors (i) Provide strategic direction to WFPF(ii) Meet with ADB for Annual Consultation(iii) Review progress and administration and

Annual Work Program

WFPF Steering Committee (SC)

Chair: DG, RSDDSecretariat: RSASMembers: DGs of User Departments(UDs)

(i) Provide strategic direction to WFPF(ii) Approve WFPF policy and procedures(iii) Approves allocation of funds to applications fo

TAs and grant components of investments

Water Committee (WC) Chair and Co-Chair: DDG, EARD;DDG, PSOD; and Senior Director,RSASSecretariat: RSASMembers: Water specialists fromoperations departments

(i) Review and endorse for approval by SC ofapplications for TAs and grant component ofinvestments

(ii) Advise SC on strategic direction policy &procedures of WFPF to support WFPimplementation

(iii) Approve on no objection basis applications



Appendix 2

WATER FINANCING PARTNERSHIP FACILITYDESIGN AND MONITORING FRAMEWORK (Revised)

WFPFDesign Summary

PerformanceTargets/Indicators

DataSources/Reporting

Mechanisms

Assumptions and R

Impact Achieved Water FinancingProgram targeted outcomes

By 2020:

765 million people arebenefitted by ADB’s waterand sanitationinvestments:

500 million peopleprovided access toimproved water supplyand sanitation

95 million people with

more efficient andproductive irrigationand drainage services

170 million people with

Water FinancingProgram reports,project documents,project completionreports

Assumptions Governments are

committed to prioritwater investments

Strong buy-in fromgovernments on thepriority thrusts promunder the WaterOperational Plan 202020

Risk Appropriate investm

are not prioritized by

governments



26 Appendix 2

WFPFDesign Summary



Mechanisms

Assumptions and R

Fundable investmentprojects

Loans supported withgrants

Project developmentsupport

At least 451 fundableinvestment projects(PPTAs) are supported byWFPF

At least 202 loans areprovided WFPF grantsupport through either

works, goods, or services

At least 1003applicationsfor direct charges addvalue to projectdevelopment throughimproved quality of designand implementation, bettercommunication withstakeholders, etc.

At least 20% of WFPFresources are allocated tosanitation-related projects

Published ADB dataon past and futurepublic and privatesector investments andtechnical assistance,loan/projectdocuments

WFPF reports, directcharge outcomemonitoring reports,project documents, TApapers

WFPF reports onapproved applications

increased waterinvestment

Internal resourcesallocated to deliverincreased water pro

WFPF contributionsreceived based on

committed date ofcontributions

Risks Low DMC demand f

increased investmethe sector







Appendix 2

WFPFDesign Summary



Mechanisms

Assumptions and R

Component 3Institutional capacitystrengthened andknowledge base expanded

Pilot and demonstrationprojects

Water sector organizations capacityimprovement

Water Utilities

River Basin

About 15% of WFPFresources allocated tothis component

80% of approved projectscompleted within scheduleand replication /upscalingoccurring for at least 40%

Improvement in utilitiesperformance using asbasis the adopted utilityperformance indicators,including performance insanitation service provisionand O&M

Implementation of

PDA ProjectCompletion Reports

Reports andbenchmarkingactivities, WOPsreports on twinningpartnerships

Benchmarking reports



30 Appendix 2

WFPFDesign Summary



Mechanisms

Assumptions and R

Knowledge sharingevents

Regional cooperation /partnerships

operational by end 2020

At least 2 annual majorwater events organized orparticipated in by ADB, i.e.

ADB Water Week, ADB-DMC Sanitation Dialogue,

Asia Irrigation Forum,Stockholm World Water

Week, SingaporeInternational Water Week,World Water Forum

Scheduled outputscompleted on time asindicated in relevantagreements

Events-related reports,back-to-office reports(BTORs)

Agreements, jointprojects, webreferences

ActivitiesInvestment

Sustain ADB’s investments at $2.0-$2.5 billion annually Mobilize private finance

Reforms Intensify support for national water sector reforms

Inputs: ADB TA grant resource ADB Lending ADB staff resourcesWater Financing PartneFacility $102 million



Appendix 3

Water Financing Partnership Facility

January–December 2014 Approved Allocations

No. Country Project Name Source of Fund Amount

Central and West Asia Region

1 Tajikistan PPTA: Water Resources Management in PyanjRiver Basin

Multidonor TrustFund

200

Sub-Total Central and West Asia 200,

East Asia Region

2 PRC PPTA: Hunan Dongjiang Lake EnvironmentalProtection and Integrated Utilization Project

Multidonor TrustFund

200,

3 PRC PATA: Country Water Assessment Multidonor TrustFund

300,

Sub-Total East Asia 500,

South Asia Region

4 Bangladesh Support to Preparation of Additional Financing forthe Southwest Area Integrated Water ResourcesPlanning and Managment Project

Netherlands TrustFund

225,

5 B l d h PPTA Thi d U b G d S it ti 560



























Append



S ASIAN DEVELOPMENT BANK

ADMINISTRATOR FORWATER FINANCING PARTNERSHIP FACILITY - NETHERLANDS

STATUS OF GRANT (CONTRIBUTIONa! "# $1 De%em&e' )1*

(Amounts in US$ Equivalent)

TOTAL CONTRIBUTION COMMITTED $*+,$+

Am"0nt 'e%e2e3 )+4*+))).))

Re%e2a&5e #'"m t6e G"27t. "# Net6e'5an3! 1$+811+))).)) 3/

Inte'e!t n%"me 8)+)$4.44In%"me #'"m n2e!tment 11$+.)4L"!! "n #"'e9n e:%6an9e t'an!a%t"n (1+8,8.$; 18)+

TOTAL AMOUNT AVAILABLE $*+8*$+

Am"0nt! 0t5<e3 #"'=

P'">e%t e:?en3t0'e!=

Te%6n%a5 A!!!tan%e Ln@e3 t" L"an (TALL (;)+))).))

Te%6n%a5 A!!!tan%e (TA (1+$*1+$1.4

G'ant C"m?"nent "# In2e!tment (GCI (1+,)4+41$.$;

D'e%t C6a'9e! (1+,,+))$.$*

ADB A3mn!t'at"n %"!t (;*+*1.8 %/

Fnan%a5 e:?en!e - &an@ %6a'9e! (+*),.18 (1;+$*$+

A(1A+ DEBEO42E

(tatement of TA/Grant Expenditur

?ater Financing 4artnership F

As of !" Decem3e



Date of Amount

TA/Grant Title TA/Grant Application Approval TA/Grant/Direct charge eceived

Approved application no* +o*/T,pe Amount

'A) '-)

Technical Assistance Linked to Loan (TALL):

PRC

(trengthening Flood 2anagement (ustaina3it, in

0unan 4rovince &5"!/AO &5"! #67un$8 8$9$$$*$$

Technical Assistance (TA):

Afghanistan

(upporting +atural esources Operations :66&/CD :66& "&%Dec%"" "9;$$9$$$*$$

Bangladesh

Coastal To<ns 1nfrastructure 1mprovement 4ro=ect 5"#5/44 5"#5 $8%Aug%"# ;$$9$$$*$$

1rrigation 2anagement 1mprovement 1nvestment 4rogram 5";&/44 5";& $8%(ep%"# #:;9$$$*$$

Esta3lishing a egulator, Frame<or> for 5!#$/4A 5!#$ #5%7an%"! #;$9$$$*$$

Ur3an ?ater (uppl, @ (ant

Subtotal - Bangladesh "9$#;9$$$*$$

Indonesia

1mproving ?ater 4lanning9 2anagement and Development 5&!#/4A 5&!# !"%Dec%"& "9;$$9$$$*$$

(Expressed in US

As of !" Decem3e



A(1A+ DEBEO42E

(tatement of TA/Grant Expenditur


As of !" Decem3e



Date of Amount



(Expressed in US

'i$ect Cha$ges (A$o%ed Alication)

1ncreasing A<areness and (upport for ural ?ater

(uppl, through 4roduction of Bideo on (outh Asia

ural ?ater (uppl, and (anitation Experience ?F(FDC $$$$" #&2ar$5 5;9$$$*$$

(ector evie< and Assesment of 1mproved ?ater

and (anitation (ervice 4rovision in Ur3an Areas ?F(FDC $$$$# $!Apr$5 #$$9$$$*$$

Training% ?or>shop on +e< Concepts in 1ntegrated

2anagement of Ur3an ?ater C,cle ?F(FDC $$$$! !$Apr$5 ::985:*$$

4ilot and Demonstration Activit,H Demonstrating

Application of Betiver (,stem for (lope (ta3ilization

and Erosion Control in Citarum iparian Communities ?F(FDC $$$$& "8Apr$5 ;$9$$$*$$

4ilot and Demonstration Activit,H earning from



A(1A+ DEBEO42E(tatement of TA/Grant Expenditur


As of !" Decem3e



Date of Amount



(Expressed in US

(upport to the Government in Formulating eservoir Operating

ules for 4riorit, iver (,stems in Biet +am ?F(DC $$$#$ ":%(ep%"# "$$9$$$*$$

(upport to 4reparation of Additional Financing for the (outh<est

Area 1ntegrated ?ater esources 4lanning and 2anagment

4ro=ect ?F(DC $$$#" #"%Fe3%"& ##;9$$$*$$

(upport to 2etropiltan (anitation 2anagement 1nvestment 4ro=ectH

Audit and Deisgn evie< Advice for 7am3i and 4e>an3aru Detailed

Engineering Designs ?F(DC $$$## "!%Oct%"& ##;9$$$*$$

?F4F External EvaluationH Engagement of +ational

Evaluation Assistant ?F(DC $$$#! #;%+ov%"& #;9$$$*$$

Total Direct charges #9#:;98&"*86

Total A$o%ed and ffecti%e TA#$ants and 'i$ect Cha$ges #696#898&"*86 #$95&#9$$$

Statement 1

Append



ASIAN DEVELOPMENT BANK

ADMINISTRATOR FOR

SANITATION FINANCING PARTNERSHIP TRUST FUND

FROM BILL & MELINDA GATES FOUNDATION

As of 31 December 2014

(Amounts in US dollar)

TOTAL CONTRIBUTION COMMITTED 15,000,000.00

Amount received 8,500,000.00

Receivable 6,500,000.00

NET CONTRIBUTION AVAILABLE 15,000,000.00Income from investment 8,893.86

Loss on foreign exchange transactions (346.04) 8,547.82

TOTAL AMOUNT AVAILABLE 15,008,547.82

Amounts utilized for:

Project expenditures (Statement 2)

Technical Assistance (TA) (87,689.90)

Direct Charges (191,898.62)

ADB administration cost (4,384.49) 2/

(16.00) (283,989.01)

UNUTILIZED BALANCE 14,724,558.81 1

Outstanding commitment (4 572 310 10)

STATUS OF GRANT

Financial expense - bank charges

CHANNEL FINANCING AGREEMENT



Documents

2014 Water Financing Partnership Facility: Annual Report (January-December)