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KENYA
NAIROBI RIVERS BASIN REHABILITATION AND RESTORATION PROGRAM:
SEWERAGE IMPROVEMENT PROJECT
PROJECT COMPLETION REPORT
(PCR)
AHWS DEPARTMENT
September 2017
AFRICAN DEVELOPMENT FUND
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1
Language: English
Original: English
AFRICAN DEVELOPMENT FUND
PROJECT: NAIROBI RIVERS BASIN REHABILITATION AND
RESTORATION PROGRAM: SEWERAGE IMPROVEMENT PROJECT
COUNTRY: KENYA
PROJECT COMPLETION REPORT
December 2016
PROGRAM
COMPLETION
TEAM
Task Manager:
Team Member:
Sector Manager:
Sector Director:
Director General:
Nancy A.N. A. OGAL
Christopher MUTASA
Osward CHANDA
Osward CHANDA (OIC)
Gabriel NEGATU
Senior Water & Sanitation Engineer, RDGE.2/AHWS.2
Principal Financial Analyst, RDGE.2/AHWS.2
AHWS.2
AHWS & AWF
RDGE
PEER REVIEWERS
Walter ODERO, Macroeconomist, RDGE.0
Justin ECAAT, Principal Environmental Safeguards Specialist, RDGE/SNSC
Benson NKHOMA, Principal Water & Sanitation Specialist, COMW/RDGS.2
2
I BASIC DATA
A Report data
Report date Date of report: 30th January 2017
Mission date (if field mission) From: 21st November 2016 To: 2nd December 2016
B Responsible Bank staff
Positions At approval At completion
Regional Director Ms. Diaretou GAYE Mr. Gabriel NEGATU
Country Manager Ms. Domina BUZINGO N/A
Sector Director Mr. Ali KIES Mr. Mohamed EL AZIZI
Sector Manager Mr. Sering B. JALLOW Mr. Osward CHANDA
Task Manager Mr. Osward CHANDA Mr. John SIFUMA
Alternate Task Manager N/A
PCR Task Manager Ms. Nancy A.N.A. OGAL
PCR Team Member Mr. Christopher MUTASA
C Project data
Project name: Nairobi Rivers Basin Rehabilitation and Restoration Program: Sewerage Improvement Project (NaRSIP)
Project code: P-KE-EB0-003 Instrument number(s): 2100150023655
Project type: ADF Loan Sector: Water Supply and Sanitation
Country: KENYA Environmental categorization (1-3): 1
Processing milestones – Bank approved
financing only (add/delete rows depending
on the number of financing sources)
Key Events (Bank approved financing
only)
Disbursement and closing dates (Bank
approved financing only)
Financing source/ instrument1: 2100150023655 (UA 35 million)
Date approved: 6th December 2010 Cancelled amounts: n/a Original disbursement deadline: 31st
December 2015
Date signed: 23rd March 2011 Supplementary financing: n/a Original closing date: 31st December 2015
Date of entry into force: 9th December
2011
Restructuring (specify date & amount
involved): n/a
Revised (if applicable) disbursement
deadline: 30th December 2016
Date effective for 1st disbursement: 31st
January 2011
Extensions (specify dates): 365 days (1 year)
10th June 2015
Revised (if applicable) closing date: 30th
December 2016
Date of actual 1st disbursement: 9th
December 2011
PROJECT COMPLETION REPORT FOR PUBLIC SECTOR OPERATIONS (PCR)
AFRICAN DEVELOPMENT
BANK GROUP
3
Financing source/instrument (add/delete
rows depending on the number of financing
sources):
Disbursed amount
(amount):
Percentage
disbursed (%):
Undisbursed
amount:
Percentage
undisbursed (%):
ADF Loan UA 29,306,175.87 83.73% UA 5,693,824.13 16.27%
Government of the Republic of Kenya USD 5,740,000 79.94% USD 1,439,987.10 20.06%
TOTAL (Approximate figures in light
of prevailing UA/ USD conversion rates)
UA 33,546,215.87 84.14% UA 6,323,784.13 15.86%
Financing source/instrument (add/delete
rows depending on the number of financing
sources):
Committed amount
(UA):
Percentage
committed (%):
Uncommitted
amount (UA):
Percentage
uncommitted (%):
ADF Loan 35 million 100% - -
Government of the Republic of Kenya 4.87 million 100% - -
TOTAL 39.87 million 100% - -
Co-financiers and other external partners: See above
Executing and implementing agency (ies): Ministry of Water & Irrigation (MWI) and Athi Water Services Board (AWSB)
D Management review and comments
Report reviewed by Name Date reviewed Comments
Country Manager n/a
Sector Manager Mr. Osward CHANDA
Regional Director (as chair of Country
Team) Mr. Gabriel NEGATU
Sector Director (OIC) Mr. Osward CHANDA
II Project performance assessment
A Relevance
1. Relevance of project development objective
Rating* Narrative assessment (max 250 words)
4 Overview. The Development Objective (DO) of the Project was to improve the access, quality, availability, capacity and
sustainability of wastewater services in Nairobi for a sustainable environment through the rehabilitation and extension of
sewerage services and wastewater treatment facilities.
Relevance – Strategies/Policies. The DO was pertinent with respect to strategies and policies in place at appraisal. The
Project Appraisal Report (PAR) reported that the Government of Republic of Kenya (GOK) Vision 2030 and Mid Term
Plan (MTP) for 2008 – 2012 underscored the importance of investing in Water Supply and Sanitation (WSS) services as a
fundamental need for productive livelihoods, giving WSS prominence among the flagship projects. The Project is part of
the Nairobi Rivers Rehabilitation and Restoration Program (NRRRP) which aims to improve the environment of Nairobi
city and in particular the polluted rivers through amongst other strategies, expanding waste treatment systems. The NRRRP
had been elaborated in the Nairobi Sewerage Master Plan Study (1998) and detailed in the Feasibility Study (2010).
Additionally, pillar I of the Bank Country Strategy Paper (CSP) for Kenya (2008-2012) focused on supporting
infrastructure for enhance growth and had identified inadequate wastewater management as a threat to the environment
including water resources. Pillar I of the 2014 – 2018 CSP notes the importance of the water and sanitation sector.
Relevance - Beneficiaries. The Project underwent consultations with national and local stakeholders which deemed it a
priority project. Documentation exists demonstrating the stakeholder consultation process that was undertaken both at
planning and implementation stages and their respective outcomes. Sampled quantitative and qualitative data reviewed by
the PCR mission including testimonials from affected business enterprises and households demonstrate the beneficiaries’
positive perceptions of the Project.
* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory)
4
2. Relevance of project design
Rating* Narrative assessment (max 250 words)
3 Overview. As specified in the appraisal document, the Project comprised three components, namely: i) wastewater
infrastructure (UA 33.532 million), ii) Sanitation, Hygiene and Social Environmental Support (UA 3.273 million) and iii)
Institutional Support and Project Management (UA 3.064 million).
Design. Noteworthy aspects of design included:
A steering committee of the NRRRP, in collaboration with then Ministry of Environment and Mineral Resources
- now Ministry of Environment and Natural Resources (MENR), was to be constituted to monitor and guide the
Project implementation during its quarterly coordination meetings. The MENR being responsible for the NRRRP
would be in a better position to liaise and coordinate between the stakeholder Ministries and statutory bodies to
facilitate and monitor Project implementation.
Athi Water Services Board (AWSB) jointly with the City Council of Nairobi (CCN), now the Nairobi County
Government (NCG), and the Nairobi Water and Sewerage Company (NWSC) would be responsible for
implementation of the promotional hygiene and sanitation components with support from Non-Governmental
Organization (NGOs) and Community Based Organizations (CBOs). Involving the key actors would guarantee
advocating best practices and sustained awareness on sanitation and thereby address the past problem of low
sewerage connection rates within the Project area.
The procurement for the physical infrastructure works would be a two-stage tendering processes for design and
construction respectively.
Implementation of Design. The implementation structures put in place were appropriate for the context as they aimed to
address capacity gaps within the Project executing (MWI) and implementing agencies (AWSB). The PCR mission however
noted that the steering committee did not fulfil its mandated role. This impacted negatively on key processes and functions
including timely acquisition of wayleaves, security of Project sites and of Project staff, monitoring of some of the Project
outcomes, and implementation of some activities under the promotional hygiene and sanitation. As a result, aspects of E&S
safeguards were not systematically assessed and reported on although these formed the basis for the Project’s objectives.
In terms of Project design, such reporting would typically be important for the proactive identification of problems and any
eventual modification in scope.
The PCR mission learnt that a Consultancy firm was engaged to undertake tasks under the promotional hygiene and
sanitation components and that both the NCG and the NWSC were involved variously at implementation. Officials of the
MENR expressed concerns on the sustainability of this approach in light of the need for continuity in sensitization efforts
under the NRRRP. NWSC also lamented the low willingness amongst targeted beneficiaries to connect to the sewerage
systems despite the ongoing promotional campaigns. The PCR mission noted that only one training of trainers on health
and hygiene practices was conducted instead of the planned sixteen which targeted 24000 people. The understanding was
that the trainers would in turn train the general public through various channels and instruments, as the context may require,
and achieve the intended outcomes or higher with a higher level of efficiency.
Implementation of the tree planting was also shifted from MENR to the AWSB on grounds of capacity shortfalls within
MENR although MENR was initially reticent on adoption of this approach. Once mature, the 25,000 trees will be handed
over to MENR, who is also mandated with the role of environmental conservation, to ensure their sustainable growth.
With respect to implementation of the physical works, the PCR mission noted shortfalls in unit operations at the inlet works
of the Dandora treatment facility. The screens and grit chamber are dysfunctional due to failure of the PLC control system
resulting in flow of screenings into the anaerobic ponds where once settlement occurs, results in reduction of the effective
depth necessary for anaerobic digestion. Essentially, the load on the waste water is excessive as it leaves the anaerobic
ponds and flows to the subsequent ponds resulting in effluent with higher loading of both BOD5 and Chemical Oxygen
Demand exceeding standards. The rehabilitation and duplication of the inlet works encompasses the scope of the proposed
NaRSIP II.
The conventional two-stage tendering was also found to be inappropriate for the Kariobangi Treatment Works owing to
the specialized nature of activities and given that only preliminary designs were available at the tendering stage. Instead a
Design, Supply and Install (DSI) contract was implemented. There was a significant time loss due to this modification.
Preparations and approvals of the various documents needed for the DSI contract required an additional four months and
procurement commenced in 2014 with the contractor commencing works in early 2015. Coupled with delays at
implementation (including acquiring tax exemption and processing payment certificates), as at the time of the PCR mission
only 55% of the works were complete against a time lapse of 92.03%. It was however noted that the DSI approach has
helped realize savings in actual activity timeframe, ensured better quality control for works and budget management and
also enhanced accountability. It this context, this element of design should be viewed as reasonably successful in as much
as there has been a knock-on effect on overall project implementation timeline.
5
3. Lessons learned related to relevance
Key issues (max 5, add rows as needed)
Lessons learned Target audience
1. Efficiency of
implementation
modalities - a need to
assure adequate
budgetary allocation to
facilitate coordination
At appraisal, it is critical to factor-in the requirements for the success of project
implementation arrangements within the project design. In the case of
operationalising a National project steering committee with a broad mandate
cutting across several Government Ministries, statutory bodies as well as
International Organizations (United Nations Environment Programme -
UNEP), it should be clear how the budgetary requirements to facilitate
coordination are met and by who. This will not only ensure effectiveness in
carrying out of project activities but will also enable monitoring progress of
both outcomes and outputs
GOK, Bank
2. Appropriateness of
contract model for
specialized engineering
works with insufficient
design details
In future GOK contracts for specialized works such as wastewater treatment
plants whereby it is not practicable to prepare detailed designs of works upfront,
a preliminary design shall be carried out by the design engineer for tendering
purposes whereas the responsibility of detailed design shall rest on the
contractor for the construction works as is the case under a Design and Build
contract model. This will ensure savings in both time and cost of project
implementation.
GOK, AWSB
B Effectiveness
1. Progress towards the project’s development objective (project purpose)
Comments
Overall Assessment of Progress. In general terms, the Project has made good progress towards the DO of rehabilitating and expanding
sewerage services management of Nairobi city for sustainable environment. For instance:
The Dandora Treatment Plant is complete and has an additional treatment capacity of 40,000m3/ day;
Rehabilitation of the Kariobangi Treatment Plant has progressed well (55% complete) and is expected to be completed by June
2017 with a restored operational capacity of 32,000m3/day;
Construction of an additional 63.3 Km Trunk Sewers and 43 Km reticulation lines is complete;
Planting 25,000 trees along riparian zones is complete;
Construction of ablution blocks in informal settlements is 67% complete;
Training of AWSC/NWSC staff on management of sewerage systems was conducted;
Training and dissemination targeting 25,000 people on health and hygiene was conducted.
The PCR mission team was also able to collect information suggesting progress towards the environmentally appropriate collection and
treatment of sewage (please refer to References section for sources of data). Although some of the PAR targets have not been met:
There is an improvement in the quality of river water with an average five days effluent Biochemical Oxygen Demand (BOD5)
of 67.5 mg/l attained for Nairobi River, 48 mg/l for Ngong’ River and 39 mg/l for Mathare River compared with the average
300 mg/l baseline value. Specific details are as follows:
o Nairobi River BOD5 ranges between 10 mg/l to 120 mg/l ;
o Ngong River BOD5 ranges between 10 mg/l to 75 mg/l ;
o Mathare River BOD5 ranges between 5 mg/l to 100 mg/l
There is indication of increase in the percentage of the population connected to the sewerage system in the Project area with an
additional 3,000 connections installed in the sections that have been handed over to NWSC;
In terms of water pollution, the Dandora treatment works is operational but the effluent BOD5 of 90 mg/l is higher than the
baseline value of 57 mg/l due to shortfalls in the inlet units. It is noteworthy that from the savings realized under the consultancy
services for the infrastructure works under the Project, a consultancy firm was commissioned to undertake an analysis of these
shortcomings and the corrective actions are expected to be implemented under the proposed NaRSIP II. The Kariobangi
treatment facility, once operational in June 2017, is however expected to meet the PAR target of below 30 mg/l BOD5 compared
to the baseline value of 231 mg/l BOD5; and
In terms of health outcomes, the incidence rates of new cases of typical water borne diseases has decreased by 45.5%.
6
Assessment against targets. The Project’s DOs including the targets identified at appraisal are discussed further in the sections on
Outcome and Output reporting.
Gender Equality. Although there was no specific gender strategy for the Project, gender issues were analyzed during the Project
preparation and appraisal and quantitative mechanisms to promote and report on gender were integrated into the Project’s Results Logical
Framework (RLF). Although there was no monitoring and reporting on the same at implementation, the PCR mission ascertained from
field visits that the requirement of ensuring that Self Help Group committees established under the Sanitation and promotional hygiene
component have at least 50% female active membership was mandatory and was observed. Additionally, 50 per cent of the 150
AWSC/NWSC staff trained on managing sewerage systems were women.
2. Outcome reporting
Outcome
indicators (as per
RLF; add more rows as
needed)
Baseline
value
(Year) (A)
Most
recent
value
(B)
End target (C)
(expected value
at project completion)
Progress
towards
target (% realized)
Narrative assessment (indicative max length: 50 words per outcome)
Core
Sector
Indicator (Yes/No)
Outcome 1: Quality of water of
the
Nairobi rivers
BOD5
300mg/l
(2009)
BOD5
averages
between 39
mg/l to
67.5 mg/l
BOD5 less
than 30mg/l
86.11 –
96.67%
The PAR targets have not been attained
although there is a notable improvement in
the quality of water as detailed under Section
B.1 on progress toward Project DO.
No
Outcome 2: Quality of
wastewater
effluent discharged
into the
Nairobi rivers
Dandora
effluent
BOD5
57mg/l;
Kariobangi
effluent
231mg/l
(2009)
Dandora
Effluent
BOD5
90mg/l;
Kariobangi
not yet
operational
Effluent
BOD5 less
than 30mg/l
81.82%
for the
Dandora
treatment
facility
- NEMA effluent standards are not fully
met at the operational Dandora
treatment facility due to ineffective
operations at the inlet works.
- It is anticipated that once operational,
by June 2017, the Kariobangi treatment
facility would meet NEMA BOD5
standards of < 30 mg/l based on the
design capacity of the facilities.
No
Outcome 3: Percentage of
population
in surrounding
areas with
access to Sewerage
facilities
40%
(2009)
- 59% - No information was collected during
supervisions and data was not available at
completion. Without the relevant data, it is
not possible to assess the outcomes against
this indicator. The only available
information is that so far a total of 3,000
sewerage connections (an approximate
18,000 people) have been installed in the
sections that were recently handed over to
the NWSC.
Yes
Outcome 4: Incidence of
waterborne
diseases
52 %
(2004)
6.5% 20%
227.5% In addition to the progress made,
information received from the county
disease surveillance coordinator of the NCG
indicate that there have been health
improvements with 22% reduction in
diarrhoea morbidity after the sanitation
improvements were carried out.
Yes
Outcome 5: Percentage of
residents in
the surrounding
areas practicing
good hygiene
Increase
from 25 %
(2009)
60% 37 % 291.6% The PAR target has been exceeded. It is
noteworthy that the data was not available at
the time of the PCR mission but was an
output of the survey conducted under the
Sustainable Communication component of
the Project which was concluded in March
2016.
No
7
Rating* (see IPR
methodology) Narrative assessment
3 General and high-level data as captured in Section B.1 on Progress towards the Development Objective and the
indicators above reveal that there are reasons to believe that progress in terms of reduced river water pollution
and reduction of water-borne diseases has indeed occurred. However, there are a number of issues which impede
the assessment of the Project’s outcomes against the indicators specified at appraisal. Lack of data obtained
during supervisions and made available at completion. It was not specified in the PAR how data would be
collected and monitored throughout implementation. It may be worth noting that there is no indication that the
Project has failed to meet the outcomes specified at appraisal. In fact, performance appears to be satisfactory.
The shortcoming, in this instance, is not on the achievement of objectives but rather on reporting of achievement.
Had these shortcomings been identified at an earlier stage, a framework might have been developed and capacity
enhanced.
3. Output reporting
Output indicators (as specified in the RLF; add more rows as
needed)
Most recent
value
(A)
End target (B)
(expected value at project
completion)
Progress
towards
target (% realized)
(A/B)
Narrative assessment (indicative max length: 50 words per output)
Core
Sector
Indicator (Yes/No)
Output 1: Length
of trunk lines
and reticulation
lines laid
Additional
63.3 km of
trunk sewers
and 43km of
reticulation
laid
Additional
54km of trunk
sewers and
40km of
reticulation
laid by 2014
+117.22%
(Trunk sewers)
+107.50%
(Reticulation
system)
The progress indicates that the end target has been
exceeded by 17.22% and 7.5% respectively for
the trunk sewers and the reticulation system. It is
worth noting that cost savings realized from the
consultancy services for the wastewater
infrastructure and some of the works contracts
services were mobilized towards laying more
sewers than planned at appraisal so as to increase
the level of connectivity.
Yes
Output 2: Volume
of waste water
treated
Additional
40,000m3/d
treatment
capacity at
Dandora
Additional
40,000m3/d
treatment
capacity at
Dandora;
Kariobangi
restored
capacity to
32,000 m3/day
56.7% The target for the Dandora Treatment Facility
have been met based on the supervision reports
provided by NWSC. In the case of the Kariobangi
Treatment Facility, the implementation status is
55% complete and it is projected that the 32,000
m3/day target for operational capacity will be met
once the plant becomes operational in June 2017.
Yes
Output 3: Quality
of water of the
Nairobi rivers
3,000 72,553
sewerage
connections
installed
4.1%
The figure indicated is only for sewers that were
recently handed over to NCWSC. At the time of
the PCR mission, there was no detailed report
indicating the area, no. of connections installed
and resultant no. of people served. It is however
worthy to note that this is an ongoing activity and
connections are expected to increase especially
with the implementation of the proposed NaRSIP
II which will focus on construction of reticulation
sewers so that more people can be served.
Yes
Output 4: Number
of public ablution
toilets
67 ablution
blocks
constructed in
informal
settlements and
run by CBOs
100 ablution
blocks
constructed in
informal
settlements and
run by CBOs
67% The target has been partially met. The Project IA
indicated that the contract for the first batch of 50
ablution blocks consumed the entire budgetary
allocation for the ablution blocks. However,
during construction, some savings were realized
and directed towards construction of additional
17 ablution blocks for public use in order to
increase impact.
Yes
8
Output 5: Number
of trees planted
25,000 trees
planted
11,000 trees
planted
227.27% This target has been exceeded by 127.27%. As at
the time of the PCR mission, some of the
burgeoning tree saplings had withered and were
reportedly being replaced by the contractor to
ensure a 100% tree survival rate to maturity prior
to handing over to MENR.
No
Output 6: Number
of NWSC/ AWSC
staff trained
150 staff from
AWSB and
NWSC trained
to manage
sewerage of
which 50% are
women
About 150
staff of which
40% are
women of
AWSB and
NWSC trained
to manage
sewerage by
2014
100% This target has been reportedly met through
various customized trainings held for the targeted
AWSB/NWSC staff. It is worth noting that the 40
per cent target for gender equality was exceeded
as 50 per cent of the 150 staff that were trained
were women.
No
Output 7: Number
of sensitization
campaigns in health
and hygiene
practices
1 no. training
and
dissemination
of information
through posters
on health and
hygiene
targeting
25,000 people
of whom 50%
were women
16 no. health
and hygiene
sensitization
campaigns
targeting
24,000 people
of whom at
least 50% will
be women
104.17% Despite the alteration in the defined approach for
hygiene and sanitation sensitization campaigns,
the targeted population of 24,000 people was
reportedly exceeded as 25,000 people were were
sensitized. The PCR mission also noted from
field visits the mandatory requirement of 50 per
cent women membership in the management
committees of community self-help groups to be
responsible for the operations of the installed
ablution blocks. The target can therefore be
viewed as having been exceeded.
No
Rating* (see IPR
methodology) Narrative assessment
4 Out of the seven output indicators selected at appraisal, it was possible to fully assess the progress on six. Of
these, two have fully met the target and one is expected to meet the target upon Project completion, projected at
June 2017. Specifically: i) the operational capacity of the Dandora treatment works has been increased, ii) 150
staff of the AWSB/ NWSC staff have been trained on sewerage management and iii) one training aimed at
sensitizing 25,000 people was conducted. Furthermore, the full operational capacity of the Kariobangi Treatment
works is expected to be restored upon Project completion. Two of the seven outputs have exceeded the targets
at the time of the PCR mission. These are the laying of the trunk mains and the reticulation system and planting
of trees. It is however not possible to assess the level of attainment of the output on connectivity to the sewerage
network given no records were maintained although it is highly likely to be met progressively as completed
sections are handed over to the utility company (NWSC) and under the proposed NaRSIP II.
4. Development Objective (DO) rating
DO rating (derived from
updated IPR)* Narrative assessment (indicative max length: 250 words
3 As per the Staff Guidance on Implementation Progress and Results Reporting (2012), the ratings for
outcomes and outputs are combined to assess the progress towards meeting the development objective.
The Project may eventually achieve its development objective provided that the remaining outputs are
completed in good time, the AWSB and GOK are fully committed to the outcomes specified at appraisal
and funds mobilized in time towards implementation of the proposed NaRSIP II.
9
5. Beneficiaries (add rows as needed)
Actual (A) Planned (B) Progress towards target (% realized) (A/B)
% of
women
Category (e.g. farmers, students)
150 no. 150 no.
(Staff trained)
100% 50% Staff of AWSB and NWSC
25,000 no. 24,000 no.
(People sensitized)
104.17% 50% Populations living within the Project areas
Tentatively
*18,000 people
from the 3,000
sewerage
connections
72,553 no.
See Section B.3 output 3 for
explanation
- Institutions, business enterprises and
households within the Project areas
*This figure is arrived at based on a best estimate assumption of eight beneficiaries per installed connection.
6. Unanticipated or additional outcomes (add rows as needed)
Description Type (e.g. gender,
climate change, social,
other)
Positive or
negative
Impact on project (High, Medium, Low)
Direct and indirect job creation. It is estimated that a total of 2,000 jobs
were created at the implementation stage of the sewerage and sanitation
infrastructure facilities and an additional 200 anticipated to be created at
the post commissioning phase. This enumeration includes WSS related
income generating activities within the Project areas
Economic Positive Medium
Co-generation. It is anticipated that upon completion, 0.5 megawatts of
electricity will be generated each month from digesting the sludge at the
Kariobangi treatment facility. This would represent 62.5% of the
electricity needs (0.8 megawatts per month) of the Treatment Plant.
Climate change Positive Medium
Recycling/reduction in environmental degradation. It is anticipated
that an estimated 30,000 kg/day of treated sludge from the treatment
facilities (both Kariobangi and Dandora) usable as soil conditioner or
largely meeting NEMA standards for dumping at landfill site.
Environmental Positive Small
7. Lessons learned related to effectiveness (add rows as needed)
Key issues (max 5, add rows as needed) Lessons learned Target audience
Results monitoring framework and supporting
institutional arrangements
Given the constraints in assessing some of the
indicators for Project effectiveness at completion, a
lesson to be learnt is the importance of establishing
appropriate mechanisms for monitoring and
reporting on progress. It is critical to introduce
mechanisms to gather data over the course of Project
implementation at the Project design stage. In order
to support this, institutional arrangements should be
assessed in detail, and recommendations for filling
fiscal and capacity gaps defined.
Bank, MWI
Satisfactory progress towards development objective The lessons to be learnt concerning the satisfactory
performance is that performance monitoring can
facilitate reporting on outputs and outcomes at
completion. It can also impact the actual achievement
of outputs and outcomes. The satisfactory
achievement in the DO is attributable to the
satisfactory achievement in terms of outcomes. This
may be more a reflection of the performance
monitoring framework than of the Project’s
achievement.
Bank
10
C Efficiency
1. Timeliness
Planned project duration – years (A)
(as per PAR) Actual implementation time – years
(B) (from effectiveness for 1st disb.) Ratio of planned and actual
implementation time (A/B)
Rating
*
5 years (60 months) 6.42 years (77 months) 0.78 3
Narrative assessment (indicative max length: 250 words)
Given that some Project components remain under construction, this section considers an earliest Project completion date of 30th June
2017.
The Project implementation was planned for a period of five (5) years from the date of effectiveness to the date of the last disbursement
of ADF funds. Actual implementation timeline was however 6.42 years (77 months). A 365 days’ time extension was granted in 2015
to allow completion of outstanding works given the disbursement rate of the ADF loan at the time was only 72.37% against a time
lapse of 95.83%. The PCR mission noted during field visits that implementation of the wastewater infrastructure component, which
accounts for 82% of the overall Project cost, are at an estimated 80% completion rate and are expected to be finalized by June 2017.
Other outstanding activities include the Sustainable Communication Consultancy which is expected to be concluded in March 2017.
Some of the difficulties and site constraints encountered during Project implementation and which had an impact on time include: i)
difficulties in obtaining permits from Government and statutory organizations and liaison with the same organizations; ii) encountering
of existing underground services including Kenya Power and Lightning Company cables and recurrent breakages of NWSC water
pipes; iii) construction work challenges occasioned by having work sites spread out over the whole of Nairobi county and the southern
part of Kiambu county which resulted in logistical challenges; iv) high percentages of rock and marsh in some areas; v) imposition
of incommensurate fees for wayleaves, crossings and relocations and the need for extensive traffic diversion; vi) heavy encroachment
of the riparian reserves; vii) lack of authenticated ownership of land parcels, given that the project areas covered informal settlements
within an urban setting, which affected implementation of the Resettlement Action Plan (RAP); and viii) matters regarding road re-
instatement. In addition, there was stoppage of works following court restraining orders filed by some of the Persons Affected by the
Project (PAPs). There were also security risks to Project staff at Project sites located within the informal settlements.
These problems are not unique to this Project. Working underground and within heavily encroached riparian zones has its own
peculiarities. In most countries there are no records of buried infrastructure (pipes, cables, etc.) and it is thus not uncommon that works
commence without detailed studies and records.
2. Resource use efficiency
Median % physical implementation
of RLF outputs financed by all
financiers (A) (see II.B.3)
Commitment rate (%) (B) (See table 1.C – Total commitment rate of all
financiers)
Ratio of the median percentage
physical implementation and
commitment rate (A/B)
Rating
*
100% 100% 1 4
Narrative assessment (indicative max length: 250 words)
In terms of project realization of desired results at output level, the project has significantly made progress and is expected to ultimately
improve the lives of intended project beneficiaries. Analyses of the integrated progress data indicate great success in this regard
(88.39% performance achievement) based on the 84.27% funds disbursement level to the executing agency (EA). As at the time of
the PCR mission, 100% of the project funds had been committed with USD 29.07 million out of the USD 35 million ADF loan and
USD 5.74 of the counterpart funds disbursed to the project translating to disbursement levels of 83.1% and 91% respectively. This is
highly satisfactory in light of the current level of project progress (88.39%). It is expected that 100% of the project funds will be
disbursed by the project closing date of 31st March 2017 given all pending payments are currently being processed to be paid against
bonds in lieu of release of retention funds and payment of any pending works.
Five out of the eight project output indicators have been fully achieved or exceeded. The targets of the remaining three outputs that
have not been achieved are due to i) inadequate budgetary allocation for the component (ablution blocks – 67% achievement level);
ii) inadequate infrastructure for reticulation and low willingness to connect to sewers in some cases (connectivity to sewerage system
– 4.1%); and iii) delayed completion of works in the case of the Kariobangi treatment facility which is excepted to treat an additional
43.3% of sewerage). It is anticipated that the level of sewerage connectivity within the project area will increase in the wake of the
recently concluded Sustainable Communication Consultancy Services, a sub-component of the Project, which also addressed issues
on willingness to connect and pay for sewer services. This notwithstanding, the target specified in the log frame might not be fully
met due to a limited reticulation infrastructure system (augmentation proposed under NarSIP II).
It is noteworthy that in accordance with PCR Guidelines, the resource use efficiency is calculated as the median value (not the average)
of the rate of achievement of all outputs compared against the commitment rate (100% in this case). The impact of extreme values
thereby balance out between the exceeded and the underachieved outputs to arrive at the stated value.
11
3. Cost benefit analysis
Economic Rate of Return
(at appraisal)
Updated Economic Rate of Return
(at completion)
Rating
*
20.2% 22.6% 4
Narrative assessment (indicative max length: 250 words)
As reflected in the output and outcome sections, the main Project targets and objectives have been attained or are on course to be met.
The main target that was unmet was the construction of 100 ablution blocks. These are interventions that have a massive impact in the
informal settlements. It is hoped that lessons learnt from the construction of the 67 ablution blocks can be used to ensure continued
interventions in those areas.
The major output that was exceeded of laying 54km trunk lines and 40km of reticulation lines will contribute to increased numbers of
connections, which will lead to improved system performance, reduction of pollution of water systems, reduction in water borne
infections and enhancing environmental aesthetics in the city and surrounding areas. With those assumptions in mind, the project is
already delivering economic benefits to the beneficiaries with an EIRR of 22.6%, which is still higher than the estimated opportunity
cost of capital of 10%. The beneficiaries are already connecting to the sewerage system, and more numbers are expected to be added,
which will improve the financial capacity of the NWSC.
The economic analysis assesses the wider beneficial impact of the interventions and also highlights the broader strategic socio-
economic and environmental impacts associated with the project interventions in terms of improving living environment of people
living around the Nairobi rivers, improved access to sewerage services, employment generation, reduction in incidence of waterborne
and water-related diseases and, reductions in mortality rates and building local capacities through training in sewerage management.
The following broad parameters constitute the variables for the assessment; (i) patient health treatment and travel costs saved; and (ii)
value of less adults, infants and students falling sick with diarrhoea.
4. Implementation Progress (IP)
IP Rating (derived from
updated IPR) *
Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory or Highly
Unsatisfactory, as per last IPR). (indicative max length: 500 words)
3 The Implementation Progress rating takes into account the following aspects:
Compliance with covenants. In addition to the General Conditions precedent to Entry into Force, the Loan
Agreement included three Conditions Precedent to the First Disbursement, notably MWI to: i) Provide
evidence to the Fund of a Subsidiary Financing Agreement between GOK and AWSB, on terms and
conditions acceptable to the Fund; ii) Provide evidence of having opened two special accounts in a Bank
acceptable to the Fund, and iii) evidence of issuance of a certificate from NEMA for construction in the
specified way leaves.
All these conditions were fulfilled although not within the stipulated timeframes.
The Undertakings were notably the requirement for the Borrower to submit evidence satisfactory to the Fund
of: i) a Service Provision Agreement signed between AWSB and NWSC for the second 5 year period; ii)
evidence of land transfer to AWSB for sewerage infrastructure development and proof of compensation for
persons whose properties are affected; iii) evidence of transfer of the urban WSS infrastructure from CCN
to AWSB.
The first and third conditions have been substantially fulfilled. With respect to the second condition, over
95% of the RAP issues have been settled. For the few remaining minor cases, there is need for proof of
ownership in order that payment can be made.
In terms of audit compliance of the Project, the PCR mission noted that an unqualified clean opinion was
given for the 2015/16 audit report for the Special Account whereas a qualified opinion was issued for the
Project Accounts. It was also noted that although the Statements of Expenditure were not issued, they were
included in the audit scope. The Bank Financial Management division, in its conclusion of the review of the
audited statements however accepted the audited financial statements on the basis that both the PIU and the
auditors had substantially discharged their duties and responsibilities and that the issue raised as a
qualification point had been resolved during the 2014/2015 financial year. Furthermore, the PIU was required
to implement the recommendation of the auditors by 31st March 2017.
With respect to E&S safeguards, additional details can be found in the relevant sections of the PCR report.
12
Project systems and procedures. An assessment of procurement performance revealed that Annual
Procurement Plans for the Project were prepared by the IA and approved by the Bank. An assessment of the
actual performance indicates time slippages, of up to four (4) months for some of the activities which has
been attributed to delays in both processing and approval of the various outputs, poor performance with
respect to processing tax exemptions for contractors and with issues concerning contract planning in the case
of the Kariobangi Treatment works. There were however savings realized under some of the Project
components (Lots I and II of works contracts and the consultancy services) which were used to implement
additional works under the Project including the feasibility study and detailed design for the proposed
NaRSIP II.
Project execution and financing. Bank financing can be considered to be highly satisfactory based on the
fact that 83.1% of the funds were disbursed against a progress of 88.39% before the deadline.
Monitoring and Evaluation (M&E) Framework. Whereas specific parameters for monitoring Project
outcomes and outputs were clearly established at appraisal and captured in the logical framework, some of
the qualitative and quantitative data notably the i) sewerage connectivity, ii) quality of the effluent discharge
at the Treatment Facilities and iii) water quality along the Nairobi Rivers iv) prevalence of waterborne
diseases in the Project area may have been collected by the responsible Government bodies and Statutory
Organizations but were not regularly reported on by the Project.
5. Lessons learned related to efficiency
Key issues (max 5, add rows as needed) Lessons learned Target audience
Mitigating delays in
implementation of works by
ensuring Quality at Entry
While Project delays were caused by a number of factors, the timeframe
specified at appraisal was overly optimistic given that only preliminary
designs were available at appraisal for some of the wastewater
infrastructure components - notably the Kariobangi Treatment facility.
Some of the problems encountered in practice could have been better
anticipated by adopting appropriate contract management approaches or
ensuring that the detailed designs of the works were prepared by the time
of appraisal to assure Quality at Entry.
AWSB/MWI
D Sustainability
1. Financial sustainability
Rating
* Narrative assessment (indicative max length: 250 words)
3 The financial sustainability of the intervention will depend a lot on the sustained drive to connect as many beneficiaries to
the system as possible. Judging by the enthusiasm and commitment of the NWSC and the AWSB to ensure more beneficiaries
are connected to the sewer system, the outlook is positive. Since the sewerage bill is a factor of the water bill, initiatives to
increase water coverage in greater Nairobi, will have a knock on effect on the overall revenue attributable to the sewerage
component, and therefore improving on the financial sustainability of the sewerage business. The main revenue driver will
be the number of additional connections. The NWSC and AWSB are engaged in driving connectivity to the systems, and a
number of organisations and NGOs are also involved in encouraging customers to connect to the system Some of the
initiatives include revolving credit schemes where soft loans are availed to encourage more customers connecting to the
system.
Thus sustainability should also be looked at from the perspective of billing and collections. The NWSC has a credit and
billing system in place that enables the company to bill and collect appropriately.
13
2. Institutional sustainability and strengthening of capacities
Rating
* Narrative assessment (indicative max length: 250 words)
3 Sector Overview. NWSC is the utility responsible for wastewater services delivery operates under the aegis of the CCN,
presently transformed into the Nairobi County Government. Further, the NWSC has indicated plans to separate water and
wastewater services provision within its internal organizational structures in order to streamline services delivery.
Assessment. The Project has made some contributions towards strengthening of institutional capacities. Specifically 150
AWSB/NWSC have been trained on sewerage management and 1 no. training and dissemination of information through
posters on health and hygiene targeting 25,000 people held. However, the Project might have played a more significant role
had a comprehensive institutional assessment taken place at appraisal and a corresponding action plan for capacity building
developed. In terms of staffing, there is evidence of skill existing within both the AWSB and the NWSC. The Project has
also scheduled a phase for capacity building of NWSC staff on facility operations and maintenance (O&M) procedures by
the contractor for the Kariobangi Treatment works. However the PCR mission noted a lack of formal written operational
procedures for support functions like finance. Based on the financial management and procurement assessments conducted
during the PCR mission, the use of Bank systems in the water and sanitation sector remains appropriate although the use of
country systems is still under consideration.
3. Ownership and sustainability of partnerships
Rating
* Narrative assessment (indicative max length: 250 words)
3 Ownership: At Project formulation, stakeholder consultation was undertaken and the Project was prioritized as part of the
NRRRP. A series of participatory meetings and discussions were conducted by all stakeholders including beneficiaries
during Project design. Stakeholder consultation at implementation stage resulted in formation, with support from the Nairobi
County Government, of Community Based Organizations (CBOs) which subsequently applied for funding for ablution
blocks under the Sanitation, Hygiene and Social Environment Support Project component. The Project can there be assessed
as having highly satisfactorily inculcated a sense of ownership amongst stakeholders.
Partnerships between Sector Institutions. For the most part, responsibilities for the Project remained clear. The NWSC is
responsible for billing and collections arising from the constructed assets as formalized by the “Services Provision
Agreement” while the AWSB will continue to oversee ownership of assets. While the current arrangement appears
sustainable on account of cross-subsidy of wastewater functions, it is difficult to assess the impact of separation of the
wastewater functions from water supply delivery functions within the NWSC as anticipated under the ongoing Organization
Study for Sewerage Improvement Services. The GOK would need to carefully plan and execute any such separation in order
to ensure the ongoing sustainability of institutional arrangements in the sector.
Beneficiaries and Stakeholders. An area which appears to have received insufficient attention is involvement of
beneficiaries through strengthened partnerships with the MENR, Nairobi County Government, internal security organs as
well as civil society organizations at Project implementation. This is typically an important element for the continued
maintenance and hence sustainability of Project outputs. However, a lack of information provided at appraisal and during
implementation impedes any meaningful assessment of the sustainability of these partnerships.
4. Environmental and social sustainability
Rating
* Narrative assessment (indicative max length: 250 words)
3 The PCR mission undertook an assessment of the E&S safeguards and found as follows:
E&S management, monitoring, and reporting mechanisms were established and the ESMP was prepared as a
standalone document. The environmental mitigation measures, which were broadly identified in this framework of
a plan, were included by AWSB in bidding documents. There is also a dedicated team with E&S expertise within
both AWSB and the consultancy firm. The AWSB Project team worked with the contractors and supervising
consultant in devising practices to resolve E&S impacts and complaints by the affected communities as they arose.
There was also documentation prepared on the implementation of the ESMP.
The Project was designed so as to minimize relocation of communities as much as possible with 1174 persons
considered as Project Affected Persons (PAPs) under the Resettlement Action Plan (RAP) prepared in accordance
14
with Bank’s Policy to address the needs of vulnerable groups including women and children. At the time of the
mission, a total of KShs 166 million (approximately USD 1.66 million) had been paid from the GOK Escrow
account as compensation to a total of 1667 PAPs so as to secure wayleave for the sewer lines. The PCR mission
noted that the PAPs were included in the RAP implementation committee and were involved in the community
sensitization and awareness activities under the Project. Most of the affected people are reportedly owners of the
temporary structures on the riparian land. A limited number of the affected population have no recognizable legal
right or claim to the land they are occupying in the Project area. The latter minority has been attributed to the
inconclusive implementation of the RAP as at the time of the PCR mission.
NEMA and the Water Resources Management Authority (WRMA) are expected to conduct post-Environmental
Impact Assessment (EIA) monitoring in order to guarantee Project compliance with national legislation and
regulations. A laboratory testing program conducted by the NWSC at the Dandora Treatment facility indicates that
the quality of treated effluents from the plant presently does not comply with the requisite standards for BOD5 < 30
mg/l.
The Quarterly Progress Reports submitted by AWSB to the Bank lacked details on the management of E&S
concerns as the Bank did not formally make E&S reporting a requirement for the Project. No significant collection,
monitoring, or reporting of quantitative data on the Project’s environmental impacts was conducted and social
monitoring was generally lacking.
Social impacts of the Project were not examined as part of the post-EIA monitoring activities. However, the tariff
structure for wastewater services incorporates social concerns through the use of increasing block tariff structure.
5. Lessons learned related to sustainability
Key issues (max 5, add rows as needed) Lessons learned Target audience
1. Need for cost recovery in wastewater services
provision
Inability to cover operational costs for wastewater
services appears to be a challenge for NWSC
although the MWI in its National Water Services
Strategy (2007-2015) aims to gradually achieve
operational cost recovery of all WSS systems with
the exception of targeted subsidies to the poor. An
Organizational Study is reportedly underway to
assess the viability of the sewerage services
provision under the NWSC. It is expected that the
study will define clear guidelines for ensuring cost
recovery including rationalized tariff regimes of the
sewerage systems so as to ensure sustainable
operations. For future revenue-generating
wastewater projects, Bank supervision should entail
periodic assessment of the costing model and the
levels of returns.
Bank /
AWSB/NWSC
2. Adopting an integrated approach for attaining the
intended goal of the NRRRP of environmental
sustainability
The PCR mission noted that the Project addressed
one key element of the larger NRRRP i.eto reduce
environmental pollution from treatment facilities. In
order to ensure attainment of the overall NRRRP
objective, the following aspects equally require
urgent attention: - i) Increased capacity of sewerage
systems including installation of additional service
connections, augmentation of the existing
reticulation systems and incorporating further
treatment in existing treatment facilities (tertiary)
where necessary so as to ensure compliance with
NEMA standards, non-point-pollution source
treatment facilities. The activities have already been
captured within the scope of the proposed NaRSIP II;
ii) Establishment of an integrated solid waste
GOK,MENR,MWI
15
management system to address the current
proliferation of wastes dumps within and along the
Nairobi Rivers’ courses. JICA reportedly financed a
study on integrated SWM and the recommendation
are under consideration by GOK; iii) Establishment
of an effective storm water management system
incorporating river bank protection facilities, and
enhanced flood control capacity so as to reduce the
risks of floods and drought; iv) Enrichment of the
river ecosystem through introduction of ecological
buffer zones, such as wetlands, and v) Effective
management of encroachment by informal
settlements and economic activities along the river
basins so as to enhance the local economy.
3. Sustainability of partnerships and stakeholder
ownership for safeguarding Project outputs
The consultancy firms and the contractors engaged
under the Project decried the inadequate links
between Government institutions and statutory
Organizations as a major setback to acquisition of
wayleaves and permits, relocation of services and
monitoring of Project results amongst others
impediments. There were also reported security
challenges which impacted on the productivity of the
Project field staff and which could have been avoided
through effective cooperation and collaboration with
both the Internal Security agencies and the local
administration. The PCR mission observed that in
order to ensure sustainable operations of the
facilities, continued partnership through cooperation
and liaison across stakeholder organizations is
crucial. This may entail restoration and full
operationalization of the Project Steering Committee
within the MENR.
GOK
III Performance of stakeholders
1. Bank performance
Rating
* Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of the project
(both quantitative and qualitative). See guidance note on issues to cover. (indicative max length: 250 words)
3 The Borrower stated that overall performance of the Bank was commendable. In particular, the Borrower expressed satisfaction
with Bank’s performance in terms of timely responding to Borrower’s needs and promoting Project sustainability through
provision of sustainable training to the AWSB/NWSC staff and Project stakeholders in general. The Borrower however
expressed concern over the delays (of up to 8 months) in processing disbursements of the Project funds by the Bank under the
direct payment method which impacted on overall Project progress.
Comments to be inserted by the Bank on its own performance (both quantitative and qualitative). See guidance note on issues
to cover. (indicative max length: 250 words)
The Bank supervised the Project regularly, provided quality supervision, maintained regular dialogue with the authorities and provided
necessary solutions where required. Yet, the Bank may have inadequately addressed shortcomings in a number of areas (E&S, M&E)
during implementation, the latter being mostly a result of an inactive project steering committee during Project implementation. This
was a particular problem as concerns the regular measurement and reporting of E&S risks and benefits, given the Project’s justification
on environmental grounds and its environmental classification. During supervisions and at the mid-term review, measures might have
been introduced to facilitate the collection, monitoring and reporting of Project information, with a view to continuous performance
improvements. The supervision missions however benefitted from a multidisciplinary skills mix (environmental, fiduciary and
procurement experts) in order to adequately support the Project by reviewing and processing of procurement, safeguards, financial
management and disbursement documents.
16
Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned
1. Identifying implementation challenges and solutions A number of challenges might have been identified during
implementation including the inadequate collection and monitoring
of performance information. Whereas the results framework was
well-defined at appraisal, measures for monitoring of the level of
attainment of both outcomes and outputs indicators could have been
improved.
2. Establishing an Escrow account for direct payments to
contractors
Lessons drawn from similar projects within the country financed by
other Development Partners indicate that processing of direct
payment requests have been a major challenge. Specifically, the
different levels of approvals required within Government has been
a major cause of delay of up to six months in the case of the
NaRSIP. Moreover there is expressed concern that some of the
contractors within the country now refrain from direct payment
contracts. Other DPs active in the country have reportedly required
the project EAs to set up an Escrow account from which direct
payments are made with little delays. These claims of efficiency by
use of Escrow accounts however require adequate assessment and
validation prior to adaptation in future Bank projects.
2. Borrower performance
Rating
* Narrative assessment on the Borrower performance to be inserted by the Bank (both quantitative and qualitative,
depending on available information). See guidance note. (indicative max length: 250 words)
3 There are a number of areas in which the Borrower performed well. GOK through MWI provided leadership at Project
planning and implementation ensuring adherence to Guidelines and Procedures as required by the Bank as well as the various
stakeholder Government institutions and statutory bodies. Furthermore, Government was found to be responsive to the Bank
supervision mission’s findings and recommendations. The Borrower also subjected the Project operations to regular internal
audits and concerns raised were expeditiously addressed. However, the contractors and consultants engaged under the
Project expressed dissatisfaction at the Government’s performance with respect to timely processing of tax exemptions and
disbursement of Project funds - the latter attributed to lack of adequate counterpart funds. The delays in flow of funds to the
consultancy firms and contractors could have resulted in increase in Project costs due to interests on delayed payments but
was countered by a contract clause stipulating zero interest on delayed payments. The Borrower did not also seek to establish
concrete measures to ensure the implementation of robust procedures to ensure data collection as part of the M&E framework
for the benefit of the Project nor was the need to fulfill the higher objectives of the NRRRP by fostering an integrated
approach to the identified challenges carried on through to the implementation phase of the Project. The Project Steering
Committee within the MENR intimated that they did not have adequate budget to facilitate implementation of their intended
roles under the Project and that generally the national goodwill for the Project had diminished.
Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned
1. Building and sustaining partnerships for Project effectiveness The AWSB stated that all stakeholder organizations and statutory
bodies were involved in the various activities under the Project as
planned. Documentary evidence were submitted indicating that
NWSC and Nairobi County Government were either informed or
consulted whenever a major decision requiring their input had to
be made. On the contrary both NWSC and MENR expressed
dissatisfaction on the manner in which the EA engaged them in the
Project activities despite being major Project stakeholders. On this
basis, a lesson on effectiveness of Project implementation
mechanisms is that stakeholders and actors responsible for various
aspects of the Project need to be involved in the most appropriate
and effective manner. This may entail information, coordination,
collaboration, or partnership depending on their mandate and level
of influence with respect to the matter at hand. Also there is need
for adequate budgetary allocation under Projects to ensure the
success of partnerships and in this case, avoidance of sapping
momentum of the Project steering committee.
17
3. Performance of other stakeholders
Rating
* Narrative assessment on the performance of other stakeholders, including co-financiers, contractors and service
providers. See guidance note on issues to cover. (indicative max length: 250 words)
3 Stakeholders and other actors including service providers: Some progress has been achieved towards harmonizing
activities between the Project stakeholders and actors. For instance, AWSB prepared quarterly reports for the Project which
were submitted to the MWI for circulation to stakeholder organizations. Additionally, NWSC continuously compiles data
on the effluent quality for disposal at the operational Dandora treatment facility as stipulated by NEMA. The WRMA also
produces periodical reports on the status of the Nairobi Rivers Basin, whereas the Ministry of Health periodically compiles
data on health and hygiene for the Project area. Additionally, MWI through NWSC commissioned a Study in 2016 on
profiling of the Nairobi Rivers’ water quality as part of results monitoring under the Project. The PCR mission however
observed that better results could have been achieved had the formal structures for liaison and collaborations between the
stakeholder and actors been defined under the ambit of the Project Steering Committee, MENR. This could have afforded
the Project team a wider and long-term outlook with respect to Project planning (mobilizing funding for subsequent phases)
while addressing emerging Project issues.
Key issues (related to performance of
other stakeholders, max 5, add rows as needed)
Lessons learned (max 5) Target audience (for
lessons learned)
Good working relationship with the
Project team cultivated
Despite the challenges encountered from time to time, the good
working relationship between the AWSB, contractors, consultancy
firms, and the NWSC impacted positively on implementation of
Project activities. AWSB involved NWSC in activities including
document review, whenever their input was required, and updated
them on Project progress. AWSB also provided information whenever
required by the MWI. This ensured that challenges were addressed at
Project level which translated in time and cost savings on the Project.
Bank, GOK
IV Summary of key lessons learned and recommendations
1. Key lessons learned
Key issues (max 5, add rows as needed) Key lessons learned Target audience
1. Leadership and effective
coordination crucial for rolling out
multifaceted projects
The NarSIP (the Project) is part of the larger NRRRP. Implementation
of the Project is steered by the AWSB Project Implementation Team
which coordinates with the MWI, NSWC and the Nairobi City Council
- the latter specifically with respect to the Sanitation, Health and
Hygiene Promotion component. The Project expanse is both broad and
intermittent, encompassing riparian zones within the Nairobi, Ngong’,
Mathare and Kiu Rivers Basins. The wastewater infrastructure
component was subdivided into 4 individual lots and contracted to one
supervising consultancy firm and several contractors with most of the
construction works done concurrently. GOK through MWI provided
leadership, adopting a systematic approach to ensuring that the various
activities synchronized to ultimately achieve the targeted Project
outputs and outcomes. However, it is generally appreciated that a lot
more could have been achieved in terms of savings in Project duration
and therefore costs and forward planning had the Project Steering
Committee of the MENR been active during the implementation phase.
Bank, GOK
2. Results monitoring Efficiency of data collection and posting modalities is integral for the
success on any M&E framework. The challenges faced in measuring
results under the Project include inadequate capacity for data collation
at the level of the Executing Agency. Furthermore, data collected is not
disaggregated such that evaluation of E&S aspects including gender,
beneficiary level of satisfaction etc. cannot be done.
Bank, GOK
3. Early Contractor Involvement as
a means to assuring effectiveness
of construction contracts under the
There is need to consider inclusion of additional provisions in the Bank
Procurement Rules to enable the Engineering and Construction
Contract to be used in an early contractor involvement approach which
Bank
18
two - stage procurement method
(Follow-up to lesson 2, Section
II.A.3)
allows the Contractor to be appointed before details of what is to be
constructed have been fully developed and priced. This approach is
already adopted under the NEC3 Standard Contract recommended for
public sector organizations (Institute of Civil Engineers, United
Kingdom) which presents the following two options: i) The Employer
appoints a consultant to carry out design, and the Contractor assists the
consultant in designing the project. The Contractor may or may not be
required to carry out specific elements of the design in addition to
assisting the designer. The Contractor is in this case instructed to
proceed with the works, including any outstanding design, under a
standard arrangement following agreement of the Prices for Stage Two;
ii) The Employer appoints a Contractor to carry out the design, and the
Employer’s consultant works with the Contractor in completing the
design. In using one of the options, the Contractor is incentivized to
provide a cost-effective solution by sharing in the savings on the
Employer’s Budget – including other costs incurred by the Employer.
2. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)
Key issue (max 10, add rows as needed) Key recommendation Responsible Deadline
1. Project planning - Integrated and
holistic approach is fundamental for
development impact
An integrated approach for planning encompassing all aspects of
effective River Basin Management is crucial for the ultimate success
of a basin-wide Program with environmental and social outcomes.
Whereas the NRRRP recognized the need for a holistic focus in all
critical areas including storm water management, integrated solid
waste management, river ecosystem enrichment, very little progress
has been achieved so far towards these aspects. Moreover, the PCR
mission is of the view that more could have been achieved by Project
completion had simultaneous complementary initiatives (including
installing additional service lines where necessary) been effected to
increase the capacity of the newly installed sewerage systems. On
this basis, future projects should put measures in place to consider
these needs at the planning phase.
GOK TBD
2. Situation presents an opportunity
for promoting a programmatic
approach to investment on the
Program
The NRRRP was planned to be implemented in phases under four
key strategies: i) (re)afforestation ii) reduction of environment-
related diseases, iii) environmental conservation, iv) pollution
control and waste management. The ongoing NaRSIP was designed
to largely address the fourth strategy while contributing to realization
of the other three. The Program challenges are therefore broad and
cut across various sectors/ and sub-sectors, thereby involving several
actors. The magnitude of funding envisaged to realize the overall
Program goal is equally enormous. It could be worthy to consider
tackling the strategic objectives in a programmatic way with
emphasis on viewing the Program not just as a collection of
individual projects through; i) collective analysis and planning, ii)
creating synergy between interventions, as well as iii) linking and
learning between relevant stakeholders/actors. This way, it would be
possible to secure buy-in of actors and and to facilitate leverage of
funding from several sources including Development Partners,
Government and beneficiaries. Lessons drawn from past Bank
funded interventions have listed high level development impacts
within short implementation timelines and less Program overhead
costs amongst merits of programmatic aid delivery.
GOK,
Development
Partners
TBD
19
V
Overall PCR rating
Dimensions and criteria Rating*
DIMENSION A: RELEVANCE 3.5
Relevance of project development objective (II.A.1) 4
Relevance of project design (II.A.2) 3
DIMENSION B: EFFECTIVENESS 3
Development Objective (DO) (II.B.4) 3
DIMENSION C: EFFICIENCY 3.5
Timeliness (II.C.1) 3
Resource use efficiency (II.C.2) 4
Cost-benefit analysis (II.C.3) 4
Implementation Progress (IP) (II.C.4) 3
DIMENSION D: SUSTAINABILITY 3
Financial sustainability (II.D.1) 3
Institutional sustainability and strengthening of capacities (II.D.2) 3
Ownership and sustainability of partnerships (II.D.3) 3
Environmental and social sustainability (II.D.4) 3
AVERAGE OF THE DIMENSION RATINGS 3.25
OVERALL PROJECT COMPLETION RATING S
20
VI Acronyms and abbreviations
Acronym (add rows as needed) Full name
ADF African Development Fund
AWSB Athi Water Services Board
BOD5 Five days Biochemical Oxygen Demand
CBOs Community Based Organizations
CCN City Council of Nairobi (Now the Nairobi County Council Government)
CSP Country Strategy Paper
DPs Development Partners
DO(s) Development Objective(s)
GOK Government of the Republic of Kenya
EA Executing Agency
EIA Environmental Impact Assessment
EIRR Economic Internal Rate of Return
ESIS Environmental and Social Impact Study
ESMP Environmental and Social Management Plan
IAs Implementation Agency
IPR Implementation Progress and Results Report
MENR Ministry of Environment and Natural Resources
M&E Monitoring and Evaluation
MTP Medium Term Plan
MOF Ministry of Finance
MOH Ministry of Health
MWI Ministry of Water and Irrigation
NaRSIP Nairobi Rivers Sewerage Improvement Project
NEMA National Environment Management Authority
NGOs Non-Governmental Organizations
NRRRP Nairobi Rivers Rehabilitation and Restoration Program
NWSC Nairobi Water and Sewerage Company
O&M Operations and Maintenance
PAPs Project Affected Persons
PAR Program Appraisal Report
PCR Project Completion Report
RAP Resettlement Action Plan
RLF Results Logical Framework
UA Units of Account
UNEP United Nations Environment Programme
WSS Water Supply and Sanitation
21
REFERENCES
African Development Bank (2010) Appraisal Report: Kenya: Nairobi Rivers Rehabilitation and Restoration Program:
Sewerage Improvement Project.
African Development Bank (2011) Loan Agreement between the Republic of Kenya and the African Development Fund:
Nairobi Rivers Rehabilitation and Restoration Program: Sewerage Improvement Project.
African Development Bank (2010) Technical Documents for the Appraisal Report: Nairobi Rivers Rehabilitation and
Restoration Program: Sewerage Improvement Project.
African Development Bank (2012) Staff Guidance on Project Completion Reporting and Rating.
African Development Bank (2012) Staff Guidance on Implementation Progress Reporting and Rating (IPR) for
Public
Sector Operations.
African Development Bank (2015) EARC, Kenya: 7th – 11th December 2015 Supervision Mission Aide-Memoire: Nairobi
Rivers Rehabilitation and Restoration Program: Sewerage Improvement Project.
African Development Bank (2015) RDGE, Kenya: IOM REF. ORPF.2/RPT/2017/02/011 dated 22 February 2017:
Comments on Financial Statement and Audit Report of the Nairobi Rivers Rehabilitation and Restoration Program: Sewerage
Improvement Project for the Year Ended 30 June 2016.
Escrow Account Agreement (2011): The Cooperative Bank of Kenya Limited and the Athi Water Services Board.
Government of the Republic of Kenya, Kenya National Audit Office: Reports of the Auditor General on the Financial
Statements of the Athi Water Services Board (2011 – 2015).
Government of the Republic of Kenya, Ministry of Environment and Mineral Resources (2007) Technical Brief:
Rehabilitation and Restoration Programme of Nairobi Rivers Basin.
Government of the Republic of Kenya, Ministry of Water and Irrigation (2015) Quarterly Progress Reports: Nairobi Rivers
Rehabilitation and Restoration Program: Sewerage Improvement Project (NaRSIP).
Government of the Republic of Kenya, Ministry of Water and Irrigation, Water Sample Analytical Certificates –
Bacteriological, Effluent and Physico-chemical Results (2016): Water Resources Management Authority.
Government of the Republic of Kenya, Ministry of Water and Irrigation, Athi Water Services Board (2012): Volume I -
General and Special Conditions of the Services Provision Agreement Between Athi Water Services Board and the Nairobi
City Water and Sewerage Company for Nairobi City Cluster.
Government of the Republic of Kenya, Ministry of Water and Irrigation, Athi Water Services Board (2015): Training Report
On Operations and Maintenance for Ablution Block Operators: Consultancy Services for Community Mobilization and
Sensitization, Design, Supervision and Works Coordination for Implementation of the Ablution Blocks under the Nairobi
Rivers Sewerage Improvement Project (NaRSIP).
Government of the Republic of Kenya, Ministry of Water and Irrigation, Athi Water Services Board: Project Status Report
on Tree Planting Along Nairobi Rivers Basin (2015): Contract No. AWSB/NaRSIP/TP/06/2015.
NEC3 Standard Contract recommended for public sector organizations: Institute of Civil Engineers, United Kingdom.
Subsidiary Loan Agreement between the Government of the Republic of Kenya and Athi Water Services Board (2011);
Nairobi Rivers Basin Rehabilitation and Restoration Program: Sewerage Improvement Project (ADF Loan).
I
APPENDIX I
Officials Met During PCR Mission in Kenya, 21st November – 2nd December 2016
Name of participant Organization
/Institution/Position
Tel. no./
Cell phone no.
Email address
Mr. James Ntabo MWI (+254)0722250530 [email protected]
Eng. Damaris Oyaro MWI (+254)0707559944 [email protected]
Ms. Faith Githinji MWI (+254)072473950 [email protected]
Mr. Erick F.N. Akotsi MENR (Director – Urban Rivers
Restoration Programme)
(+254)0721367601 [email protected]
Mr. Hudson M. Mukanga MENR (Environmental Planner) (+254)0721792455 [email protected]
Mr. Jeckly Bitok MEMR (+254)0713462453 [email protected]
Ms. Patricia K’omudho NCCG (+254)0733790546 [email protected]
Mr. Simon M. Kibachio MOWI (+254)0722593664 [email protected]
Eng Joseph Kamau AWSB (HPES) (+254)720714766 [email protected]
Eng. Emily Kilongi AWSB (Technical Manager) (+254)0721947853 [email protected]
Eng. Joshua W. Ichang’i AWSB (Civil Engineer) (+254)0721606 958 [email protected]
Eng. Philip Gichuki NCWSC (Managing Director)
Mr. Msafiki P. Wambua NCWSC (+254)0725847441 [email protected]
Eng. Nahason Muguna NCWSC (+254)0722524415 [email protected]
Eng. Lucy Njambi NCWSC (+254)0722763221 [email protected]
Mr. Timon Ogendo NCWSC (+254)0721336409 [email protected]
Mr. Lusiri Lukwa F. NCWSC (+254)0723450622 [email protected]
Mr. Jackson Wacira GIBB Africa (+254)0721438595 [email protected]
Mr. Sunya O. Fredrick GIBB Africa (+254)0724615283 [email protected]
Eng. Agnelo Fernandes GIBB Africa (+254)0726524201 [email protected]
Eng. Caroline Owako GIBB Africa (+254)0720870038 [email protected]
Mr. Ma Ziheng Stecol Corporation (+254)0739125606 [email protected]
Mr. Tora Zhang Stecol Corporation (Site Agent) (+254)0700126196 [email protected]
Mr. Horman Wang Stecol Corporation (Assistant
Site Agent)
(+254)0734429793 [email protected]
Mr. Guo Gao Peng Stecol Corporation (Assistant
Site Agent)
(+254)0791079234 [email protected]
Eng. Ephantus Mugo NCWSC (Regional Manager –
Informal Settlements)
(+254)0722347900 [email protected]
Mr. John K. Chege NCWSC (+254)0710115268 [email protected]
Ms. Habiba Roba NCWSC (+254)0715933886 [email protected]
Ms. Hilda Kinyanyi NCWSC (+254)0722985253 [email protected]
Mr. Song Xu Sinohydro (+254)0739036249 [email protected]
Mr. Moses Njuguna GIBB Africa (+254)0729435054 [email protected]
Mr. Alphaxard Kitheko AWSB (Civil Engineer) (+254)0721512740 [email protected]
Mr. A. Venkataiah Technofab Eng. Ltd (+254)0736958403 [email protected]
om
Mr. Amit Ranaway Technofab Eng. Ltd (+254)0786760250 [email protected]
om
Mr. M. L. Vijayakumar Technofab Eng. Ltd (+254)0739329257 [email protected]
om
Mr. N. Srinivasan Technofab Eng. Ltd (+254)0737211820 [email protected]
om
Mr. Sharafat Yar Khan Technofab Eng. Ltd (+254)0732296926 [email protected]
om
Mr. Didacus Otieno NCWSC (+254)0722830062 [email protected]
Ms. Lilian Rugiri MOWI (+254)0728366143 [email protected]
Mr. Simon Mwaniki AWSB (+254)0723975646 [email protected]
Ms. Keziah Adhiambo AWSB (Environmental Officer) (+254)0720352697 [email protected]
Ms. Janet Langat AWSB (Procurement Unit) (+254)0715 688 272/
0722240103
Mr. Pedro Cardoso Brazilian Embassy (+254) 020 712 5766 [email protected]
r
Mr. John Ngugi JICA (+254) 020 2775 000 [email protected]
II
Name of participant Organization
/Institution/Position
Tel. no./
Cell phone no.
Email address
Mr. Kuria Kimemia Frame Consultants Ltd. (Civil
Engineer)
0720457016/
0720523850
Mr. Michael Kimotho AWSB (Manager – Financial
Planning & Analysis)
(+254)020 272
4292/3 (+254)0715
688 272
Mr. John Ndegwa AWSB (Accountant) (+254)0715 688 272/
(+254)020 272
4292/3
Ms. Janet Sakiva Kawangware Market, Ablution
Block Operator
(+254)0707310593
Mr. Patrick Kariuki Ushirikiano Self Help Group,
Kawangware, Chairman
(+254)0723094091
Mr. Titus M. Simiyu Frame Consultants Ltd.
Mr. Dan Asiebelah Kangemi, Ablution Block
Operator
(+254)0714228927
IV
APPENDIX III
Implementation Progress Report, updated during December 2016 PCR Mission
Implementation Progress and
Results Report (IPR)
AFRICAN
DEVELOPMENT
BANK GROUP
A Report summary and proposed actions
Report data
Report type: Date of report: 02/12/2016 Mission date (if field mission)
Launching/field supervision/MTR/Desk/Review/ other
(specify): PCR mission
From: 21/11/2016 To: 02/12/2016
Prepared by: PCR Team Leader:
Ms. N. OGAL
Task Manager:
Mr. J. SIFUMA
Division Manager:
Mr. O. CHANDA
Project data
Project code: P-KE-EB0-003
Instrument number(s): 2100150023655
Project name: Nairobi Rivers Rehabilitation and Restoration Program: Sewerage
Improvement Project
Country: Kenya
Sector: Water Supply and Sanitation
Processing milestones Key Events Disbursement and closing dates
Financing source/instrument 1: 2100150023655 (UA 35 million)
Date approved: 06/12/2010
Date signed: 23/03/2011
Date of entry into force: 09/12/2011
Date effective for first disbursement:
31/01/2011
Date of actual first disbursement:
09/12/2011
Cancelled amounts: n/a
Supplementary financing: n/a
Restructuring: n/a
Extensions: 365 days (1 year) approved
on 10/06/2015
Original disbursement deadline: 31/12/2015
Original closing date: 31/12/2015
Revised disbursement deadline: 30/12/2016
Revised closing date: 30/12/2016
Financing source/instrument Foreign currency (UA): Local currency
(UA):
TOTAL (UA)
Financing source/instrument:
2100150023655
24.988 million 10.012 35 million
Financing source/instrument Disbursed to date
(amount, UA):
Disbursed to date
(%):
Undisbursed to
date (amount,
UA):
Undisbursed to date
(%):
Financing source/instrument:
2100150023655
29.306 million 83.73 5.693 16.27
Executing and implementing agency (ies):
Executing and implementing agency (ies): Ministry of Water and Irrigation (MOWI), Athi Water Services Board (AWSB)
Co-financiers and other external partners:
Government of the Republic of Kenya (GOK)
V
Performance status
Progress towards development objective
Rating on
Development
Objective (DO)
Performance rating Summary of key findings
Current Previous Please refer to PCR for details
3 3
Implementation progress
Rating on
Implementation
Progress (IP)
Performance rating Summary of key findings
Current Previous Please refer to PCR for details
3 2.29
Overall project performance classification
Overall Project
Performance
Classification
Project status Summary of key findings
Current Previous Please refer to PCR for details
n/a Non PPP
Issues, risks and actions for management consideration
Issues affecting project implementation
Key issues Corrective actions Responsible Deadline
Please refer to PCR for details n/a n/a n/a
Main risks and mitigation
Risks Mitigation measures applied or
proposed
Responsible Deadline
Please refer to PCR for details n/a n/a n/a
Management review and comments
Report reviewed by Name Date reviewed Comments
Country Manager n/a
Regional Director Mr. G.NEGATU, EARC
Sector Manager Mr. O. CHANDA, OWAS.2
Sector Director Mr. E. MOHAMED, OWAS & AWF
B Results reporting and assessment
Progress towards development objective (project purpose)
State the project development objective and assess progress
The Development Objective (DO) of the Project was to improve the access, quality, availability, capacity and sustainability of wastewater
services in Nairobi for a sustainable environment through the rehabilitation and extension of sewerage services and wastewater treatment
facilities. In general terms, the Project has made progress towards achieving the DOs. In terms of outputs, most of the Project components
are complete. General data collected by the PCR team indicates that significant progress has been made in achieving the Project outcomes.
In spite of this, the lack of progress monitoring mechanisms for the gender mainstreaming and beneficiary sensitization indicators makes it
difficult to accurately report on progress towards the Project DOs.
VI
Outcome reporting
Outcome indicators Baseline
value
Most
recent
value
End target Progress
towards target
Assessment
Outcome 1: Quality of water of the
Nairobi rivers
BOD5 300mg/l
(2009)
BOD5
averages
between 39
mg/l to
67.5 mg/l
BOD5 less than
30mg/l
86.11 – 96.67% See PCR report for
assessment
Outcome 2: Quality of wastewater
effluent discharged into the
Nairobi rivers
Dandora
effluent BOD5
57mg/l;
Kariobangi
effluent
231mg/l
(2009)
Dandora
Effluent
BOD5
90mg/l;
Kariobangi
not yet
operational
Effluent BOD5
less than 30mg/l
81.82% for the
Dandora
treatment
facility
See PCR report for
assessment
Outcome 3: Percentage of population
in surrounding areas with
access to Sewerage facilities
40%
(2009)
- 59% - See PCR report for
assessment
Outcome 4: Incidence of waterborne
diseases
52 %
(2004)
6.5% 20%
See PCR report for
assessment
Outcome 5: Percentage of residents in
the surrounding areas practicing good
hygiene
Increase
from 25 %
(2009)
60% 37 % See PCR report for
assessment
Outcome rating
Rating on project
outcomes
This report Previous report Justification
3 n/a (old format) Please see explanation in PCR report.
Output reporting
Output indicators Most Recent
Value
Annual
Target
End Target (expected
cumulative value
at completion)
Progress
towards
annual
target
Progress
towards end
target (%)
Assessment
Output 1: Length of
trunk lines
and reticulation lines
laid
Additional 63.3
km of trunk
sewers and 43km
of reticulation
laid
n/a Additional
54km of trunk
sewers and
40km of
reticulation
laid by 2014
n/a +117.22%
(Trunk sewers)
+107.50%
(Reticulation
system)
See PCR report
Output 2: Volume of
waste water treated
Additional
40,000m3/d
treatment
capacity at
Dandora
n/a Additional
40,000m3/d
treatment
capacity at
Dandora;
Kariobangi
restored
capacity to
32,000 m3/day
n/a 56.7% See PCR report
Output 3: Quality of
water of the Nairobi
rivers
3,000 n/a 72,553
sewerage
connections
installed
- -4.1% See PCR report
VII
Output indicators Most Recent
Value
Annual
Target
End Target (expected
cumulative value
at completion)
Progress
towards
annual
target
Progress
towards end
target (%)
Assessment
Output 4: Number of
public ablution toilets
67 ablution
blocks
constructed in
informal
settlements and
run by CBOs
n/a 100 ablution
blocks
constructed in
informal
settlements
and run by
CBOs
n/a 67% See PCR report
Output 5: Number of
trees planted
25,000 trees
planted
n/a 11,000 trees
planted
n/a 227.27% See PCR report
Output 6: Number of
NWSC/ AWSC staff
trained
150 staff from
AWSB and
NWSC trained to
manage sewerage
of which 50%
are women
n/a About 150
staff of which
40% are
women of
AWSB and
NWSC trained
to manage
sewerage by
2014
n/a 100% See PCR report
Output 7: Number of
sensitization
campaigns in health
and hygiene practices
1 no. training and
dissemination of
information
through posters
on health and
hygiene targeting
25,000 people of
whom 50% are
women
n/a 16 no. health
and hygiene
sensitization
campaigns
targeting
24,000 people
of whom at
least 50% will
be women
n/a 104.17% See PCR report
Output rating
Rating on project
outputs
This report Previous report Justification
4 n/a (old format) Please see explanation in PCR report.
Development objective (DO) rating
Development
objective rating
This report Previous report Justification
3 3 Please see explanation in PCR report.
C Project implementation progress reporting and assessment
Compliance with covenants
Criteria Number/Percent
of conditions
complied with
Rating Assessment
This
report
Previous
report
Compliance with covenants All 3 3 Refer to PCR for additional details
Compliance with E&S
safeguards
n/a 3 n/a Refer to PCR for additional details
Audit compliance n/a 4 n/a Refer to PCR for additional details
VIII
Project systems and procedures
Criteria Rating Assessment
This report Previous report
Procurement 4 2.5 Refer to PCR for additional details
Financial management 3 2.67 Refer to PCR for additional details
Monitoring and evaluation 2 n/a Refer to PCR for additional details
Project execution and financing
Criteria Total
amount
(a)
Cumulat
ive
amount
to date
Cumulative
amount at
beginning of
the year
Annual
projectio
n
Progress
towards
annual
projectio
n
Progress
towards
total (%
realized)
Rating
This
report
Previous
report
Disbursement (Bank only) UA
29.31
million
UA
29.31
million
n/a n/a n/a 83.73% 3 2
Budget commitments (Bank
only)
UA 35
million
UA 35
million
n/a n/a n/a 100% 4 4
Counterpart disbursements
USD
5.74
million
USD
5.74
million
n/a n/a n/a 79.94% 3 TBC
Criteria Assessment
Disbursement (Bank approved financing only) Refer to PCR for additional details
Budget commitments (Bank only) Refer to PCR for additional details
Counterpart funding disbursements Refer to PCR for additional details
Co-Financing disbursements Refer to PCR for additional details
Overall implementation
IP rating This report Previous report Justification
Refer to PCR for additional details
IX
APPENDIX IV
Calculation of Economic Internal Rate of Return
Assumptions made:
1. Current connections – 492,531
2. Assumed current beneficiary population – 985,062
3. Average population growth – 3.5%
4. O&M costs – 5% of investment costs
5. The assumptions utilize the findings of the World Health Organization (WHO) Evaluation of Costs and Benefits of Water and Sanitation improvements assessment at the
global level.