MOZAMBIQUE
NIASSA PROVINCIAL TOWNS WATER SUPPLY AND SANITATION PROJECT
PROJECT COMPLETION REPORT
(PCR)
RDGS DEPARTMENT
October 2017
AFRICAN DEVELOPMENT FUND
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1 Mozambique: Niassa Provincial Towns WSS PCR
I BASIC DATA
A Report data
Report date Date of report: 12th May 2016
Mission date (if field mission) From: 21st April, 2016 To: 30th April, 2016
B Responsible Bank staff
Positions At approval At completion
Regional Director Frank BLACK Kennedy MBEKEANI (Acting)
Country Manager Alice HAMMER Joseph RIBEIRO
Sector Director A RAKOTOBE Mohamed EL AZIZI
Sector Manager Sering JALLOW Osward M. CHANDA
Task Manager Boniface ALEOBUA Boniface ALEOBUA
Alternate Task Manager Mecuria ASSEFAW
PCR Team Leader Boniface ALEOBUA
PCR Team Members Yolanda ARCELINA
Alex GOMANI
C Project data
Project name: NIASSA PROVINCIAL TOWNS WATER SUPPLY AND SANITATION PROJECT
Instrument number(s): ADF 2100150019951
Project type: Infrastructure Sector: Water and Sanitation
Country: Mozambique Environmental categorization (1-3): 2
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
ADF GRANT
Financing source/ instrument1: Financing source/ instrument1:
Date approved: 29/04/2009 Cancelled amounts: NA Original disbursement deadline:
31st December 2013
Date signed: 10/09/2009 Supplementary financing: NA Original closing date: 31st December
2013
Date of entry into force:
28th January 2010
Restructuring (specify date & amount involved): Revised (if applicable) disbursement
deadline: Extension 1: 30th June 2015
Extension 2: 30th December 2016
Date effective for 1st disbursement:
22nd Oct 2010
Extensions (specify dates):
Extension 1: 10 October 2013
Extension 2: 21 April 2015
Revised (if applicable) closing date:
Extension 1: 30th June 2015
Extension 2: 30th March 2016
PROJECT COMPLETION REPORT FOR PUBLIC SECTOR OPERATIONS (PCR)
AFRICAN DEVELOPMENT
BANK GROUP
2 Mozambique: Niassa Provincial Towns WSS PCR
Date of actual 1st disbursement:
21st January 2011
Financing source/instrument (add/delete rows depending on the
number of financing sources):
Disbursed amount
(amount, UA):
Percentage disbursed
(%):
Undisbursed
amount (UA):
Percentage
undisbursed (%):
Financing source/ instrument 1:
ADF Grant (UA 18,000,000) 17,516,563.951 97.31 % 483,436.05 2.69%
Government: (UA 2,000,000) 2,301,192.00 115.00% 0 0%
TOTAL (UA 20,000,000) 19,817,755.95 106.00% 2,387,700.32 11.94%
Co-financiers and other external partners:
D Management review and comments
Report reviewed by Name Date reviewed Comments
Country Manager Joseph RIBEIRO
Sector Manager Osward CHANDA
Regional Director (as chair of Country
Team) Kennedy MBEKEANI
Sector Director Mohamed EL AZIZI
I
I
Project performance assessment
A Relevance
1. Relevance of project development objective
Rating* Narrative assessment (max 250 words)
4 The project was aligned with Mozambique’s plans for poverty reduction and economic growth namely, the Five Year Program
(2005-2009) and the second generation of Action Plan for the Reduction of Absolute Poverty, (PARPA II), for the period
2006-2009. The PARPA II, a successor to PARPA I, had three pillars: governance, human capital, and economic development.
Pillar 3 – Economic Development is centered on the basic conditions for pursuing productive activity including, inter alia:
increased access to water and sanitation; and (iv) improve private sector business environment.
The project was also in line with one of the most significant pieces of legislation in the Mozambican water sector which is the
National Water Policy (PNA, 1995). The policy was developed as a means to shift government responsibility from direct
implementation to a more facilitative role based on a delegated management framework in the form of a Public-Private
Partnership (PPP) whereby assets are owned by the government and operations are managed by the private sector under a
concession, lease or management contract. This resulted in FIPAG assuming the role of managing Water Supply Investment
and Assets in the urban water sector, and through which the operation of water services are delegated to private lessees. The
water sector is regulated by CRA under the same delegated framework.
The Project was aimed at making a significant contribution to human development, by boosting the number of people in the
two towns with access to safe drinking water and sanitation, and in turn contribute to the achievement of Mozambique's
Millennium Development Goals (MDG) on water, health and poverty eradication, which are central to the country's Poverty
Reduction Strategy. This included: Reduced proportion of population below the basic needs poverty line from 54% in 2003
to 40% in 2025. Reduced child U5 mortality from 206/1000 in 2003 to 70/1000 in 2025.
The project was also well aligned to the 2006-2009 Bank’s Country Strategy Paper’s second pillar – Infrastructure which links
directly to part of PARPA Pillar 3 - Economic Development. Additionally, the Bank assumed a leading role among the donor
community in water infrastructure related initiatives (e.g. African Water Facility, Rural Water Supply and Sanitation Initiative
and NEPAD), where it is perceived to have comparative advantages. Further, the Bank chaired the donor partners group for
the water sector for the period 2014-2016. As such the project did not violate the integrity of its contextual underpinnings.
* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory)
1 Amount includes pending disbursement applications comprising 50% retention money, and final audit.
3 Mozambique: Niassa Provincial Towns WSS PCR
2. Relevance of project design
Rating
* Narrative assessment (max 250 words)
3 The Project was originally conceived as part of the investments necessary for the attainment of the water sector MDGs in
Mozambique, and effected through the funding of feasibility studies for the four towns of Lichinga, Cuamba, Angoche and
Nacala as part of the completed Bank financed Integrated Rural Water Supply and Sanitation Project for Niassa and Nampula
Provinces. The studies were intended as long-term (20 year) strategic development programs. Due to investment resource
constraints, neither detailed designs nor tender documents were completed. Using a participatory approach which involved
Officials of the Government of Mozambique, Ministry of Public Works and Housing, Niassa provincial administration, and
several other relevant ministries, the project was scaled back to investments in Lichinga and Cuamba only, and the completed
feasibility studies for the other 2 towns handed to the other cooperating partners such as the Millennium Challenge Corporation
(MCC), EU, AFD and World Bank, among several other Development Partners in Mozambique, who were consulted during
the preparation and appraisal of the project. During the feasibility study, stakeholders (Municipal and community leaders,
potential consumers, women and men), participated through individual interviews, semi-structured interviews, and focus group
discussions which concentrated on the perceived problems, project objectives, the expected impact and benefits. In addition the
project made good use of the lessons learnt from the Bank supported urban water supply (The Maputo Water Supply
Rehabilitation Project) and the Integrated Water Supply and Sanitation Project for Niassa and Nampula Provinces by in the
design (consultation of stakeholders) and implementation (use of GoM structures to enhance ownership) of the project..
The focus of the project on improving the access, quality, availability and sustainability of water supply and sanitation services
in Cuamba and Lichinga Towns in Niassa Province was relevant. It sought to (a) Rehabilitate and expand the water supply and
sanitation systems in the towns of Cuamba and Lichinga, (b) Rehabilitate and construct on-site Sanitation systems for schools
and health centers, and support the solid waste management of the municipalities in Cuamba and Lichinga, (c) Mobilize the
communities on hygiene education and environmental awareness creation, and (d) Support CRA to develop customers’ relations
and M&E system in Cuamba and Lichinga.
The participatory approach adopted (through effective involvement of communities and municipal authorities), in the design
and implementation of the project largely enhanced their sense of ownership and thereby guaranteeing sustainability, especially
of the water structures. However, it would appear that the funding approach for the sanitation component during implementation
did not have the support of the municipal authorities, thereby potentially compromising project sustainability due largely to high
turnover of staff at both Municipalities.
3. Lessons learned related to relevance
Key issues (max 5, add rows as needed)
Lessons learned Target
audience
1. Ensuring upstream
readiness
1. The Bank’s initiative of funding the feasibility studies in the course of implementing a
precursor project, ensured that some of the necessary planning and implementation readiness was
attained. However the absence of detailed designs, meant that a re-scoping became necessary due
to priced bids exceeding the estimated costs for refurbishing the water supply infrastructure for
both towns. Future projects should either be implemented based on the availability of detailed
designs to enable better estimation of costs.
GoM and
the Bank
2. Ensure
decentralization of
implementation
functions to levels
where these are best
suited.
The DNA’s partial devolution of project decision making and management of the Sanitation
component to the Municipalities, resulted in reduced commitment and lack of prioritization in the
management and effective maintenance of project assets by the Municipalities.
The Bank,
GoM
4 Mozambique: Niassa Provincial Towns WSS PCR
3. Project design:
Where possible, ensure
that detailed designs for
the Infrastructure
elements are available
at approval.
The planned rehabilitation and expansion of water supply infrastructure in Lichinga town, was
condensed to only emergency rehabilitation activities. The project costs estimates turned out to
be inadequate for the complete refurbishing of the water supply infrastructure in both Lichinga
and Cuamba towns, after the detailed design and bidding process were completed. . The
Sanitation components for both towns were implemented as planned. Additional resources could
not be mobilized during the particular ADF Financing Cycle, due to full commitment of the
available resources for Mozambique. One big lesson is to ensure the completion of the detailed
designs for the Infrastructure component, which has now become adopted in the new Bank
approved PD 02/2015 which now requires that the project’s detailed designs are available by the
time the project is approved.
The Bank,
and GoM
B Effectiveness
1. Progress towards the project’s development objective (project purpose)
Comments
Provide a brief description of the Project (components) and the context in which it was designed and implemented. State the project
development objective (usually the project purpose as set out in the RLF) and assess progress. Unanticipated outcomes should also be
accounted for, as well as specific reference of gender equality in the project. The consistency of the assumptions that link the different
levels of the results chain in the RLF should also be considered. Indicative max length: 400 words.
Bank’s financing supported the two towns of Cuamba and Lichinga in Niassa provinces as part of the country’s Five Year Program (2005-
2009) and the second generation of Action Plan for the Reduction of Absolute Poverty, (PARPA II), for the period 2006-2009.
Project Objective: The objective of the project is to improve the access, quality, availability and sustainability of water supply and
sanitation services in Cuamba and Lichinga Towns in Niassa Province by: (a) Rehabilitating and expanding the water supply systems in
the towns of Cuamba and Lichinga; (b) Rehabilitating and constructing on-site sanitation systems for schools and health centres, and
supporting the solid waste management of the municipalities in Cuamba and Lichinga; (c) Mobilizing the communities on hygiene
education and environmental awareness creation, and (d) Supporting Conselho de Regulação do Abastecimento de Águas (CRA) to
develop customers’ relations and M&E system in Cuamba and Lichinga
Components: The components of the project are as follows:
(a) Institutional Development Support: The component was intended to enhance the commercial, financial and technical capacity of
Cuamba and Lichinga water companies, strengthen the Municipal Sanitation Departments in Cuamba and Lichinga, implement
unaccounted for water programs and carry out valuation of fixed assets. It was also intended to conduct tariff studies, provide support for
the regulator (CRA) with main focus on consumers’ relation in general and women in particular, and establishing an M&E system, procure
equipment and transport, and facilitates twinning arrangements for water companies. Technicians have been recruited to strength the
capabilities of the Sanitation Departments of the Municipalities, CRA has established the M&E Systems for consumers Relations and is
operational, offices in the two municipalities have been rehabilitated and equipped, vehicles and motorcycles have been purchased and
delivered to the Municipalities and FIPAG Offices, and garbage trucks and tractors including facilities to support the solid waste
management responsibility of the Sanitation Departments of the Municipalities, have been purchased and delivered. Further CRA set up
liaison offices to interact and accept consumer complaints and feedbacks, and approved water tariff increases from 16.68 MZM (2012) to
20.03 MZM (2015).
(b) Cuamba and Lichinga Water Supply Rehabilitation and Extension: This component involved the following: (i) carrying out detailed
designs, preparation of tender documents preparation and supervision; (ii) works on Lichinga water supply rehabilitation and extension,
including water laboratory facilities; and (iii) works on Cuamba water supply rehabilitation and extension, including water lab facilities.
After the project’s detailed design, it was established that the amount available to carry out major water supply rehabilitation and extension
works in both Lichinga and Cuamba was insufficient. A re-scoping exercise was carried out and agreement reached to prioritize Cuamba
owing to its very limited water supply coverage compared to Lichinga and the fact that the project would make a major impact in Cuamba
as against Lichinga, where the source water was only secure for the medium term and not the long term growth of the city. Instead, the
intervention in Lichinga were used to support only some emergency repair works in the water supply system.
5 Mozambique: Niassa Provincial Towns WSS PCR
Water Treatment Works, 2 reservoirs, elevator tower and pumping station have been completed. Transmission Main comprising of 29.500
meter of the DN500 Raw water pipeline and 11.000 meter of DN500 transmission main pipeline have been completed. It must be admitted
that due to the improved set up with the water utility FIPAG, the implementation has gone smoothly and very effectively.
(c) Sanitation Program: The aim of this component was to focus on rehabilitation and construction of sanitation facilities for schools,
health institutions and public places in both Lichinga and Cuamba. Further, it was also expected to support the establishment of municipal
sanitation demonstration centers coupled with hygiene, sanitation education and awareness campaigns, including awareness creation about
HIV/AIDS. The above were to be complemented by undertakings by the Sanitation Departments of the Municipalities, strengthened by
Consultants/NGOs financed by the project. Technology options were limited to on-site sanitation systems, mostly improved traditional
latrines with sanplats and VIP latrines or water-based toilets for selected or communal latrines for institutions and market centers. The
number of public latrines constructed reached close to intended number and household latrines were constructed by communities impacted
by the sanitation and hygiene sensitization activities.
(d) Project Management and Audit: This component entailed provision of office equipment such as computers and printers, technical
assistances, and other costs required for the program implementation. Regular annual audits were also supported under this component.
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)
[(B-A)/(C-
A)]
Narrative assessment (indicative max length: 50 words per
outcome)
Core
Sector
Indicato
r (Yes/No)
Outcome 1: Water
supply improved and
coverage risen
12% (2009) 28% 70% 27.6% Lichinga water supply system, which was re-
scoped to receive only emergency
rehabilitation, did see major improvements in
the conveyancing of water supply from the
source to the water treatment works. As such,
28% or 63943 people now have access.
Cuamba water supply system was given a
major facelift, and is now capable of meeting
the needs of 72,000 people, once the existing
tertiary network is replaced and expanded
using additional Government resources.
Yes
Outcome 2:
Reduction in the time
taken to fetch water
1.5 hours 0.5 hours 0.5 hours 100% Time saving has improved because a lot of
people prefer house connections as soon as the
opportunity is presented to them, as opposed
to drawing water from stand pipes.
Yes
Outcome 3: Increase
in the average daily
rate of water supply
1.5 hours 14 hours 24 hours 58%
14 hours is a weighted average between
Lichinga which has a daily availability rate of
8 hours and Cuamba with 24 hours contingent
upon power availability.
Yes
6 Mozambique: Niassa Provincial Towns WSS PCR
Outcome 4:
Unaccounted for water 50% 31% 25% 76%
Although on the lower side FIPAG is
committed to reducing UFW by establishing
teams for the detection and repairs of leaks in
all networks, replacement of water meters at
inlet and outlet of the water treatment plant,
identification campaigns, leakage repair and
replacement of domestic water meters,
installation and monitoring of ZMC (Zoning
Metering Control) – flow metering zones and
valves for sectioning the network.
Yes
Outcome 5: Percent
of population
practicing good
health/hygiene/sanitati
on
25% n/a 50% n/a
No reliable information, due to non-routine
means of establishing the indicator, beyond
conducting Multiple Indicator Cluster
Surveys after 4-5 years apart.
Yes
Outcome 6:
Reduction in the
incidence of diarrhea
n/a n/a 30% n/a
In all interviews and consultations with the
communities the indications are that there has
been a considerable reduction in water borne
diseases. With specific regard to Diarrhoea,
the authorities of Lichinga reported cases
numbering 19,929 in 2011, 24,418 in 2012
and 15,638in 2013. In Cuamba the authorities
reported a total of 18,418 cases in 2015,
compared to 20,305 in 2014 and 24,414 in
2013. This demonstrates the impact of the
public toilets constructed in schools, health
care facilities and markets.
Yes
Outcome 7: Reduced
maternal mortality rate 408/1000 n/a 310/1000
There is no updated Demographic and Health
Survey post 2011. The indicator is expected to
improve, due to the wider reach of improved
water services, health and Hygiene awareness,
and other factors such as increasing access to
health care and to prenatal care.
No
Rating* (see IPR
methodology) Narrative assessment
3
The project has provided an opportunity for the Government of Mozambique to uplift the livelihoods of the people
of the Niassa Province especially the city of Cuamba which benefited from major rehabilitation and expansion of
its water supply infrastructure. The targets set in the appraisal report with regard to water supply were amended
slightly to focus expansion of the water supply infrastructure only on Cuamba. As at the time of the PCR mission
(30 days post completion) only 36, 400 people from Cuamba are benefiting from the water supply facilities and
coupled with 64, 000 from Lichinga the total people benefiting numbers 135,946 as opposed to a total of 212,790
at appraisal. The situation is expected to improve as there is gradual increase of house connection applications.
The system is capable of serving 72,000 people in Cuamba. That would put the total for both towns at 135946 or
a decent 63% realized towards the intended target at appraisal. Both the recipient and the Bank have to be
commended by agreeing to the realities that the funds allocated for both towns for water supply rehabilitation and
extension was not sufficient. Otherwise the resources would have been spread thinly over all the intended outputs
without having anything to show for it. That said, it is important that a successor investment be conceived in order
to realise the full potential of the investments made in both towns.
The mission noted that all relevant stakeholders’, in particular local governments and beneficiaries in general
expressed strong satisfaction with the results of the project. However, while the availability of water in terms of
quantity, number of hours , quality and also a reduction in the time taken for fetching water has improved in both
cities, the mission observed that the results of the sanitation component was not always satisfactory, in Lichinga
in particular. The results in terms of main health indicators are also mixed. The Province of Niassa (both Lichinga
and Cuamba inclusive) faced severe flooding events in 2015, which led to the outbreak of cholera and diarrhoea.
7 Mozambique: Niassa Provincial Towns WSS PCR
That notwithstanding, the trend of recorded diarrhoeal cases is on the decline. Statistics from the district hospital
in Cuamba shows declining cases of diarrhea from 24,414 cases in 2013; 20,305 cases in 2014; and 18,418 cases
in 2015. Similarly, the available statistics from Lichinga show a similar downward trend of 15,638 cases in 2013;
7,036 cases in 2014 and 4,617 cases in 2015. This downward trend notwithstanding, there is need to prioritize
sanitation at the municipal level for any meaningful reduction in the incidence of diarrhea.
There is also no available data to measure the impact of the awareness and sensitization campaigns at community
level. It is important to find a means of instituting the routine KAP survey (Knowledge, Attitudes and Practices)
in Government.
While training in water and sanitation management issues where provided, the institutionalization in both
municipalities is still low, and yet to be accorded the necessary priority by their own admission, due to staff
attrition, and inadequate municipality resources to meet the expected mandate
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. Water
supply schemes
rehabilitated and
extended
In Lichinga project funds were used to support
emergency repair works in the water supply system.
The actual water production is about 4.500 m3/day
and the existing network is about 70 km. Cuamba
benefited from the major rehabilitation and
expansion of its water supply system, which
requires further expansion and repairs to its tertiary
network to bring additional consumers on board.
GoM is seized with the expansion of the tertiary
network in Cuamba, since the additional water is
available.
Yes
Pipes Laid for
Cuamba 40.7 km 26.6km 153%
Water treatment
plants and pumping
stations
2 2 100%
Yes New connections and
new meters installed
for Lichinga
2,883 7,000 41.2 %
New connections and
new meters installed
for Cuamba
1,012 5,000 20.2 %
Output 2: Latrines
and Hand Washing
Facilities in Schools,
Health Posts, Public
Toilets and
Demonstrations
Latrines
334 100 334%
The Construction of 334 as opposed to 100 Latrines
and Hand Washing Facilities in Schools, Health
Posts, Public Toilets and Demonstrations Latrines
of Cuamba and Lichinga Municipalities was
completed by February end 2016.
Yes
Output 5: Household
latrines in Cuamba
and Lichinga
rehabilitated and/or
constructed by 2013
n/a 16,000 n/a
6,000 and 10,000 household latrines as per PAR for
Cuamba and Lichinga respectively were reported to
have been constructed at household levels, resulting
from the Health and Hygiene Awareness
campaigns. However these figures have not been
independently verified as no household survey has
taken place.
Yes
8 Mozambique: Niassa Provincial Towns WSS PCR
Output 4:
Improved customer
services
P11111 11 10100%0
The regulator, CRA has been very active in ensuring
there is fairness in terms of the actual quantities of
water consumed by deploying 2 full time agents to
the cities of Lichinga and Cuamba. The project
equipped them with office equipment and
transportations means, and field kits. CRA thus
developed the capacity to be closer to the
consumers, monitor the quality of water and are able
to provide appropriate feedback to FIPAG. As
regards water quantities used at stand pipes CRA are
able to certify the quantities consumed at each
standpipe. These activities have led to improved
customer services.
YY Yes
Output 5: No of
people and
committees trained
It was planned to train local community agents
including water and sanitation committees in
schools, community leaders, water and sanitation
management committees in markets and staff from
public institutions in hygiene and health awareness.
The targets in terms of 50 staff, 100 men and 100
women and 30 committees trained was achieved.
Yes Staff trained
50 50 100%
Men and women
trained 200 200 100%
Committees trained 30 30 100%
Output 6: Gender
issues addressed in
training material 1 1 100%
One of the expected outputs was the design of social
gender sensitive mobilization materials which was
accomplished
Yes
Rating* (see
IPR
methodology)
Narrative assessment
methodology)Narrative assessment
3 In line with the decision to re-scope the project outputs to only emergency water supply system rehabilitation for
Lichinga and a major facelift for the water supply system in Cuamba, the project proceeded to deliver water
infrastructure that is capable of achieving 70% population coverage for Cuamba, and less number of beneficiaries in
Lichinga . This has contributed to development effectiveness by ensuring adequate water supply coverage for the long
to medium term for one town, and securing the short to medium term water supply for the other. The output with regards
to the construction of latrines and hand wash facilities in institutions and public places were either in line with the targets
at appraisal or far exceeded their appraisal targets. There were however complaints from the municipal authorities about
the design of the latrines which made them vulnerable to vandalism. The concerns were addressed through providing
steel doors and locks.
9 Mozambique: Niassa Provincial Towns WSS PCR
4. Development Objective (DO) rating
DO rating (derived from
updated IPR)*
Narrative assessment (indicative max length: 250 words
3 Due to the re-scoping exercise, Lichinga municipality’s water supply system, only received emergency repair works. On
the other hand, Cuamba’s water supply system expansion has resulted in potentially more beneficiaries than estimated at
appraisal. However the realization of the fullest potential of the investment in water supply investments in Cuamba is
contingent upon expending additional resources expanding the distribution network, which has already started. With
regard to sanitation most of the outputs have been achieved. Regarding Sanitation, the municipality authorities’ would be
required to prioritize the functions (human and financial resources), beyond just the operations and maintenance of the
facilities , and also ensuring the fullest employment of those that have been trained to impart knowledge in the area of
sanitation, hygiene and health.
Other development objectives like distance travelled to access safe water and security of the supply are largely achieved
especially for Cuamba as well as Lichinga to a lesser extent.
5. Beneficiaries ( )
Actual (A) Planned (B) Progress towards target (% realized) (A/B)
% of
women
Category (e.g. farmers, students)
136,000 161,288 84.3% 51% The general population including students
accessing water
6. Gender equality
Assessment on the performance of gender equality in the operation (indicative max length: 250 words)
With readily accessible potable water for domestic use, the burden imposed on women and children who are usually responsible for
collecting water will be reduced. Regarding the water and hygiene awareness component, the project had specific gender targets which
were accomplished; namely the men and women trained (50%) and the mention of gender issues in training materials that were developed.
Gender segregated Latrines were also built for women and men. On the whole, it is assessed that the project will generate positive impacts,
which will enhance the livelihood and well-being of the population in Lichinga and Cuamba, out of which 51% are women.
7. Unanticipated or additional outcomes
Description Type (e.g. gender,
climate change, social,
other)
Positive or
negative
Impact on project (High, Medium, Low)
The re-scoping exercise and reprioritization in one municipality assisted in the
prompt completion of the major expansion of the water supply systems within
the available investment budget, and was well received by both the Government
and the Bank.
Water, Economic,
health
Positive High
Encouragement of entrepreneurship through the PPP arrangements as well as
providing employment through the same model.
Private Sector
Development
Positive High
8. Lessons learned related to effectiveness
Key issues (max 5, add rows
as needed) Lessons learned Target audience
Project design Despite earlier completion of feasibility studies, the non-availability of the detailed
designs meant that the limited investment financing at appraisal (budget of UA 30
million reduced to UA 18 million) was outstripped at the completion of the tendering
stage. The re-scoping exercise carried out after the project detailed design, resulted
in Lichinga only receiving emergency repairs to the water supply systems. The lesson
learned is the need ensure that detailed designs are available at the approval stage.
The Bank /GoM
10 Mozambique: Niassa Provincial Towns WSS PCR
Staff continuity is important Lack of staff continuity especially at the municipality level is impacting the
effectiveness of the municipality to manage project related activities such as
facilitating those equipped with the training to impart knowledge to the communities
on hygiene and health awareness.
GoM, Bank
Fully involve the
implementers on project
finances
To ensure the fullest commitment from the municipalities and ensure effective it
was imperative that DNA should have devolved financial management issues to the
municipal authorities in the same way as they did with FIPAG
GoM
It is important to sustain the
sensitization campaigns
The sensitization campaigns have yielded benefits in contributing to behaviour
change and water borne/based disease reduction and there is need to sustain the
activities by institutionalising them within the Municipalities.
Bank, GoM,
Municipalities
Promotion of public-private
partnership (PPP)
The project is currently piloting the utilization of the private sector to manage and
maintain the public toilet facilities on behalf of the Municipalities, and it is considered
a positive development leading to sustainability of the facilities installed.
Bank, GoM, Donors
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*
4 years from 2009 to 2013 5 years from 2010 to 2016 .8 3
Narrative assessment (indicative max length: 250 words)
The initial implementation timeline was supposed to be for a period of 4 years from project effectiveness to the last disbursement. The
project was extended twice to 31st March 2016. During the procurement of the consultancy services, there was a disagreement between
the Bank and the FIPAG relating to the adjudication of the bids from the shortlisted firms. The Bank’s disqualification of the JV
recommended for the award by FIPAG, led to a six month delay, as there were appeals for the Bank to reconsider its decision. A second
delay was occasioned during implementation stage, and it related to the design component of the contract. It affected the pace of
implementation as disagreements between the client and the consultant became apparent and the consultant was not flexible enough to
accept some of the guidance by the client leading to a final impasse and termination for poor performance of the consultant.
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*
99% 100 .99 3
Narrative assessment (indicative max length: 250 words)
The initial proposed outputs for the project was for the following key expected outputs: 36.4km and 26.6 km pipe laid and 1 water
treatment plants and pumping stations rehabilitated and expanded for Lichinga and Cuamba respectively by 2013, 5,000 and 7,000 new
connections made and new meters installed by 2013 for Cuamba and Lichinga respectively, 100 facilities constructed by 2013, 6,000 and
10,000 household latrines in Cuamba and Lichinga respectively rehabilitated and/or constructed by 2013.
For Sanitation, all the planned Latrine structures planned for Schools, Clinics and Markets were completed. Further, both Municipalities
were equipped with Tractors and Trucks to assist in Solid waste Management, which was an addition to the planned activities arising
from cost savings from the approved project goods that were purchased.
11 Mozambique: Niassa Provincial Towns WSS PCR
3. Cost benefit analysis
Economic Rate of Return
(at appraisal) (A)
Updated Economic Rate of Return
(at completion) (B)
Ratio of the Economic Rate of
Return at completion and at
appraisal (B/A)
Rating*
(ENPV UA 2.43 million) EIRR (16%) (ENPV 0.258million)(EIRR 12.4%) 77.5% 3
Narrative assessment (indicative max length: 250 words)
Statistics on water coverage at provincial level for 2015 indicate that access to water has improved. Coverage in Lichinga
is now at 24% and that for Cuamba is at 16% (September 2015). With an improved distribution network, as well as
anticipated increase in house connections water coverage in Cuamba is expected to reach 70% or 81,777 persons. Lichinga,
which has a population of approximately 195,221 and coverage of 4% in 2009 peaked at 28% or 54,661 persons in 2013
and currently estimated at 21% in September 2015 due to population growth, and lack of a new source of water for the
city. The mission therefore assumed a coverage rate of 28% for Lichinga, and a combined total of approximately 136,000
beneficiaries. The PAR assumed 165,000 beneficiaries. In order to be in line with other projects reviewed the project life
is put at 25 years instead of 19 years in the PAR.
The time taken to draw water has been reduced from 1.5 hours to a half hour. The time savings are expected to result in
people especially women and the girl child who bear the brunt of fetching water, having additional time on their hands to
pursue other income generating activities. The mission observed further that in the locations where public toilets were
under management of private operators contracted by the Municipalities income was being generated, and employment
created. The mission also noted with satisfaction that FIPAG continues to invest in the expansion of the tertiary distribution
network of the water supply system which will accelerate the pace of reaching the target.
There is in addition improved sanitation following the construction of 334 latrines at institutions and public places has
improved health outcomes and peoples livelihoods and although the results are mixed, is likely to result in reduced
incidences of waterborne diseases.
The economic benefits are evaluated through the use of the Economic Internal Rate of Return (EIRR) and the Economic
Net Present Value (ENPV). The hurdle rate is assumed at 12%. Mission results show that the economic internal rate of
return for the project was 13% compared to a PAR estimate of 16% whilst the economic net present value at completion is
UA 0.262 million. The financial analysis indicates that the FIPAG company for the management of water supply systems
in Lichinga and Cuamba is still effectively viable. Having adopted the real discount rate of 1.25% used at appraisal, the net
present value (NPV) generated by a combination of both Cuamba and Lichinga is UA 4.36 million compared to UA 16
million at appraisal. The FiRR is 4.7%% which is slightly lower than at appraisal This is well above the real interest rate
charged by the Bank on the loan.
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 Implementation progress was slow at the beginning of the project due to the need for re-scoping. This was compounded by
lack of collaboration and poor performance on the design front, which resulted in the termination of the Consultant contract,
RJ Burnside. After the engagement of a replacement consultant and a change to a design and build contract mode, the works
contract took off expeditiously. However the overall implementation period was extended twice which resulted in the
implementation period increasing to 6 years from the original design period of 4 years.
In addition to the expansion/renovation of the water network, construction of latrines in public spaces, purchase of
equipment, etc., the project has also supported the capacity building of the involved institutions including municipalities
and communities. Therefore, community committees were established and community activists were trained on water and
sanitation awareness. Other positive achievement included the creation of permanent and provisory jobs.
12 Mozambique: Niassa Provincial Towns WSS PCR
While training in water and sanitation management issues where provided, the institutionalization in both municipalities is
still low, not a priority by their own admission being necessary, among other issues, to increase staff numbers and timely
allocate financial resources, if it’s to meet the expected mandate
5. Lessons learned related to efficiency
Key issues (max 5, add rows as needed) Lessons learned Target audience
1. Flexibility is important In spite of challenges brought about by the
insufficient investment resources at approval, both
the Government and the Bank agreed on the re-
scoping to enable judicious use of the resources
and achievement of the most benefit of expanding
the water supply systems in Cuamba.
Further, in the course of the impasse brought
about by the termination of the Supervision
consultant’s contract, the Bank and the
Government agreed to restructure the contractor’s
contract to a design and build format, to enable a
couple of project activities continue whilst the
procurement for the replacement Supervision ran
its course.
The Bank
2. Operations and Maintenance of Infrastructure It is important to fully involve Municipalities in
the future, in all operational issues
(administrative, financial, procurement,
monitoring, etc.) for Sanitation projects, rather
than concentrate at the central entity responsible
for water and sanitation, since the Municipalities
are constitutional responsible for operating and
managing Sanitation.
Bank and GoM
3.Harmonization is important The two main activities (water & sanitation) were
not well connected institutionally as they are
managed at different entities, but working towards
the achievement of a common goal. The public
sanitation systems delivered in schools, health
centers and other public spaces are not being
connected to the public water supply system fast
enough, therefore reducing their effectives in
diseases reduction.
The Bank, GoM
13 Mozambique: Niassa Provincial Towns WSS PCR
D. SUSTAINABILITY
1. Financial sustainability
Rating
*
Narrative assessment (indicative max length: 250 words)
3 The model employed of engaging Utilities to run the water schemes ensures sustainability of the systems as the benefits of the
operator depends on the amounts collected hence encouraging efficient and sustainable operation of the systems, and utilization
by the beneficiaries. The water use charges were steadily increased from the start of the project based on the GoM executing the
project undertaking, to carry out a tariff affordability study, and implementing the results, through the water tariff adjustments.
This gives the mission comfort that the water supply component is sustainable.
Regarding sanitation, additional coordination efforts across entities such as school Managements will be required to ensure that
they are properly maintained. The public toilets in the market places and other common facilities are currently under
management (operations and maintenance) of contracted private operators.
More than 50 Staff, 100 women from the communities and 100 men were in hygiene and health awareness. In addition 30
committees ware trained to promote hygiene health and awareness. However the benefits to be derived from these trainings are
contingent upon the municipalities in both Cuamba and Lichinga sustaining the activities of those that have received such
training so that they impart their knowledge to the wider communities. This is not currently happening and DNA needs to
ensure such activities are sustained by the municipal authorities for maximum benefit. This is more the case as 80% of
population is expected to benefit from hygiene and health awareness people sensitized in water supply and sanitation, ensuring
sustainability of the facilities funded by the project and promoting awareness on prevention of water and sanitation related
diseases.
2. Institutional sustainability and strengthening of capacities
Rating
*
Narrative assessment (indicative max length: 250 words)
2 At the municipal level the project design ensured that the technical staff should be treated as any regular member of staff and
were given similar incentives. At least on paper this ensured that the staff could be absorbed without their feeling that they were
entering a lower income category. It also ensured that staff could be absorbed without additional cost to the municipalities. By
engaging a private company with a good track record to run the water facilities GoM has also ensured institutional sustainability
in water supply schemes management.
That said the fact that there is staff movement at the executive levels of the municipalities gives rise to concerns about the needed
stability to sustain sanitation activities. The municipalities and district councils should still consider the private sector as a
partner to run some of the public latrines if the maintenance and proper care of such facilities is to be sustained.
14 Mozambique: Niassa Provincial Towns WSS PCR
3. Ownership and sustainability of partnerships
Rating
* Narrative assessment (indicative max length: 250 words)
3 During the formulation of the water and sanitation programme there was stakeholder consultation and the communities were
allowed to express their needs and these were prioritized. As the National Directorate of Water was the implementing entity
with a project coordinator based in Maputo, all operational issues (administrative, financial, procurement, monitoring, etc.) were
handled at that level, with a limited scope of responsibilities for the municipalities. At the end of the project, the DNA is expected
to continuously support the efforts of the Municipalities to mainstream their Sanitation role, within the ambit of the ongoing
decentralization exercise of GoM., to reinforce and sustain the gains brought about by these interventions.
Regarding the water supply infrastructure, the Public Water Asset Holder, not only implemented the refurbishment and
expansion of the schemes, but also has a direct role in supporting the Water companies, which are running the operations of the
systems. The fact that the GoM is undertaking dynamic reforms in the urban water supply sector aimed at improving coverage,
quality and efficiency of services should ensure sustainability of ownership and partnerships as well as the investment. The
reform program has involved the reorganization of sector Governance mechanisms, which have facilitated a transition towards
decentralized water supply operations and management, including service regulation, investment planning, and private sector
participation in operations.
More specifically, the GoM has taken steps to provide for:
Reduced operating costs and increased efficiency, particularly through involving private sector in operations for water
supply services in 21 major cities; Maputo, Matola, Boane, Beira, Quelimane, Nampula, Pemba, Dondo, Chokwe, Xai-
Xai, Inhambane, Maxixe, Tete, Moatize, Chimoio, Manica, Gondola, Lichinga, Cuamba, Angoche and Nacala;
Tariff adjustments that support financial sustainability, and
Establishment of a Regulatory Board for the sector, which considers both service quality and financial performance.
4. Environmental and social sustainability
Rating
* Narrative assessment (indicative max length: 250 words)
3 Environmental and Social Management Plan was submitted before construction works began and was being assiduously
followed by the Contractor during the construction works. CHICO and sub-contractors had full knowledge of ESMP
requirements and were aware of and strived to meet all aspects of the environmental requirements and mitigating measures in
the ESMP. As for the environmental protection, full time staffs were deployed to execute environment protection work during
the construction, CHICO adopted effective measurements to protect natural environment and fully cooperated with local
government and relevant departments.
Social activities such as the dissemination of information on hygiene had health awareness are likely to suffer if the current high
staff turnover at the municipal councils continues. There is a need for DNA to continuously provide information to the
Municipalities as in Cuamba, where there are now newly engaged key staff who were not aware of the existence and the need
to sustain the activities of the committees trained in health and hygiene awareness.
Institutionalization in both municipalities of sanitation activities is still low and is not a priority by their own admission in terms
of staff numbers and timely allocation of financial resources. As such the the optimum management of the Sanitation facilities
is not yet in place particularly in Lichinga Municipality.
15 Mozambique: Niassa Provincial Towns WSS PCR
5. Lessons learned related to sustainability
Key issues (max 5, add rows as needed) Lessons learned Target audience
1. Involvement of the final operator can
ensure sustainability
1. FIPAG’s pivotal position as the project implementer of the water
component as well as the stakeholder in the entity that operates the
water supply facilities has guaranteed total commitment for
sustainability of the investment.
GoM
2. Avoid frequent staff movement at the
municipality level
There have been frequent staff movements in regard to key decision
levels and this has affected the intension to sustain the activities of
those that have received training to disseminate information on health
and sanitation activities.
GoM
3.Decentralization of Sanitation
implementation
As the Technical Assistance for the component stayed at DNA, the key
Municipalities’ technical staff ended up not being fully involved in the
operational issues of project implementation for Sanitation since the
(Mayor was the interlocutor). In future projects, attempts should be
made to locate all resources and support at the Municipality level to
ensure that the function is resourced and prioritized by the
Municipalities, in line with the GoM full decentralization policy.
GoM
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 Bank through the Mozambique Field Office provided support to the implementation of the project through processing and
certification of payment and supervision missions. The Bank’s supervision was considered satisfactory and provided timely and
candid guidance to the Implementing entities and Municipalities on the implementation of the project. The Bank conducted 12
Supervision missions which were helpful to the project implementation in helping resolve some critical issues and providing
guidance. Recommendations shared with the DNA and FIPAG were taken into account during project implementation.
In keeping with the Bank Group practices the Bank (i) promoted stakeholder participation to strengthen ownership, (ii) enforced
safeguard and fiduciary requirements; (iii) undertook high quality and continuous supervision with adequate skills mix, and (vi)
provided timely responses to requests. According to FIPAG the AfDB had good communication, good accessibility and good
reporting lines and good partnership. This was also strengthened by the fact that the Task Manager who was present during project
design continued during the implementation of the project.
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 conducted 12 Supervision missions which were helpful to the project implementation in helping resolve some critical
issues and providing guidance. Recommendations shared with the DNA and FIPAG were taken into account during project
implementation.
The Bank through the Mozambique Field Office provided support to the implementation of the project through processing and
certification of payment applications, and financial management supervision missions wherein recurring issues were addressed.
The revised Delegation of Authority Matrix (2012) enabled a lot more routine issues to be handled at the level of the country
manager, and in turn resulted in faster turnaround time in addressing issues. Further, the Bank’s decentralization efforts, evidenced
by the presence of sector staff at country Office, enabled closer contact and communication with the various stakeholders.
The Bank was thus positioned to assist to review, analyse and address implementation bottlenecks which arose during the impasse
between the implementing entity and the design consultant whose contract was terminated, and to proffer solutions to these.
Adherence to the Environmental and Social Management Plan and other Safeguards and Fiduciary issues were addressed during
Supervision missions, with presentation on the various activities executed, and reporting on worksite safety and training issues.
The Country Portfolio Performance Review meetings organised by the Bank to tackle systemic issues of taxes and Disbursements
that occasionally arose.
16 Mozambique: Niassa Provincial Towns WSS PCR
Key issues (related to
Bank performance, max
5, add rows as needed) Lessons learned
1. The Bank’s
flexibility in project
design
1. Following the re-scoping of the project the Bank was flexible enough to allow the works contract at Cuamba to
continue as a Design and Build works contract, thus minimising the delays that could emerge with the termination
of the Design and Supervision consultant, and this turned out to be very beneficial regarding the speed with which
the works were implemented.
2. Speedy response The utilization of the Delegation Authority Matrix for routine communications on procurement and other
implementation issues assisted in speeding up the implementation.
3. Bank’s proximity
to Implementation
entities (Country
presence and
decentralization)
The presence of a team of Disbursement, Procurement, Social and Sector staff at the Field Office of the Bank, enabled
the client to enjoy the opportunity of meeting at short notice a wide range of Bank stakeholders, to resolve burning
issues that cropped up now and again. It is imperative for the Bank to continue its decentralization efforts at
maintaining a Customer focus, and putting a core team of staff in country offices for closer interaction with member
countries.
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 Despite some delay in the date of first disbursement, the borrower’s performance, assessed through feedback by the Bank and
self-evaluation, of the borrowers performance (by DNA, CRA, Municipalities and FIPAG) left some room for improvement as
the detailed designs for the water supply systems, were not available at the approval stage to enable a better grasp of the costs.
Future efforts would be directed at ensuring that the project’s detailed designs and costing are ready by the time the project is
approved. The borrower largely complied with covenants, agreements and safeguards, and provided timely counterpart funding.
This notwithstanding the implementation arrangements between DNA and the Municipalities which could have been better with
full involvement of the municipalities’ technical staff on financial decision making and procurement activities.
The GoM, FIPAG and the CRA (regulator) ensured that the required close monitoring of the quality of water delivered at point
of use was of acceptable standard. Further CRA set up liaison offices to interact and accept consumer complaints and feedbacks.
Further, the CRA discharged its obligation of ensuring that water tariffs increased from 16.68 MZM (2012) to 20.03 MZM (2015)
and are currently considering a new proposal for tariff adjustment to establish balance between cost coverage and operating
income for 2016 – 2020.
The DNA, Municipalities and FIPAG made efforts to comply with Bank supervision recommendations such as the creation of
permanent positions for the Technicians recruited initially through the project, and also the Audit recommendations in the
administration of project disbursement applications.
FIPAG and DNA as well as CRA have in large measure performed admirably. DNA has ensured that all the outputs within their
purview were accomplished and in terms of construction of latrines they exceeded the target. All the audit reports were
expeditiously carried out.
Initial project implementation bottlenecks which were attributed to a poorly performing project coordinator from the DNA was
finally resolved by the Government accepting a recommendation by the Bank, for the project coordinator to be changed. The
results were afterwards much improved with the arrival of the new project coordinator.
The FIPAG as implementing entity for the water supply component, used the project as an opportunity to build the capacity of
various young engineers, majority of who were women, working under the guidance of the more senior and experienced personnel.
The cross institutional collaboration on the project would require further improvement. Examples are those between DNA and
the Municipalities for the Sanitation component, and between DNA and FIPAG for the coordination of project activities. At the
completion of the project, a lot of progress in this regard had been made.
The confidence and overall timeliness of preparing request to the Bank improved with time.
17 Mozambique: Niassa Provincial Towns WSS PCR
Comments to be inserted by the Borrower on its own performance (both quantitative and qualitative). See guidance note
on issues to cover. (indicative max length: 250 words)
The Municipalities confirmed that the project did make a major impact on their performance and their ability to offer better
quality of life to citizens. Both Municipalities referred to the newly acquired Tractors, Trailers, and Waste removal trucks,
which have pushed up their operational ability to manage solid waste management for both cities. In addition, reference was
made to the Public toilets built in Markets, Clinic and Schools which are serving the general populace. Private operators have
been recruited to operate and maintain the public toilets in Cuamba. The project offered both municipalities an opportunity to
learn new skills of managing public infrastructure.
FIPAG was of the opinion that despite the insufficiency of investment funding to rehabilitate and expand the water supply of
both Lichinga and Cuamba, they were satisfied that the investment made in the water supply infrastructure in Cuamba, had
offered an opportunity to build a new infrastructure, and provides the possibility to meet the water demand of 70% of the
population, with an uninterrupted supply. They were of the view that the project enabled them to build their confidence,
particularly as the Bank provided the space and objectivity in the management of the challenges they faced with the initial
design consultancy firm on the project. Further, the project provided the organization an opportunity to expose a number of
younger engineers the opportunity to learn on the job and for the organization to consolidate its percentage of persons served in
the goal of meeting the MDG targets.
Key issues (related to Borrower performance, max 5, add rows as needed) Lessons learned
1. Devolution of decision-making is important 1. Government decision to devolve the project implementation
management to DNA and FIPAG has helped in effective implementation
of the project.
2. Allowing the private sector to run water schemes 2. The idea to let FIPAG take over the assets of Lichinga water supply
system and Cuamba has future water supply sustainability impacts.
3. Involving key stakeholders like the municipalities is
important
3. In future it is important for GoM to involve key stakeholders such as
the municipal councils in key decisions during project implementation as
this assures their commitment during the running of the facilities.
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)
2 NGOs were recruited to implement aspects of the project’s sanitation component to deliver the health and Hygiene awareness
and sensitization exercise. The results were reported to be excellent. However, it is important to institutionalise the activity of
Health and Hygiene sensitizations within the Municipality in order to sustain them and achieve behaviour change.
The quality of work of the contractors, for both Lichinga (Emergency repairs to the Water supply), Cuamba (major rehabilitation
of the water supply) and the contractors that were hired for the Sanitation facilities in both Lichinga and Cuamba, were reported
to have discharged their obligations on time, and with products meeting the agreed quality. However, there were concerns that
some of the sanitation service providers did take a bit of time in preparing their disbursement applications.
One of the consulting engineers had his contract terminated following a protracted disagreement with the implementer of the
water supply component.
Key issues (related to performance of other stakeholders,
max 5, add rows as needed) Lessons learned (max 5) Target audience (for lessons
learned)
1. Ongoing and uninterrupted Support to
borrowers during implementation, regarding
Bank requirements
1. It is important that Bank supervision missions in non-
middle income members states, prone to staff attrition at the
provincial tiers of governments, include ongoing review of
implementation bottlenecks associated with the entire value
chain of work done, progress reporting and disbursement
applications at the Bank, as breaks along this chain, has an
impact on Bank’s disbursement reporting for the project.
1. The Bank
18 Mozambique: Niassa Provincial Towns WSS PCR
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. Devolve the project management
to the implementers (i.e. the
Municipal councils) for sustainability
whilst ensuring minimization of
fiduciary risks.
All operational issues (administrative, financial, procurement, monitoring,
etc.) were handled at DNA, leaving the municipalities very limited roles
and ended up as receivers of completed outputs. Centralised decision
making and fund management during implementation results in diminished
ownership and weak management and maintenance of project assets.
GoM, DNA
2. Promotion of professional
orientation in project execution is
important is key
The engagement of FIPAG as an implementer meant professional project
management and the quality of work done is commendable. It is also
anticipated that FIPAG will be effective in the running and maintenance of
the facilities. No additional project personnel were engaged.
The Bank, GoM,
Donors
3. Bank’s flexibility is important In spite of the re-scoping exercise the Bank decided to go ahead with the
project albeit putting the bulk of the resources in one city and reducing the
targeted beneficiaries. Making decisions on economic imperatives is
important but should not cloud the judgement on whether or not to go ahead
with the project. Cuamba people are now benefiting from reliable water
supply.
The Bank
4. Project design: It is imperative for
detailed designs for the Infrastructure
components for projects to be
available at approval.
The planned rehabilitation and expansion of water supply infrastructure in
Lichinga town, was condensed to only emergency rehabilitation activities.
The project costs estimates turned out to be inadequate for the complete
refurbishing of the water supply infrastructure in both Lichinga and
Cuamba towns, after the detailed design and bidding process were
completed. One big lesson is to ensure the completion of the detailed
designs for the Infrastructure component, which has now become adopted
in the new Bank approved PD 02/2015 which now requires that the
project’s detailed designs are available by the time the project is approved.
FIPAG, GoM
5. Harmonization of water and
sanitation is important
The two main activities (water & sanitation) were not well coordinated
across the different tiers of government, and aligned towards the
achievement of a common goal. The public sanitation systems delivered in
schools, health centres and other public spaces were not swiftly connected
to the water system, already in place.
GoM
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. Harmonization (Institutional)
between water supply and sanitation
is key
For future projects it is important that the two main activities
(water & sanitation) be well connected Institutionally and
working towards the achievement of a common goal which was
not the case here.
GoM On-going
2. Water Supply Coverage It is important that FIPAG continue to invest in the distribution
network in both Lichinga and Cuamba in order to attain
coverage at above 50% overall so as to achieve benefits that are
close to appraisal estimates
FIPAG, GoM 2017
3. Ensure sustainable use of the
sanitation infrastructure
The Municipal councils should ensure that they maintain budget
lines that are adequately funded for sanitation activities
including operations and maintenance of toilet facilities and
management of solid waste. This will ensure the attainment of
outcomes as planned in the appraisal report
Municipalities, GoM On-going
19 Mozambique: Niassa Provincial Towns WSS PCR
4. Taking full advantage of the
capacity that has been built
It is important that the Municipal councils allocate adequate
resources in order to ensure that the activities of those trained to
carry out sensitization in hygiene and health awareness are
sustained. This is to ensure that the full benefits of the project
are realized.
GoM, Municipalities On-going
5. Staff continuity is key Staff continuity at the municipal councils is a factor in ensuring
institutional sustainability and ensuring smooth implementation
of the programme. Again the involvement. It is therefore
important that staff turnover be kept at the minimum
GoM, Municipalities,
FIPAG
On-going
6. PPP Pilot for Operating and
Maintaining completed
Infrastructure
The pilot PPP arrangement for the management of the Sanitation
facilities in Cuamba, should be further improved upon through
a comprehensive review of the key performance indicators in
the contracts.
GoM and the Bank Ongoing
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 2.58
Timeliness (II.C.1) 2.56
Resource use efficiency (II.C.2) 2.76
Cost-benefit analysis (II.C.3) 2
Implementation Progress (IP) (II.C.4) 3
DIMENSION D: SUSTAINABILITY 2.50
Financial sustainability (II.D.1) 3
Institutional sustainability and strengthening of capacities (II.D.2) 2
Ownership and sustainability of partnerships (II.D.3) 2
Environmental and social sustainability (II.D.4) 3
AVERAGE OF THE DIMENSION RATINGS 2.89
OVERALL PROJECT COMPLETION RATING S
20 Mozambique: Niassa Provincial Towns WSS PCR
VI Acronyms and abbreviations
Acronym (add rows as needed) Full name
ADF African Development Bank
CBA Cost-benefit analysis
CRA Conselho de Regulação do Abastecimento de Água
DNA Direcção Nacional de Abastecimento de Água e Saneamento
EIRR Economic Internal Rate of Return
FIPAG Investimento e Património do Abastecimento de Água
FIRR Financial Internal Rate of Return
GoM Government of Mozambique
M&E Monitoring and Evaluation
MZFO Mozambique Field Office
NGOs Non-Governmental Organizations
NEPAD New Partnership for Africa’s Development
NPV Net Present Value
PARPA Action Plan for the Reduction of Absolute Poverty
PCR Project Completion Report
PNA National Water Policy
PPP Public Private Partnership
RMCs Regional Member Countries
SADC Southern African Development Community
UA Unit of Account
Required attachment: Updated Implementation Progress and Results Report (IPR) – the date should be the same as the PCR mission.
PROGRESS REPORT