completon report: earthquake emergency assistance project

8/10/2019 Completon Report: Earthquake Emergency Assistance Project

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Board of Directors

IN.351-1216 November 2012

Project Completion ReportEarthquake Emergency Assistance Project

(Pakistan) (Loan 2213-PAK, Grants 0029-PAK, and0037-PAK)

Attached for information is a paper on the above subject.

For Inquiries: M Shafi Pakistan Resident Mission


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For Inquiries: M Shafi Pakistan Resident Mission

Completion Report

Project Number: 39631-013Loan Number: 2213Grants Numbers: 0029, 0037November 2012

Pakistan: Earthquake Emergency Assistance Project


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CURRENCY EQUIVALENTS

Currency Unit Pakistan rupee/s (PRe/PRs)At Appraisal At Project Completion

PRs1.00 = $0.0167 $0.0107$1.00 = PRs59.72 PRs93.65

ABBREVIATIONS

ADB Asian Development BankADF Asian Development FundAGP Auditor General of PakistanAJK Azad Jammu and KashmirAJKED Azad Jammu and Kashmir Electricity DepartmentBHU basic health unitCGA Controller General of AccountsCIF cost, insurance, and freight

CPRM country portfolio review meetingDDC district departmental committeeDCO district coordination officerEARF environmental assessment and review frameworkEMP environmental management planEIRR economic internal rate of returnENPV Economic net present valueERRA Earthquake Reconstruction and Rehabilitation AuthorityFCU Federal Coordination Unit

FHA Frontier Highway AuthorityFMIS financial management information systemGAP gender action planGDP gross domestic product


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PRM Pakistan Resident MissionPWD person with disabilities

RA reconstruction agencyRHC rural health centerRRP Report and Recommendation to the PresidentSC steering committeeSDR special drawing rightsSHYDO Sarhad Hydro Development OrganizationSMC school management committeeTA technical assistanceTEVTA technical and vocational training authority

VOC vehicle operation costVPAP vulnerable people action planVRC village reconstruction committee

NOTES

(i) The fiscal year (FY) of the government and its agencies ends on 30 June.

Financial year before a calendar year denotes the year in which the fiscal yearends, for example, FY2012 ends on 30 June 2012.

(ii) In this report, $ refers to U.S. dollars.

Vice-President X. Zhao, Operations 1Director General K. Gerhaeusser, Central and West Asia Department (CWRD)Director W. Liepach, Pakistan Resident Mission, CWRD

Team leader M. Shafi, Senior Project Officer, Pakistan Resident Mission, CWRDTeam members A. Zafar, Portfolio Management Officer, Pakistan Resident Mission,

CWRD


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CONTENTS

Page

BASIC DATA i

I. PROJECT DESCRIPTION 1

II.

EVALUATION OF DESIGN AND IMPLEMENTATION 1

A. Relevance of Design and Formulation 1B. Project Outputs 2

C.

Project Costs 5D. Disbursements 6

E.

Project Schedule 6

F. Implementation Arrangements 6G. Conditions and Covenants 7H. Related Technical Assistance 7I. Consultant Recruitment and Procurement 8J. Performance of Consultants, Contractors, and Suppliers 8K.

Performance of the Borrower and the Executing Agency 9

L.

Performance of the Asian Development Bank 10

III. EVALUATION OF PERFORMANCE 10

A. Relevance 10B. Effectiveness in Achieving Outcome 11C. Efficiency in Achieving Outcome and Outputs 11D. Preliminary Assessment of Sustainability 12E.

Impact 13

IV.

OVERALL ASSESSMENT AND RECOMMENDATIONS 13

A.

Overall Assessment 13

B. Lessons 14C Recommendations 15


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BASIC DATAA. Loan Identification

1. Country2. Loan Number

Grants Numbers3. Project Title4. Borrower5. Executing Agency

6. Amount of Loan (Original ADF)

(Revised ADF)Amount of Grant (0029) (Original)

(Revised)Amount of Grant (0037)

7. Project Completion ReportNumber

Pakistan2213-PAK(SF)0029-PAK, 0037-PAKEarthquake Emergency Assistance ProjectIslamic Republic of PakistanEarthquake Rehabilitation and ReconstructionAuthorityMinistry of FinanceSDR154.227 million ($220.0 million equivalent)

SDR162.509 million ($232.5 million equivalent)$80.0 million$137.5 million$37.5 million

PCR:PAK 1374

B. Loan Data

1. AppraisalDate StartedDate Completed

2. Loan NegotiationsDate StartedDate Completed

3. Date of Board Approval

4. Date of Financing Agreement

5. Date of Loan EffectivenessIn Financing Agreement

10 November 200515 November 2005

1 December 20052 December 2005

13 December 2005

23 December 2005

23 March 2006


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b. Amount (SDR000) for Loan 2213(SF)

Category orSubloan

OriginalAllocation

Last RevisedAllocation

AmountCanceled

NetAmount

AvailableAmount

DisbursedUndisbursed

Balance

Equipment andMaterialsEducation 1,752 708 1,044 (442) 819 (111)Health 7,361 3,583 3,778 964 2,033 1,550Transport 1,052 350 702 (21) 133 217

Power 24,186 15,100 9,086 5,200 9,418 5,682Civil WorksEducation 10,515 16,400 (5,885) 1,556 13,087 3,313Health 8,412 8,400 412 227 7,378 1,022Transport 72,557 79,650 (7,093) (1,340) 74,054 5,596Power 3,856 5,500 (1,644) (560) 5,575 (75)Quick-Disbursing

24,536 24,536 0 0 24,536 0

8,282 (8,282) 0 8,282 0

Total 154,227 162,509 (8,282) 5,584 154,315 15,194

Amount ($000) for Grant 0029

Category orSubloan

OriginalAllocation

LastRevised

AllocationAmount

CanceledAmount


Balance

Legal Assistance,Governance, and

InstitutionalBuilding

2,500 2,800 (300) 1,679 1,121

IncrementalAdministrativeSupport

5,000 10,171 (5,171) 8,463 1,707


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Health 0 342 361 (19)ERRA 0 500 291 209

Education, NWFP 0 4,800 2,425 2,375Services Charges 1,150 (1,150) 0 1,150Pending ClaimsQuick-Disbursing 65,000 65,000 0 65,000 0Pending Claims 5,251 (5,251)Imprest Advance 85 (85)Undisbursed(commitment letter)

427 (427)

Total 80,000 137,500 (57,500) 128,383 9,117() = negative.

Amount ($000) for Grant 0037

Category or SubloanOriginal

AllocationAmount


Balance

Civil Works 31,970 27,817 4,153Equipment and Materials 1,470 1,797 (327)Consulting Services 2,210 2,245 (35)IncrementalAdministrative Support

1,100 520 580

Service Charge 750 0 750Total 37,500 32,379 5,121

() = negative.

9. Local Costs (Financed)- Amount ($) Local and foreign cost breakdown not

applied in the loan financial informationsystem.

- Percentage of Local Costs

- Percentage of Total Cost

C. Project Data

1. Project Cost ($ million)Cost Appraisal Estimate Actual


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3. Cost Breakdown by Project Component ($ million)

ComponentAppraisalEstimate Actual

A. Asian Development Bank Financing

1. Quick-Disbursing 100.0 115.6a. Grant financing 65.0 65.0b. Loan financing 35.0 50.6

2. Project Componentsa. Equipment and Materials 49.0 24.1

i. Education 2.5 5.9ii. Health 10.5 3.5

iii. Transport 1.5 0.2iv. Power 34.5 14.5

b. Civil Works 136.0 208.4i. Education 15.0 67.9ii. Health 12.0 17.9iii. Transport 103.5 114.1iv. Power 5.5 80.6

c. Implementation Assistance 15.0 30.8i. Legal assistance, governance, and institutional

building

2.5 1.7

ii. Incremental administrative support 5.0 9.3iii. Consulting services 7.5 19.9

Subtotal (A) 300.0 378.8B. Government Financing (counterpart)

1. Physical Works 51.5 31.8i. Education 5.1 2.0ii. Health 5.6 2.7iii. Transport 29.8 26.3iv. Power 11.0 0.8

2. Taxes and Duties 18.3 37.6i. Education 1.0 18.3ii. Health 1.6 1.5iii. Transport 5.2 7.6


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ComponentAppraisalEstimate Actual

Social Mobilization under Education Sector, KhyberPakhtunkhwa

No estimate 22 April 2009

Master Training under Education Sector, KhyberPakhtunkhwa

No estimate 1 January 2010

Completion of Engineering Designs December 2006 June 2008Civil Works Contract

Date of Award January 2007 31 August 2007Completion of Work December 2008 30 June 2011

Equipment and Supplies

DatesFirst Procurement July 2006 22 August 2007Last Procurement March 2009 25 May 2010

Other Milestones

5. Project Performance Report Ratings

Implementation Period

Ratings

Development Objectives Implementation Progress

From 1 December 2005 to 31 December

2010

Satisfactory Satisfactory

From 1 January 2011 to 30 June 2011 On track On track

D. Data on Asian Development Bank Missions

Name of Mission DateNo. of

PersonsNo. of

Person-DaysSpecialization of

Members

Appraisal 1015 November 2005 2 10 a, bInception 3 February25 April

2006

3 32 b, c, d

Review 1 59 February 2007 1 5 bMidterm review 3 September19

October 20077 44 b, d, e, f, g, h, i

R i 2 26 M h 30 A il 2008 7 37 b d h i j k


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I. PROJECT DESCRIPTION

1. On 8 October 2005, Pakistan suffered a magnitude 7.6 earthquake that was the mostdebilitating natural disaster in its history. According to figures provided by the Government ofPakistan, approximately 73,000 people died and more than 70,000 were severely injured ordisabled. More than 2.8 million people were left without shelter and 2.3 million people withoutadequate food. The overall cost of relief and reconstruction associated with the earthquake wasestimated at $5.2 billion.1 An estimated 324,000 jobs were lost, affecting about 29% of thepopulation previously employed in the districts hit by the quake. Widows and children, inparticular, were at risk of having little or no access to supplies and services.

2. On 14 November 2005, ADB approved the establishment of the Pakistan EarthquakeFund (PEF) to support the governments reconstruction efforts.2 The PEF included an initialgrant contribution from ADB of $80 million. On 13 December 2005, ADB approved theEarthquake Emergency Assistance Project (EEAP), using a grant of $80 million from the PEFand a loan of $220 million3equivalent from ADBs Asian Development Fund (ADF) resources.Through three subsequent approvalsin December 2006, and March and September 2007

ADB increased the funding for the project from the original $300 million equivalent to $407.5million equivalent, including cofinancing with full administration by ADB.4

3. The project covered five districts in the province ofKhyber Pakhtunkhwa (KP) and fourdistricts in the state of Azad Jammu and Kashmir (AJK). The expected impact of the project wasto reverse the devastating impact of the earthquake and so revive economic activity and enablepeople to resume their livelihoods and return to normal life. This was to be achieved primarilythrough rehabilitating and reconstructing damaged and destroyed infrastructure as quickly aspossible, an effort that would particularly assist the poor and other vulnerable people.

4. The project had three components: (i) quick-disbursing assistance for import financing,

(ii) project sector components, and (iii) implementation assistance. These components weredesigned to support each other to mitigate earthquake losses in the affected communities andprovide rapid rehabilitation and reconstruction of priority infrastructure.
http://en.wikipedia.org/wiki/Khyber_Pakhtunkhwahttp://en.wikipedia.org/wiki/Khyber_Pakhtunkhwa


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capacities, and strong oversight and coordination to ensure transparency and reduce overlaps.The project funded the development and implementation of monitoring and accountability

procedures. In addition, it focused on reconstructing priority social and economic assets to themulti-hazard-resistantstandards necessary for restoring lives and livelihoods.

6. The project was not part of ADBs Country Strategy and Program for Pakistan.Nonetheless, at appraisal and completion the project was consistent with ADBs Disaster andEmergency Assistance Policy. 5 The policy emphasizes that emergency projects should bedesigned to mitigate immediate losses to priority assets, capacity, or productivity. The projectfocus on priority infrastructure in education, health, power, and transport limited its scope toreconstructing assets that support basic needs and were essential to the restoration of

productivity and normal life in the area affected. In addition, the incremental support componentfocused on restoring and strengthening the capacities of the borrower to respond to the disasterand to provide legal assistance and governance support to the most vulnerable so that theycould access services and entitlements.

7. The project was designed on the basis of the PDNA, without any preparatory technicalassistance. During implementation, major changes were made in scope, design, and costing.These changes were in line with the project objectives and intended outcomes. The scope

changed mainly the social sector component, which enhanced the focus on priority assets.

B. Project Outputs

8. The project had three components: (i) quick-disbursement assistance, (ii) project sectorcomponents, and (iii) implementation assistance.

9. Quick-Disbursing Component.In accordance with ADBs Policy (footnote 5), a portionof the proposed project (a $65 million grant from the PEF and a $47.5 million equivalent loan)6

was used for quick-disbursing assistance to partly finance the unusually high and unplannedimport expenditures required for emergencies. The performance of the quick-disbursingcomponent was satisfactory. It financed imports of mainly fuel and emergency equipment out ofthe list of import items agreed at the project design stage.7 The imports were completed in 2006.


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component covered roads and bridges (i) in AJK under the National Highways Authority (NHA),9the Public Works Department, and the Local Government and Rural Development Department,

and (ii) in KP under the Frontier Highway Authority (FHA) and district governments.

12. The outputs of the transport sector component were satisfactory. About 1,000 km of the2,000 km of damaged roads identified in the PDNA met the project selection criteria. Contractswere awarded for 376 km of major roads, 501 km of link roads, and 53 bridges with a totallength of about 2.8 km. At completion, 301 km of major roads, 492 km of link roads, and allbridges were reconstructed and rehabilitated. The remaining 84 km of roads were only partiallycompleted because of delays caused by contractors or by additional damages from the 2010floods. Except for two roads in AJK which had quality issues that were being addressed

according to the terms of the respective contracts, the quality of the outputs was satisfactory.

13. Power Sector.The power sector component comprised rehabilitation and reconstructionof the power generation and supply system damaged by the earthquake. This included (i)rehabilitating nine hydropower stations; (ii) supplying and installing equipment on 132 lines (33kV and 11 kV) and ten substations; (iii) constructing ten substation buildings and staff quarters;(iv) supplying and installing 0.4 and 0.22 kV low-voltage lines; (v) installing service connectionsto consumers; (vi) providing spare parts, vehicles, and tools; (vii) installing transformers, meters,

and service connections and paying for electricity supply to the tent villages and relief camps;and (viii) installing service connections to model villages established after the earthquake.

14. The outputs of the power sector component were satisfactory. All nine hydropowerstations were repaired and rehabilitated. About 450 km of 33 kV and 11 kV lines were restored.Eight grid-station buildings were reconstructed. About 250 km of low-voltage lines were suppliedand installed. In AJK and KP, 84,587 service connections were installed for consumers. Spareparts, operational vehicles, and tools worth $1 million were procured by power sector agencies.

A total of 1,292 transformers were installed. Electricity connections were provided to tent

villages and relief camps, and $3.6 million was paid for their electricity fees.

15. Social Sector. The social sector component focused on the reconstruction andrehabilitation of damaged and destroyed health and education facilities.


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middle, and high school buildings in KP11with improved seismic designs, latrines, and offices; (ii)providing essential furniture and equipment for the reconstructed schools as well as an

additional 180 government schools in KP; (iii) training trainers for teachers training; and (iv)assessing and advising on school health services.

19. The outputs of the education sector component were satisfactory. In AJK, contracts wereawarded for all 309 middle schools. At project completion, 305 had been fully reconstructed tomulti-hazard-resistant standards. The remaining 4 partially completed schools weresubsequently completed using government funds. All 309 schools were supplied with essentialfurniture and equipment. Master trainers were trained and, in turn, trained 656 teachers. In total328 school management committees (SMCs) were formed and trained in health and hygiene,

school safety, environmental and disaster management, and first aid services.

20. In KP, contracts were awarded for 124 primary, middle, and high schools. Of these, 105were substantially complete before the grant closed. The remaining 19 schools were at variousstages of construction, with all supplies and furniture procured. All 124 schools were suppliedwith water and sanitation facilities and with furniture, and 79 had electrical connections. Schoolfurniture was also provided to 166 other government-financed schools in the project area. Nomaster trainers were trained because this activity was being financed through other sources.

Moreover, 124 SMCs were formed and oriented on health hygiene, school safety, environmentalmanagement, and disaster risk reduction and management.

21. Implementation Assistance. The revised cost of the implementation assistancecomponent approved by ADB (footnote 8) was $34.3 million, as compared with the $15.0 millionestimated at appraisal. The scope included (i) consulting services, (ii) incremental staff andoperational support for implementing agencies, and (iii) legal assistance and governanceassistance. The cost of the component increased because of 2-year delay in implementation,the 36%increase in ADB financing, and the underestimation of costs at the appraisal stage.

22. The outputs of the consulting services component were partially satisfactory. Theconsultancy services envisaged an estimated input of 1,500 person-months at appraisal; 2,906person-months had been used at completion (Appendix 2). Eight consultancy firms were hired


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24. The outputs of the legal assistance, governance, and institutional buildingsubcomponent were satisfactory. The outputs were financed either fully or partly by ADB;

multiple agencies were involved. The scope of the subcomponent included five elements:

a) Support for the replacement of registration and disability certificates, and propertytitles: mobile units with male and female staff were established to issue new identity andregistration cards, and to verify compensation claims. Procedures for registration weresimplified. Three new units established in the revenue department reconstructed therecords of the 21 revenue units most affected by the earthquake; they handled lost landtitles, compensation, and resettlement issues.

b) Legal assistance to earthquake victims to address legal and documentary issues: 18centers for free legal aid were established, with male and female staff available forwidows and orphans. About 26,300 cases related to guardianship, compensation,property, and registration were registered; 96% (36% of which were registered bywomen) of the cases were resolved within 2 years.

c) Establishment of a decentralized mechanism for private dispute resolution andgrievances: four project-financed special courts in the affected districts of AJK settled

2,700 of 3,450 cases registered in the 15 months of their operation. Complaints againstpublic offices increased to 4,507 in 20092010 as activities picked up. ADB-funded staffin the ombudsman office disposed of 4,259 (94%) of them.

d) Training and awareness for judges, district officials, and the public on disasteremergency issues: ADB provided consultants to the law department to improve existinglegislation and formulate new legislation addressing calamities, disaster management,and child protection. All legislation related to disasters were compiled, translated intolocal languages, and posted on the departments website. A judicial conference financed

by the project oriented lawyers and judges on issues related to affected population andnew legislation. The project established a training institute that trained 500 staff from therevenue department in handling issues related to earthquake recovery.


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D. Disbursements

27. At appraisal, there was no specific disbursement schedule. The overall timeline of theproject was 36 months, but this was overoptimistic: disbursement took more than 72 months.The annual disbursements of the project are listed in Appendix 4.The disbursements were lowuntil 2007 and high in the last two years of the project. The slow pace of the initial disbursementwas caused by the delays in establishing PIUs and awarding contracts. Most contracts wereawarded by 2008, and after that the pace of disbursements increased.

28. To expedite disbursement, the ERRA established three imprest accounts, one for theloan and one each for the two grants for eligible project expenditures up to $100,000. Anything

above this amount was paid directly by ADB. The imprest account was liquidated or replenishedusing statement-of-expenditure dispensation. However, owing to difficulties in retaining qualifiedaccountants in districts and PIUs, most payments were made through the funds advanced toprovincial reconstruction authorities. The disbursement of loans worked effectively, but grantdisbursements were delayed because of the centralized management in ADB. The delays wereconsiderably reduced in the last two years of the project, when the disbursement of grants wasdecentralized to the Pakistan Resident Mission (PRM). The internal control of the ERRA and theprovincial reconstruction authorities was satisfactory. However, toward the end of the project,

ADB delayed the reconciliation of project accounts due to disbursement overload, and thequality of the ERRAs withdrawals application deteriorated as their key staff were demobilized.These weaknesses prevented the loan and grant accounts from being closed on time.

E. Project Schedule

29. The implementation of the project was delayed, and ADB extended the project for twoyears, to 30 June 2011. The implementation schedule is in Appendix 5. The original schedulewas overoptimistic. The project was for emergency assistance, and implementation was to start

immediately after approval and be completed within 36 months. The period was consideredappropriate at appraisal despite the weakened absorptive capacity of the implementingagencies. The agenciescapacities were overestimated, because the project budget was abouteight times as large as the historical annual budget for the affected areas, and the earthquake


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steering committees of AJK and KP, and the district development committees approvedstrategies, subprojects, plans, and budgets, and provided overall guidance according to their

special mandate in emergency reconstruction. It took more than a year to fully establish theERRA. However, the ERRAsupported by staff provided by multiple donors including ADB12was still able to facilitate, guide, coordinate, approve, and monitor the reconstruction plans andprojects, apart from developing the overall policy and planning framework for the reconstructionand accounting for the reconstruction funds. The implementing agencies were slow in setting upPIUs but once they were established, they were effective in selecting subprojects based onagreed criteria, undertaking social compliance, preparing project documents and designs,undertaking procurements, managing contracts, and reporting on progress and fund utilization.

32. The implementation arrangement involved too many implementing agencies but provedeffective because it had local ownership and it enhanced the capacity of existing institutions tohandle emergencies. However, the arrangement was not efficient enough, because it took moretime than envisaged to establish the special-purpose institutions, acquire additional capacitiesfor line agencies, and develop and train them in applying emergency codes and procedures.

G. Conditions and Covenants

33. Of the 162 covenants in the financing agreement and the four project agreements, 142were complied with, 10 were not complied with, and 10 were partially complied with. The statusof the borrowers compliance with the covenants appears in Appendix 6. The covenants thatwere not complied relate to the provision of insurance for facilities, submission of the completionreport, andmore importantthe lack of provision of staff for the completed health facilities.Covenants that were partially complied with related to gaps in social safeguards, missing auditoropinions on the use of imprest accounts and statement-of-expenditure procedures, and delaysin submission of these audit reports. The counterpart funds were delayed in the last 2 years ofthe project, which eventually delayed the completion of the project. Covenants requiring equal

compensation for land for men and women were irrelevant because this right is protected underthe law. Covenants related to the participation of women in the construction and maintenance ofinfrastructure differed from existing practice. The covenants requiring submission of auditreports in 4 months and certified copies of audited accounts from each implementing agency


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internal and external auditing procedures that are in use. All recent audits of the ERRA werebased on the FMIS, and audits are conducted regularly. In addition, an M&E system was

designed and implemented for the ERRA, using inputs from other donors and TA consultants.

I. Consultant Recruitment and Procurement

35. Expedient procedures permitted under ADBs Policy (footnote 5) and Guidelines forProcurementwere used for procuring services, works, and goods. The procurement of serviceswas partially satisfactory. Services of consultancy firms were hired through eight packages toprovide services in education, health, transport, and power sectors. In addition, four individualconsultants were hired in the health sector. The reason for procuring from a large number of

firms was the diversity of sectors and the multiplicity of implementing agencies. Most of theconsultants were hired through direct selection, because of the time constraints. The averagetime taken for hiring was 4 to 6 months, and most of the firms were mobilized during the first halfof 2007. The timelines for hiring were only slightly better than the time norms for hiring throughany competitive method of hiring consultants. The hiring time could not be shortened becauseline agencies had no comparable procedures for direct selection. A lot of time was wasted ineither developing such a procedure or using existing ones that had ever been used.

36. The procurement of works was satisfactory. The average time from bid invitation tocontract signing was 5 months or less for contracts using international competitive bidding (ICB)and 2 months for contracts awarded using national competitive bidding (NCB) procedures(Appendix 7). Procurement was delayed more because of shortages of materials, erraticmarkets, and the poor response to widely dispersed large packages. The majority of contractswere advertised more than once. The response improved only slightly after repackaging asprocurements continued to be affected by the limited capacity of local contractors, uncertaintiesin the affected area, and market distortion created by external donors who were awardingcontracts much above market rates. Because of the urgent nature of the project, the bidding

period for ICB was shortened to 30 days and for NCB to 14 days. Civil works contracts over $5million were procured through ICB, and those for $5 million or less were procured through NCBprocedures. In most cases post-qualification through single-stage, two-envelope procedureswas followed. ADB reviewed bidding documents and bid evaluation reports for packages worth


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consultants overdesigned the health and education components, resulting in increased costs ofthe contracts and design effort. The supervision was generally satisfactory in terms of quality

control in the education, health, and roads sectors except for two roads in AJK,

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where qualityissues surfaced. However, contract management was weak because decisions were delayedand the consultants were unable to provide engineers opinions on time. This led to lengthyarbitrations, and 23 schools remained incomplete. The performance was also weak becausesome firms overcommitted their resources to new contracts, and others14did not fully transferthe benefits of the negotiated contracts to their staff. In addition, the market became distorted asexternal donors started hiring in the affected areas at much higher rates.

39. Collectively, the performance of civil works contractors was partially satisfactory. The

completion time of contracts ranged from 11 to 36 months. The performance of the roads sectorcontractors in KP and all power sector contractors was generally satisfactory. In all other sectors,performance was partially satisfactory because of delays, except for the few re-awardedcontracts in the health and transport sectors in AJK that were completed on time. There were nomajor quality issues on works contracts except for the two roads in AJK (footnote 13). Theturnkey contracts were delayed mainly by the limited capacity of the contractors, significantvariations in labor and material availability, complications in import procedures, and theperformance of the consultants and employers. Many contractors also overcommitted

themselves later, when the government and other donors started new procurement in the area.Some contractors suffered financially, as payments were delayed on government-financedcontracts, which affected their performance on the project. The performance of contractors wasbetter in KP because of its well-developed contracting industry, whereas most contractors in

AJK came from other parts of the country and were unfamiliar with local conditions.

40. The performance of the suppliers was generally satisfactory. Supply contracts wereawarded mainly in the power, health, and education sectors. The deliveries were generally ontime; minor delays were due to delays in completion of the facilities where supplies were to be

delivered. The main reason for the satisfactory performance was that suppliers were notaffected by local market conditions, because they were from other parts of the country.

K. Performance of the Borrower and the Executing Agency


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FMIS system due to delay in mobilizing international firms, which had limited interest in workingin the current security environment in Pakistan; however, once they were established,accounting and performance reporting improved significantly.

43. The performance of the implementing agencies changed over time. The agencies in AJKwere slow in taking up their role because of high human and physical loss (half of AJK wasaffected) and limited historic capacity. However, their performance improved exponentially asthey learned on the job. The performance of agencies in KP was good at the start, and PIUswere established without delay because of the available human resources (one-seventh of KPwas affected) and capacity to deal with large projects. However, their performance deterioratedas support for affected areas was overshadowed by the development agenda of the province.

L. Performance of the Asian Development Bank

44. ADBs performance was satisfactory. ADB allocated dedicated staff resources tomanage the project and retained these resources throughout implementation. An extendedmission office was opened in the affected area that was staffed with consultants hired under theadministrative and TA budget (footnote 15). This allowed close coordination and outreach,mainly to monitor and then facilitate procurements and disbursements, and to safeguardcompliance efforts being undertaken by the implementing agencies. ADB managed to mobilizeadditional grant resources from Australia, Belgium, Finland, and Norway through the PEF, aswell as from the European Union, through direct cofinancing during project implementation. Thecontributions from Belgium and Norway were made available through innovative debt-for-development swap arrangements. Thus, supplementary grant resources amounting to $95million were added to the project from these funds to replace already-stretched governmentcounterpart funds and expand the scope of the social sector portfolio being delivered under theproject. This increased the time spent on processing and reporting. ADB also allowed a timelyincrease in the project scope, need-based use of TA resources, a timely extension in the loan

and grant closing dates, and use of emergency procedures to deliver the project.

45. One of the major reasons for ADBs satisfactory performance was the flexible availabilityof TA resources. It was not possible for ADB or the borrower to determine the resource gaps at


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B. Effectiveness in Achieving Outcome

47. The project was highly effective in achieving its outcomes. All education, power, health,and transport infrastructure built under the project was built according to the new building codesapproved for the affected area and was earthquake resistant. Where possible, multi-hazard-resistant standards were introduced to handle floods, wind, and landslides. The level ofresilience against floods in roads was designed for a 1-in-100-year return period for bridges anda 1-in-50-year return period for other structures. This is in line with the countrys approvedstandards. The damage to a few roads during the 2010 floods occurred because the flood levelswere above the 1-in-100-year return period used in the design of these facilities.

48. No secondary economic data are available for the affected districts of AJK and KP.However, project-specific data collected at completion show that people are better off thanbefore the earthquake. Enrollment in the schools16 reconstructed under the project increasedfrom the pre-earthquake level of 39,924 to 43,827 students in AJK and from 6,083 to 8,386students in KP. About 1,100 additional classrooms and 1,000 rooms for administration wereadded to existing schools. In total, 45% of the infrastructure was built for girls and 41% of theenrolled students were girls. For parents, childrens safety in schools is no longer a concern.The reconstructed schools have sanitation facilities for boys, girls, and teachers. Their designincludes rails and ramps for disabled children. Lightning arresters, boundary walls, heat andsound insulation, water, electricity, sanitary disposal, and child-friendly spaces were provided inalmost all schools to enhance childrens security, safety, and quality of life.

49. There was an increase in the average annual consultation rates in the 26 BHUsconstructed under the project, from 25,000 before the earthquake to 123,00017after it. Therewas a 41% increase in outpatients and referrals in the reconstructed hospitals.

50. Travel time on roads constructed under the project was reduced by more than 50% on

average. About 30% more people now have domestic and commercial electricity connections inthe affected areas of AJK than before the earthquake. By reducing travel cost and improving theprovision of education, health services, and electricity, the project has contributed significantlytoward improving quality of life and regenerating economic activities in the affected area.


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shows that the road subprojects are viable, even with a 10% increase in maintenance costs anda 10% reduction in projected benefits.

53. About 8 megawatts of generation capacity was restored within the first year after theearthquake. Power sector distribution networks were temporarily restored within the first monthand fully restored within the first 2 years. The substations started operating within weeks undertemporary shelters. Thus, there was no revenue or economic loss because of a net shortfall inelectricity production across the country during this timeframe.

54. Delays occurred in completing health and education facilities because some technologyoptions (for example, pre-engineered cold rolled steel) were being used for the first time and

because the contract management capacity of the consultants was weak. As a result, therewere time overruns and some facilities (23 schools) were not complete at closure. These delaysslightly reduced benefits but did not affect the provision of services because all contractsincluded costs for running schools in temporary shelters. There were no cost overruns becausethe contracts had fixed prices. However, escalation charges had to be paid where delays werecaused by external circumstances or the employer.

D. Preliminary Assessment of Sustainability

55. The sustainability of the project investment is likely. All key line departments in AJK andKP dealing with power, education, health, and transport are now fully empowered and have theknowhow to build and maintain multi-hazard-resistant infrastructure, and procure and manageinternational contracts for this purpose. In term of the operational sustainability of theinvestments, the quality of subproject identification and the standards adopted for the power,education, and transport sector were better aligned with the historic operational capacities of theline agencies, and investments are likely to be operated sustainably. The standards followed forthe health sector in AJK were higher than the existing operational capacity of the line

department and less likely to be sustainable in the short term, at least until the departmentacquires additional capacities and resources.

56. The AJK government increased the number of teachers from 1,690 before the


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E. Impact

59. The overall impact of the project was positive. Theeconomy has recovered, and there isincreased economic activity in affected areas. The quality of life is better than it was before theearthquake. Secondary data (Appendix 9), available only for AJK, were used for thisassessment. However, even these data may not fully capture impacts, as most subprojectsstarted operations one year ago and many health facilities are still not fully staffed.

60. Between 2005 and 2011, unemployment in the affected area decreased from 35% to13%, and per capita income increased from PRs500 to PRs1,254. The infant mortality rateremained unchanged. The installed grid capacity doubled and per capita electricity delivery

increased by 12 kilowatt-hours. The literacy rate increased by 4%; the number of people perdoctor decreased by 10%; and access to health services increased by 2.5%.

61. Very few subprojects involved land acquisition. In some cases, land was owned by thegovernment or provided voluntarily by communities. Minor gaps were noted in a few cases ofdelayed compensation related to internal disputes among affected people. These cases werefully compensated before closure or were still pending legal settlement, with funds depositedwith the revenue departments, awaiting resolution. Project had an environmentally positiveimpact, as schools, hospitals, and power sector civil structures that were reconstructed by theproject now have sanitary disposal of waste. Similarly, the improvement in road quality hasreduced travel cost, fuel use, and pollution caused by traffic congestion.

62. The vulnerable group and gender action plans were implemented, and their status isprovided in Appendix 10.Work contracts were modified to allow equal opportunities and wagesfor both genders and all vulnerable groups. Special outreach programs, including a vulnerabilitysurvey and free legal assistance, were developed for vulnerable groups. Women registered9,468 cases (96% of which were resolved). A livelihood support component of the ERRA

provided a 6-month grant to 282,000 most vulnerable families headed by women. Free landwas provided to 1,316 women with land titles. The health and education facilities had dedicatedareas for women, children, and the disabled. The health facilities reconstructed by the projecttreated 232,000 patients annually, of which 44% were women. About 18,000 women from 5,666


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B. Lessons

64. Have a dedicated lead institution. The dedicated federal (ERRA) and provincialreconstruction authorities led the overall coordination and monitoring, and facilitatedprocedures, policies, and strategies for reconstruction. This arrangement allowed efficient andtransparent reconstruction, and established the governmentscommitment to and credibility inmobilizing resources. This experience demonstrated that disaster response and recovery canbe improved by having dedicated lead institutions with the required additional capacities.

65. Clarify roles and respect existing mandates. Initial delays in implementation of theproject were caused by confusion about the roles of new and existing institutions. Any large-

scale reconstruction operation requires clear delineation of the mandates of levels ofgovernment, to provide the structure and clarity required for all stakeholders to work withmaximum efficiency. To the extent possible, the provincial and regional governments andfederal agencies should be provided with capacity to perform their mandated roles. Thisapproach may cause initial delays in response to major disasters but builds ownership andsustained capacity to manage completed infrastructure and responses to future disasters.

66. Articulate policies, strategy, and standards early.The local populations and NGOsstarted reconstruction work well before provincial and federal governments started articulatingtheir responses. Expectations rose, and some facilities, especially in health, were built bybilateral donors to standards that were much higher than the capacity of the line agencies tomaintain them. This resulted in inconsistencies, violations of policies and standards developedfor reconstruction work, and unsustainable operation of completed facilities. The governmentshould ensure that the reconstruction policies and standards are within the capacity of thesector institutions to sustain and are delivered as soon as possible to avoid inconsistencies.

67. Enhance transparency for effective oversight. The government-established ERRA

Council, headed by the prime minister, consists of independent and reputable individuals fromcivil society in the affected regions. The council followed the reconstruction process andreviewed and reported regularly to the general public on its progress and outcomes, developinga sense of ownership. Independent oversight, involving representatives of civil society


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engage in the difficult working environment and no outreach mechanism to facilitate privatesector engagement. Experience shows that breaking the business as usual culture duringemergencies requires strong outreach and communication, and special incentives for staff andprivate sector to ensure good response, and to engage stakeholders in implementation.

70. Be socially responsive in implementation. The project suffered hardly any delay fromsafeguard and social issues. The governance component of the project provided additional staffand built the capacity of the legal system to cope with the additional burden posed by theearthquake-affected population and reconstruction activities. Timely responses to issues facingthe affected populationincluding entitlements, registration, grievances, and complaintsavoided delays in reconstruction implementation and protected individual rights.

71. Strongly embed reconstruction in the development agenda.The health, education,and transport facilities were built to higher standards than those in place before the earthquake.However, their sustainable operations were affected by endemic issuescost recovery, quality,and sustainability of operationthat existed in these sectors before the earthquake. Because ofthe short timeframes, the reconstruction programs tended to avoid addressing endemicdevelopment issues in their scope, but the impacts of program outputs were curtailed by theseissues. To enhance impacts, reconstruction programs should be aligned with regular sectordevelopment programs to maintain the focus on reforms needed for sustainable operationsduring and after project closure.

C. Recommendations

72. Future monitoring. During the regular country portfolio review meeting (CPRM), theoperational department needs to follow and report in its minutes on two efforts: (i) the hiring ofstaff and approval of the operational budget of the completed health facilities in AJK, and (ii) thecompletion of 19 unfinished schools in KP. This will confirm that all incomplete subprojects are

completed and project investments are fully utilized.

73. Covenants. The covenants related to audits of the project accounts of the implementingagencies and separate opinions on the use of ADB funds, the imprest account, and statement-


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Appendix 116

PROJECT OUTPUTSTable A1.1: Roads Rehabilitated or Reconstructed

Name of RoadLength Dates

(km) Award Completion

Khyber Pakhtunkhwa

1. Maira Rehmat Khan BoiPhase I 20.0 9 Sep 2008 30 Jun 2011

2. Maira Rehmat Khan BoiPhase II 15.7 9 Sep 2008 30 Jun 2011

3. Takia Sheikhan Cher 11.0 13 Jan 2007 31 May 2008

4. Kohala Moolia Nammal 21.0 14 Mar 2007 30 Jun 2008

5. Nathia Gali Bako 15.0 14Mar 2007 30Jun 2008

6. Bagnotar Namli Maira Nathiagali 15.5 14 Mar 2007 30 Jun 2009

7. Lamba Maira Jhangi and Mirpur Maira 3.5 15Jan 2007 14 May 2008

8. Dalola Hadora Bandi, Link Sanja Road 11.5 8 Apr 2007 30 Jun 2008

9. Thandiani Patan Khurd 45.0 21 Aug 2009 20 Sep 2009

10. Shinkiari Nawazabad 26.0 31 May 2008 30 Jun 2011

11. Mansehra Oghi BattagramPhase I 20.0 1Jul 2008 30 Dec 2010

12. Mansehra Oghi BattagramPhase II 21.0 23 Jun 2008 30 Dec 201013. Khaki Bridge at Siran River 0.0 27 May 2008 30 Apr 2010

14. Ichar River Bridge 0.0 27 May 2008 30 May 2010

15. Attar Shisha Garhi Habibullah 14.0 18 Sep 2008 30 Apr 2011

16. Chinar Road 1.5 8 Feb 2007 7 Sep 2008

17. Shahalia Mangloor 11.0 8 Apr 2008 8 Mar 2008

18. Banja Ichrian 5.7 1 Aug 2008 30 Jun 2009

19. Shaukatabad Tatar 5.0 1 Jun 2007 14 May 2008

20. Khaki Parhina Lassan Nawab 7.5 5 Apr 2008 5 Aug 2008

21. Talhata Sarwai 2.0 10 Jan 2008 9 Jan 2009

22. Dheri Narah Batsangra 11.0 21 Jun 2008 30 Sep 2009


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Name of Road

Length Dates(km) Award Completion

40. Lachmera 4.0 9 Jan 2008 7 Oct 200941. Behari Gidri 7.0 20 Apr 2008 18 Oct 2009

42. Karora ChakesarPhase I 7.0 7 Apr 2007 30 Jun 2009

43. Alpuri Lari 5.0 23 Apr 2007 30 Jun 2009

44. Alpuri Lilowani 5.0 7 Apr 2007 30 Jun 2009

45. Kormang 10.0 29 Dec 2007 31 Dec 2009

46. Shangla Top Maruf Khail 8.0 3/ Jan 2008 30 Jun 2009

47. Karora Chakesar, Lot I 10.0 7 Apr 2007 30 Jun 200948. Karora Chakesar, Lot II 15.0 7 Apr 2007 30 Jun 2009

49. Karora Ajmir 8.0 5 Mar 2008 30 Jun 2009

50. Ranyal Opal 7.0 14 Feb 2008 30 Jun 2009

51. Besham Lahoor 4.0 14 Feb 2008 30 Jun 2009

52. Kuzbat Kot 7.0 14 Feb 2008 30 Jun 2009

53. Kandia Kalam 33.0 22 Dec 2008 30 Jun 2009

54. Jalkot ValleyPhase I 7.0 22 Dec 2008 30 Jun 2009

55. Ghaziabad Kolai 8.0 9 Feb 2007 30 Jun 200956. Kayal ValleyPhase I 6.0 15 Nov 2007 30 Jun 2009

57. Kayal ValleyPhase II 4.0 6 Mar 2008 30 Jun 2009

58. Ghaziabad KolaiPhase I 8.0 9 Feb 2007 30 Jun 2009

59. Ghaziabad KolaiPhase II 6.0 29 Nov 2007 10/10/2008

60. Jalkot Valley, Phase II 7.0 6 Mar 2008 30 Jun 2009

61. Blacktopping of Jalkot Valley Phase I 7.0 8 May 2009 30 Jun 2009

AJK

62. Muzaffarabad Athmuqam 76.0 27 Nov 2008 30 Jun 2011

63 Dheerkot Rawlakot 43 0 22 Oct 2008 31 Dec 2010


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Appendix 118

Table A1.2: Schools Rehabilitated and Reconstructed

Pre-EQ Post-EQ Pre-EQ Post-EQ Pre-EQ Post-EQ Pre-EQ Post-EQ Pre-EQ Post-EQ

1 GGPS Korwal 2 2 2 3 0 1 No Yes Yes 35 63 2 2

2 GPS Mashkani 2 3 2 4 0 1 No Yes Yes 47 46 2 2

3 GPS Kander Chappergram 2 2 2 3 0 1 Yes Yes Yes 77 71 2 2

4 GMS Kaktai 3 3 2 4 1 4 Yes Yes Yes 27 40 6 6

5 GGPS Asharbagh 2 2 0 3 0 1 No Yes Yes 36 65 2 2

6 GGPS Garhi Muzaffar Khan 2 2 2 3 0 1 Yes Yes Yes 28 39 2 2

7 GGPS Kaktai 2 2 2 3 0 1 Yes Yes Yes 43 63 2 2

8 GPS Bajmera 2 2 2 3 0 1 Yes Yes Yes 43 73 2 2

9 GPS Takya 2 2 2 3 0 1 Yes Yes Yes 49 29 2 2

10 GMS Rajmera 3 3 3 4 1 4 Yes Yes Yes 23 53 6 6

11 GPS Biland Patay 2 2 2 3 0 1 No Yes Yes 40 40 2 2

12 GPS Gat Haroon 2 2 2 3 0 1 No Yes Yes 30 44 2 2

13 GPS Jamroz Gada 2 2 2 3 0 1 Yes Yes Yes 30 45 2 2

14 GPS Wallar Gat 2 2 2 3 0 1 Yes Yes Yes 36 47 2 2

15 GPS Cham Mirani 2 2 2 3 0 1 No Yes Yes 53 61 2 2

16 GPS Banda Balla 2 2 2 3 0 1 Yes Yes Yes 38 72 2 2

17 GPS Kamala 2 2 2 3 0 1 No Yes Yes 29 41 2 2

18 GPS Chatoo 2 2 2 3 0 1 Yes Yes Yes 54 61 2 2

19 GPS Kucka Ranginabad 2 2 2 3 0 1 No Yes Yes 19 64 2 2

20 GPS Qadeera 2 2 2 3 0 1 Yes Yes Yes 23 98 2 2

21 GHS Neleshang 6 5 3 7 3 7 Yes Yes Yes 108 79 9 9

22 GPS Koykandi Rajdahri 2 2 2 3 0 1 Yes Yes Yes 25 49 2 2

23 GPS Lami Rajdahri 2 2 2 3 0 1 No Yes Yes 35 83 2 2

24 GPS Khait Sultan 2 2 2 3 0 1 Yes Yes Yes 29 25 2 2

25 GHS Hill 6 5 3 7 3 7 Yes Yes Yes 25 54 8 7

26 GMS Mirza Banda 3 3 3 4 1 4 No Yes Yes 34 33 5 5

27 GPS Bala Terla 2 2 2 3 0 1 No Yes Yes 22 45 2 2

Electricity

Provided

Water Supply

Provided

Rooms built Student

Enrolment

Khyber Pakhtunkhwa

Classrooms Toilets Other Rooms Furniture

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Appendix 1 19


28 GPS Murad Banda 2 2 2 3 0 1 Yes Yes Yes 39 36 2 2

29 GPS Rashidabad 2 2 2 3 0 1 No Yes Yes 26 53 2 2

30 GHS Pirhari 6 5 3 7 3 7 Yes Yes Yes 67 58 8 9

31 GGPS Pirhari 2 2 2 3 0 1 Yes Yes Yes 44 65 2 2

32GPS Daboona Garhi Nawab

Said2 2 2 3 0 1 Yes Yes Yes 32 45 2 2

33 GPS Jagdesh 2 2 2 3 0 1 Yes Yes Yes 22 51 2 2

34 GPS Malkot 2 2 2 3 0 1 Yes Yes Yes 47 67 2 2

35 GPS Shamrad 2 2 2 3 0 1 Yes Yes Yes 73 35 2 2

36 GPS Kass 2 2 2 3 0 1 Yes Yes Yes 43 46 2 2

37 GHS Shingli Payeen 6 5 3 7 3 7 Yes Yes Yes 229 112 10 10

38 GGPS NilliShang 2 3 2 4 0 1 Yes Yes Yes 146 253 4 4

39 GGPS Dabapar 2 3 2 4 0 1 Yes Yes Yes 115 125 3 4

40 GHS Shamlai 6 5 3 7 3 7 Yes Yes Yes 134 125 10 10

41 GPS Shair 2 3 2 4 0 1 No Yes Yes 76 68 2 2

42 GPS Tali Mohd Khan 2 2 2 3 0 1 Yes Yes Yes 68 119 2 2

43 GPS Kot Pirhari 2 2 2 3 0 1 Yes Yes Yes 90 125 2 2

44 GGPS Akibore 2 2 2 3 0 1 Yes Yes Yes 75 55 2 2

45 GGPS Chamkat Sultan 2 2 2 3 0 1 No Yes Yes 35 38 2 2

46 GPS Tikri Maira 2 3 2 3 0 1 Yes Yes Yes 49 72 2 2

47 GPS Khaith 2 2 2 3 0 1 No Yes Yes 15 34 2 2

48 GPS Okay Pirhari 2 2 2 3 0 1 Yes Yes Yes 32 76 2 2

49 GPS Petaw Kimray 2 2 2 3 0 1 Yes Yes Yes 31 50 2 2

50 GHS Joze 6 5 3 7 3 7 Yes Yes Yes 63 56 10 10

51 GHS Biland Kot 7 5 3 7 3 7 Yes Yes Yes 114 184 13 13

52 GGPS Amar Shah Abad 2 4 2 5 0 1 No Yes Yes 45 64 2 2

53 GGMS Pora 3 3 2 4 1 4 No Yes Yes 22 17 4 5

54 GMS Meeran 3 3 3 4 1 4 No Yes Yes 33 44 6 6

55GGPS Banda Amanullah

Khan2 2 2 3 0 1 Yes Yes Yes 50 47 2 2

Electricity

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Provided

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EnrolmentClassrooms Toilets Other Rooms Furniture

Provided

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56 GPS Chapri Hakim Khan 2 2 2 3 0 1 Yes Yes Yes 37 34 2 2

57 GGPS Mano Maira 2 3 2 4 0 1 Yes Yes Yes 73 136 2 2

58 GGPS Gidri Essa Khan 2 2 2 3 0 1 Yes Yes Yes 111 164 3 4

59 GPS Naraza 2 2 2 3 0 1 Yes Yes Yes 33 53 2 2

60 GPS Pora 2 2 2 3 0 1 Yes Yes Yes 54 55 2 2

61 GMS Asharban 2 3 2 4 0 4 Yes Yes Yes 57 78 6 6

62 GPS Dehri Mandoo 2 2 2 3 0 1 Yes Yes Yes 27 40 2 2

63 GGPS Doondara 2 2 2 3 0 1 No Yes Yes 42 74 2 2

64 GPS Boray Muhammad Jan 2 2 2 3 0 1 No Yes Yes 35 50 2 2

65 GPS Kuz Neher Payeen 2 3 2 4 0 1 No Yes Yes 45 120 2 2

66 GPS Kuz Neher Qasim 2 2 2 3 0 1 No Yes Yes 46 39 2 2

67 GGPS Danda Batlay 2 2 2 3 0 1 Yes Yes Yes 28 83 2 2

68 GPS Kukilar 2 2 2 3 0 1 Yes Yes Yes 46 57 2 2

69 GGPS Drab Kala 2 2 2 3 0 1 Yes Yes Yes 60 141 2 2

70 GGPS Kiarmot Batkol 2 2 2 3 0 1 Yes Yes Yes 62 97 2 2

71 GPS Sardalya 2 2 2 3 0 1 Yes Yes Yes 73 38 2 2

72 GGPS Barra Pashto 2 4 2 5 0 1 No Yes Yes 59 65 2 2

73 GPS Rabat 2 3 2 4 0 1 Yes Yes Yes 140 137 4 4

74 GPS Khait Wali Shah 2 2 2 3 0 1 No Yes Yes 68 45 2 2

75 GPS Paka Pashto 2 2 2 3 0 1 No Yes Yes 60 74 2 2

76 GPS Nehar Bala 2 2 2 3 0 1 No Yes Yes `103 131 2 3

77 GPS Pethow Chiran 2 2 2 3 0 1 Yes Yes Yes 30 32 2 278 GPS Saproona 2 2 2 3 0 1 Yes Yes Yes 31 43 2 2

79 GPS Pashakal Nehar 2 2 2 3 0 1 No Yes Yes 52 41 2 2

80 GPS Kakshar 2 2 2 3 0 1 Yes Yes Yes 60 45 2 2

81 GPS Parra 2 2 2 3 0 1 No Yes Yes 48 61 2 2

82 GPS Batlay 2 2 2 3 0 1 Yes Yes Yes 103 80 2 3

83 GPS Tarnow Madian 2 2 2 3 0 1 Yes Yes Yes 43 45 2 2

84 GHS Ganter 6 5 3 7 3 7 No Yes Yes 42 131 8 8

85 GPS Alami Kandaw 2 3 2 4 0 1 No Yes Yes 42 50 2 2

Electricity

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Provided

Rooms built Student


Provided

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Appendix 1 21


86 GPS Colony Thakot 2 3 2 4 0 1 Yes Yes Yes 57 99 2 2

87 GGPS Zarinabad 2 2 2 3 0 1 No Yes Yes 32 110 2 2

88 GPS Nakhtar bala 2 2 2 3 0 1 Yes Yes Yes 42 104 2 2

89 GPS Sapaidar 2 2 2 3 0 1 Yes Yes Yes 45 70 2 2

90 GPS Gul Shoot 2 2 2 3 0 1 Yes Yes Yes 21 30 2 2

91 GMS Bracher 3 3 3 4 1 4 No Yes Yes 12 15 6 6

92 GMS Jangri Pashto 3 3 3 4 1 4 No Yes Yes 10 39 6 5

93 GGPS Nall Pashto 2 2 2 3 0 4 No Yes Yes 42 103 1 2

94 GPS Toba Pashto 2 2 2 3 0 1 No Yes Yes 31 51 2 2

95 GMS Gangwal 3 3 3 4 1 4 No Yes Yes 27 33 5 5

96 GMS Nehar 3 4 3 5 1 4 No Yes Yes 16 27 4 4

97 GPS Jan Bag 2 2 2 3 0 1 No Yes Yes 14 55 1 2

98 GPS Neher Kandaw 2 2 2 3 0 1 No Yes Yes 32 65 2 2

99 GGPS Palang 2 3 2 4 0 1 No Yes Yes 53 57 2 2

100 GMS Tandol 3 3 3 4 1 4 No Yes Yes 21 15 5 5

101 GPS Kassai Tandool 2 2 2 3 0 1 No Yes Yes 70 34 2 2

102 GPS Pajool 2 2 2 3 0 1 No Yes Yes 81 81 2 2

103 GMS Jambera 3 3 2 4 1 4 Yes Yes Yes 27 29 7 7

104 GPS Mala Bateela 2 2 2 3 0 1 No Yes Yes 36 32 1 2

105 GPS Jambera 2 2 2 3 0 1 Yes Yes Yes 61 98 3 3

106 GPS Seri Jambera 2 3 2 4 0 1 Yes Yes Yes 39 90 2 2

107 GPS Beran Ganter 2 2 2 3 0 1 No Yes Yes 58 25 2 2108 GGPS Gunangar 2 2 1 3 0 1 Yes Yes Yes 15 41 2 2

109 GPS Ali Jan Kaparai 2 2 0 3 0 1 Yes Yes Yes 79 54 2 2

110 GPS Sarkool 2 2 0 3 0 1 Yes Yes Yes 47 190 2 2

111 GPS Dawoot 3 4 1 5 0 1 Yes Yes Yes 51 65 2 2

112 GPS Shaga Banda 2 6 0 7 0 2 Yes Yes Yes 12 80 2 2

113 GGPS Kot Maira 2 2 1 3 0 1 Yes Yes Yes 30 51 2 2

114 GPS Dherai Maira 2 2 1 3 0 1 Yes Yes Yes 93 123 2 2

115 GGPS Maira 2 2 1 3 0 1 Yes Yes Yes 37 57 2 2

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116 GGPS Toka Maira 4 4 1 5 0 1 Yes Yes Yes 42 95 2 2

117 GGMS Bala Manai 4 3 2 4 2 4 Yes Yes Yes 13 26 7 7

118 GPS Ser Dandai 2 2 1 3 0 1 Yes Yes Yes 102 114 2 2

119 GGPS Gharang 2 3 0 4 0 1 Yes Yes Yes 46 58 2 2

120 GPS Bilmaz 2 2 1 3 0 1 Yes Yes Yes 45 83 2 2

121 GPS Laro Dandai 2 3 1 4 0 1 Yes Yes Yes 32 63 2 2

122 GPS Chir Dandai 2 2 0 3 0 1 No Yes Yes 77 64 2 2

123GPS Bahramand Mahala

Lahore2 2 1 3 0 1 Yes Yes Yes 55 91 2 2

124 GGPS Chagum Dandai 2 2 0 3 0 1 Yes Yes Yes 20 27 2 2

AJK

1 GBMS Chattian 3 7 1 6 0 3 Yes Yes Yes 127 139 6 6

2 GBMS Dullai 3 7 1 6 0 3 Yes Yes Yes 55 92 5 6

3 GGMS Ambore 4 6 2 5 0 3 Yes Yes Yes 151 164 5 5

4 GGMS Dhani Baqalan 3 6 1 5 0 3 Yes Yes Yes 56 63 5 6

5 GBMS Danna Mughlan 3 8 1 7 0 3 Yes Yes Yes 249 265 6 7

6 GBMS Danna 4 8 1 7 0 3 Yes Yes Yes 166 381 5 6

7 GBMS Kappa Butt 3 6 0 5 0 3 Yes Yes Yes 95 125 6 7

8 GGMS Hattian Bala 5 7 2 6 0 3 Yes Yes Yes 221 235 6 7

9 GGMS Tandal i 4 6 1 5 0 3 Yes Yes Yes 44 67 5 6

10 GBMS Bani Hafiz 3 6 1 5 0 3 Yes Yes Yes 103 117 5 6

11 GBMS Mahotar 3 6 1 5 0 3 Yes Yes Yes 92 156 6 6

12 GBMS Mukniat 3 6 1 5 0 3 Yes Yes Yes 154 161 5 5

13 GBMS Nain Sukh 4 7 1 6 0 3 Yes Yes Yes 172 189 5 6

14 GBMS Nogran 3 7 1 6 0 3 Yes Yes Yes 265 279 6 7

15 GGMS Langla 3 7 1 6 0 3 Yes Yes Yes 106 143 5 6

16 GGMS Sanwan 4 6 1 5 0 3 Yes Yes Yes 79 84 5 6

17 GBMS Baat Bani 3 6 1 5 0 3 Yes Yes Yes 85 95 5 6

18 GBMS Killi Gabbar 4 7 1 6 0 3 Yes Yes Yes 173 168 5 6

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Appendix 1 23


19 GBMS Orangabad 4 6 1 5 0 3 Yes Yes Yes 108 149 6 6

20 GBMS Kakarwara 3 7 1 6 0 3 Yes Yes Yes 95 111 6 7

21 GGMS Indra Seri 3 6 1 5 0 3 Yes Yes Yes 89 157 6 6

22 GGMS Khanda Bela 3 7 1 6 0 3 Yes Yes Yes 62 75 6 7

23 GBMS Jaskool 3 8 1 7 0 3 Yes Yes Yes 188 200 5 6

24 GBMS Sugna 3 7 1 6 0 3 Yes Yes Yes 124 162 5 6

25 GBMS Shakrian 3 6 1 5 0 3 Yes Yes Yes 126 144 6 6

26 GBMS Bandi Chakan 4 7 1 6 0 3 Yes Yes Yes 114 115 6 6

27 GBMS Chamm 3 7 1 6 0 3 Yes Yes Yes 187 202 5 6

28 GBMS Kot Kaloch 3 7 1 6 0 3 Yes Yes Yes 207 221 5 5

29 GBMS Katheli 4 7 1 6 0 3 Yes Yes Yes 208 317 5 6

30 GBMS Dilli Ochah 4 7 0 5 0 3 Yes Yes Yes 156 208 6 7

31 GBMS Khanda Bela 3 7 0 6 0 3 Yes Yes Yes 107 156 5 6

32 GBMS Dabbar Kalan 3 6 1 5 0 3 Yes Yes Yes 105 122 6 7

33 GBMS Mohra Sadiq 3 6 1 5 0 3 Yes Yes Yes 132 146 6 7

34 GBMS Nandar 3 6 1 5 0 3 Yes Yes Yes 128 134 5 6

35 GBMS Shah Kanja 3 8 1 7 0 3 Yes Yes Yes 175 196 5 6

36 GBMS Chiralla 4 8 1 6 0 3 Yes Yes Yes 74 98 6 6

37 GBMS Daira Jaglari 3 6 1 5 0 3 Yes Yes Yes 163 129 5 5

38 GBMS Chor Jabri 3 8 1 6 0 3 Yes Yes Yes 265 273 5 6

39 GBMS Dher Banaka 3 6 1 5 0 3 Yes Yes Yes 83 103 6 7

40 GBMS Jhir Ganiabad 3 7 1 5 0 3 Yes Yes Yes 179 137 5 641 GBMS Kalas Pujay 4 8 1 6 0 3 Yes Yes Yes 170 322 5 6

42 GBMS Kanyati 3 7 1 5 0 3 Yes Yes Yes 240 360 5 6

43 GBMS Khapadar 4 7 1 5 0 3 Yes Yes Yes 249 325 5 6

44 GBMS Khawaja 3 7 1 5 0 3 Yes Yes Yes 142 166 6 6

45 GBMS Kotera Mast Khan 3 7 1 5 0 3 Yes Yes Yes 125 140 6 7

46 GBMS Malal Bagla 3 6 1 5 0 3 Yes Yes Yes 80 62 6 6

47 GBMS Mallot 3 8 1 6 0 3 Yes Yes Yes 258 213 6 7

48 GBMS Nara Kot 4 6 1 5 0 3 Yes Yes Yes 79 90 5 6

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49 GBMS Paddar Masto 3 7 1 5 0 3 Yes Yes Yes 113 153 5 6

50 GBMS Pass Jhola 4 7 1 5 0 3 Yes Yes Yes 190 240 6 6

51 GBMS Singra 3 6 1 5 0 3 Yes Yes Yes 81 118 6 7

52 GBMS Sudhan Gali 4 7 1 5 0 3 Yes Yes Yes 125 131 5 6

53 GGMS Bathara 3 8 1 6 0 3 Yes Yes Yes 98 113 6 7

54 GGMS Dhak Rangla 3 7 1 5 0 3 Yes Yes Yes 110 136 6 7

55 GGMS Gazia Abad 3 7 1 5 0 3 Yes Yes Yes 190 210 5 6

56 GGMS Huller 3 6 1 5 0 3 Yes Yes Yes 71 85 5 6

57 GGMS Jhir Ganiabad 3 7 1 5 0 3 Yes Yes Yes 135 171 6 6

58 GGMS Loon Hotar Bala 4 6 1 5 0 3 Yes Yes Yes 90 110 5 5

59 GGMS Makhdom Kot 4 6 1 5 0 3 Yes Yes Yes 120 140 5 6

60 GGMS Mallot 3 8 1 6 0 3 Yes Yes Yes 168 208 6 7

61 GGMS Mandri 3 7 1 5 0 3 Yes Yes Yes 86 112 5 6

62 GGMS Mohri Farman Shah 3 8 1 6 0 3 Yes Yes Yes 130 169 5 6

63 GGMS Narwal 3 6 1 5 0 3 Yes Yes Yes 70 64 5 6

64 GGMS Nathgran 3 6 1 5 0 3 Yes Yes Yes 85 110 5 6

65 GGMS Panyali Sallian 3 6 1 5 0 3 Yes Yes Yes 70 85 6 6

66 GGMS Pass Jhola 3 7 1 5 0 3 Yes Yes Yes 110 135 6 7

67 GGMS Rair Bun 3 5 1 5 0 3 Yes Yes Yes 95 136 6 6

68 GGMS Rangoli 3 7 1 6 0 3 Yes Yes Yes 150 198 6 7

69 GGMS Reyala 4 6 1 5 0 3 Yes Yes Yes 80 90 5 6

70 GGMS Seri Awera 3 7 1 5 0 3 Yes Yes Yes 98 135 5 671 GGMS Seri Bandi 3 8 1 6 0 3 Yes Yes Yes 160 180 6 6

72 GGMS Sohawa Sharif 3 6 1 5 0 3 Yes Yes Yes 95 116 6 6

73 GBMS Bai Bekh 3 6 1 5 0 3 Yes Yes Yes 52 97 6 7

74 GBMS Buttle 3 8 1 6 0 3 Yes Yes Yes 95 112 5 6

75 GBMS Chehor 3 8 1 6 0 3 Yes Yes Yes 43 66 6 7

76 GBMS Dara Sher Khan 3 6 1 5 0 3 Yes Yes Yes 99 116 6 7

77 GBMS Datoote 3 7 1 5 0 3 Yes Yes Yes 60 73 5 6

78 GBMS Khori Chana 3 7 1 5 0 3 Yes Yes Yes 69 95 5 6

79 GBMS Maidan 3 10 1 8 0 3 Yes Yes Yes 190 203 6 6

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80 GBMS Marka Jandali 3 7 1 5 0 3 Yes Yes Yes 53 67 5 5

81 GBMS Namnoot 4 6 1 5 0 3 Yes Yes Yes 80 95 5 6

82 GBMS Narian 4 6 1 5 0 3 Yes Yes Yes 89 120 6 7

83 GBMS Phejwati Bala 3 6 1 5 0 3 Yes Yes Yes 72 83 5 6

84 GBMS Thorar 3 7 1 5 0 3 Yes Yes Yes 40 55 5 6

85 GGMS Ali Sojal 3 7 1 5 0 3 Yes Yes Yes 270 273 5 6

86 GGMS Chall Trar 3 7 1 5 0 3 Yes Yes Yes 106 100 5 6

87 GGMS Chchaphra Bun 3 6 1 5 0 3 Yes Yes Yes 75 68 6 6

88 GGMS Choti Nakar 3 6 1 5 0 3 Yes Yes Yes 93 90 6 7

89 GGMS Danna Miral Gala 4 6 1 5 0 3 Yes Yes Yes 124 126 6 6

90 GGMS Datoote 4 6 1 5 0 3 Yes Yes Yes 62 58 6 7

91 GGMS Dessha Phejwati 4 7 1 5 0 3 Yes Yes Yes 331 105 5 6

92 GGMS Kal Pur 3 8 1 6 0 3 Yes Yes Yes 87 94 5 6

93 GGMS Kana Parat 3 7 1 5 0 3 Yes Yes Yes 69 65 6 6

94 GGMS Marka Jandali 3 6 1 5 0 3 Yes Yes Yes 63 60 6 6

95 GGMS Numble Sarrari 3 6 1 5 0 3 Yes Yes Yes 65 64 6 7

96 GGMS Parat 3 6 1 5 0 3 Yes Yes Yes 81 74 6 7

97 GGMS Peer Pothi Chaprian 3 6 1 5 0 3 Yes Yes Yes 77 79 6 6

98 GGMS Sukhail Dhara 4 6 1 5 0 3 Yes Yes Yes 83 88 5 6

99 GGMS Sumlary Tain 3 7 1 5 0 3 Yes Yes Yes 68 76 5 6

100 GGMS Tangi Gala 3 7 1 5 0 3 Yes Yes Yes 90 88 6 7

101 GGMS Thorar4 6 1 5 0 3 Yes Yes Yes 116 43 5 5

102 GGMS Timrota Markaz 3 6 1 5 0 3 Yes Yes Yes 85 80 5 6

103 GGMS Lohar Gali 3 8 1 7 0 3 Yes Yes Yes 95 112 5 6

104 GGMS Nalochi 3 10 1 7 0 3 Yes Yes Yes 124 144 5 6

105 GGMS Dhani Seri 3 7 1 5 0 3 Yes Yes Yes 98 125 5 6

106 GBMS Dharra Battangi 3 6 1 5 0 3 Yes Yes Yes 100 82 6 6

107 GBMS Thotha 3 7 1 5 0 3 Yes Yes Yes 119 139 6 7

108 GGMS Darra Batangi 3 6 1 5 0 3 Yes Yes Yes 86 102 6 6

109 GBMS Kutli Sarar 3 7 1 5 0 3 Yes Yes Yes 78 113 6 7

110 GBMS Moyan Syedan 3 6 1 5 0 3 Yes Yes Yes 102 119 5 6

Electricity

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Provided

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Appendix 126


111 GBMS Batt Kanala 3 6 1 5 0 3 Yes Yes Yes 196 153 5 6

112 GGMS Rajpothi 3 7 1 5 0 3 Yes Yes Yes 123 148 5 6

113 GBMS Chauthla 3 8 1 6 0 3 Yes Yes Yes 127 104 6 7

114 GBMS Malsi 3 7 1 5 0 3 Yes Yes Yes 206 260 5 6

115 GGMS Kakarwara 3 7 1 5 0 3 Yes Yes Yes 88 102 6 7

116 GBMS Chikar 3 10 1 7 0 3 Yes Yes Yes 165 176 6 7

117 GBMS Dumbi 3 6 1 5 0 3 Yes Yes Yes 113 159 5 6

118 GBMS Khunbandi 4 7 1 5 0 3 Yes Yes Yes 97 100 5 6

119 GBMS Kot Sangar 3 6 1 5 0 3 Yes Yes Yes 117 98 5 6

120 GBMS Numhotar 3 8 1 6 0 3 Yes Yes Yes 383 373 5 6

121 GBMS Parthama 3 8 1 6 0 3 Yes Yes Yes 186 214 5 6

122 GBMS Saleh Gali 3 8 1 6 0 3 Yes Yes Yes 261 286 5 6

123 GGMS Gorsian 3 6 1 5 0 3 Yes Yes Yes 140 156 6 6

124 GGMS Katcheli 3 6 1 5 0 3 Yes Yes Yes 75 84 6 7

125 GGMS Kai Manja 3 6 1 5 0 3 Yes Yes Yes 40 66 6 6

126 GGMS Katkair Bala 3 7 1 5 0 3 Yes Yes Yes 102 109 6 7

127 GGMS Kharian 3 6 1 5 0 3 Yes Yes Yes 117 138 5 6

128 GGMS Khunbandi 3 7 1 5 0 3 Yes Yes Yes 120 128 5 6

129 GGMS Mohri Awan Patti 3 6 1 5 0 3 Yes Yes Yes 78 88 5 6

130 GBMS Mera Khurd 3 7 1 5 0 3 Yes Yes Yes 225 238 6 7

131 GGMS Mera Suroo 3 7 1 5 0 3 Yes Yes Yes 116 84 5 6

132 GBMS Lawasi3 6 1 5 0 3 Yes Yes Yes 124 62 6 7

133 GGMS Timbi 3 6 1 5 0 3 Yes Yes Yes 110 119 6 7

134 GBMS Prem Kot 3 6 1 5 0 3 Yes Yes Yes 103 121 5 6

135 GGMS Sena Daman 4 6 1 5 0 3 Yes Yes Yes 40 46 5 6

136 GGMS Malsi Bala 3 7 1 5 0 3 Yes Yes Yes 206 211 5 6

137 GBMS Chaman Kutli Azim Kh 5 7 1 5 0 3 Yes Yes Yes 175 203 6 6

138 GBMS Raheem Kot 3 7 1 5 0 3 Yes Yes Yes 255 237 6 7

139 GBMS Kundian 3 7 1 5 0 3 Yes Yes Yes 145 179 5 6

140 GBMS Lower Kot 3 6 1 5 0 3 Yes Yes Yes 116 162 6 7

141 GBMS Bokara 3 8 1 6 0 3 Yes Yes Yes 197 225 5 6

Electricity

Provided

Water Supply

Provided

Rooms built Student


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Name of School


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Appendix 1 27


142 GBMS Chaffar Bala 3 8 1 6 0 3 Yes Yes Yes 130 172 5 6

143 GBMS Chattra Colony 3 6 1 5 0 3 Yes Yes Yes 75 99 5 6

144 GBMS Dhar Bagoin 3 7 1 5 0 3 Yes Yes Yes 40 57 5 6

145 GBMS Kai Dhara Sarrari 3 7 1 5 0 3 Yes Yes Yes 99 126 6 6

146 GBMS Khrange 3 8 1 6 0 3 Yes Yes Yes 131 181 6 7

147 GBMS Kunuyan 3 6 1 5 0 3 Yes Yes Yes 141 163 6 6

148 GBMS Mutial Mera 3 7 1 5 0 3 Yes Yes Yes 21 30 6 7

149 GBMS Nakar Singola 3 6 1 5 0 3 Yes Yes Yes 68 94 5 6

150 GBMS Nur Kumleen 3 6 1 5 0 3 Yes Yes Yes 50 69 5 6

151 GBMS Narwal 3 7 1 5 0 3 Yes Yes Yes 97 131 5 6

152 GBMS Natar 3 8 1 6 0 3 Yes Yes Yes 130 157 6 7

153 GBMS Noor Kot 3 6 1 5 0 3 Yes Yes Yes 89 102 5 6

154 GBMS Passari Rakkar 3 8 1 6 0 3 Yes Yes Yes 128 163 6 7

155 GBMS Quanchi Kot 3 6 1 5 0 3 Yes Yes Yes 84 92 6 7

156 GBMS Rant 3 7 1 5 0 3 Yes Yes Yes 54 84 5 6

157 GBMS Sermila Bagoin 3 7 1 5 0 3 Yes Yes Yes 89 134 5 6

158 GBMS Trapy 3 8 1 6 0 3 Yes Yes Yes 103 126 6 6

159 GGMS Trar Trani 3 6 0 5 0 3 Yes Yes Yes 140 75 5 5

160 GGMS Akhor Ban 3 5 1 5 0 3 Yes Yes Yes 140 143 5 6

161 GGMS Akramabad 3 3 1 1 0 3 Yes Yes Yes 138 140 6 7

162 GGMS Bhadwall Mohra 3 7 1 5 0 3 Yes Yes Yes 54 52 5 6

163 GGMS Chattra3 7 1 5 0 3 Yes Yes Yes 136 138 5 6

164 GGMS Chehor 3 7 1 5 0 3 Yes Yes Yes 56 40 5 6

165 GGMS Dharamsal 3 7 1 5 0 3 Yes Yes Yes 55 58 5 6

166 GGMS Ghai Banjosa 3 7 1 5 0 3 Yes Yes Yes 83 96 6 6

167 GGMS Kharange 3 7 1 5 0 3 Yes Yes Yes 95 94 6 7

168 GGMS Kunuyan 3 6 1 5 0 3 Yes Yes Yes 72 74 6 6

169 GGMS Mangora 3 6 1 5 0 3 Yes Yes Yes 76 78 6 7

170 GGMS Mirch Kot 3 7 1 5 0 3 Yes Yes Yes 144 146 5 6

171 GGMS Nakar Khwajgaan 3 6 1 5 0 3 Yes Yes Yes 82 88 5 6

172 GGMS Namnoota 4 6 1 1 0 3 Yes Yes Yes 76 78 5 6

Electricity

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Provided

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Appendix 128


173 GGMS Narkumleen 4 4 1 4 0 3 Yes Yes Yes 52 50 5 6

174 GGMS Nara Khater 3 6 1 5 0 3 Yes Yes Yes 57 53 6 6

175 GGMS Nattar 3 7 1 5 0 3 Yes Yes Yes 138 135 6 7

176 GGMS Numble Bala Ghamir 3 6 1 5 0 3 Yes Yes Yes 97 95 6 6

177 GGMS Sari Hill Kharick 3 6 1 5 0 3 Yes Yes Yes 39 38 6 7

178 GGMS Sharqi Tangrian 3 6 1 5 0 3 Yes Yes Yes 89 93 5 6

179 GGMS Soli Mandhole 3 7 1 5 0 3 Yes Yes Yes 100 103 5 6

180 GGMS Tahi Khas 3 6 1 5 0 3 Yes Yes Yes 173 176 5 6

181 GGMS Tangrarian Wasti 3 6 1 5 0 3 Yes Yes Yes 79 83 6 7

182 GGMS Teroti 3 7 1 5 0 3 Yes Yes Yes 99 100 5 6

183 GBMS Awera 3 8 1 6 0 3 Yes Yes Yes 249 299 6 7

184 GBMS Bhount 3 7 1 5 0 3 Yes Yes Yes 138 152 6 7

185 GBMS Broli Bhount 2 7 1 5 0 3 Yes Yes Yes 163 144 5 6

186 GBMS Chatter No 2 3 8 1 6 0 3 Yes Yes Yes 187 177 5 6

187 GBMS Dhokan Rawali 3 6 1 5 0 3 Yes Yes Yes 160 150 5 6

188 GBMS Hatalla Topi 2 6 1 5 0 3 Yes Yes Yes 108 159 5 6

189 GBMs Huma Mohra 3 6 1 5 0 3 Yes Yes Yes 54 52 5 6

190 GBMS Kathi 3 7 1 5 0 3 Yes Yes Yes 275 170 5 6

191 GGMS Kherl Panyali 3 6 1 5 0 3 Yes Yes Yes 70 86 6 6

192 GBMS Nakar Topi 3 6 1 5 0 3 Yes Yes Yes 101 105 6 7

193 GBMS Nazar Pur 3 7 1 5 0 3 Yes Yes Yes 131 145 6 6

194 GBMS Samni2 8 1 6 0 3 Yes Yes Yes 275 266 6 7

195 GBMS Sever Kalu Khan 3 8 1 6 0 3 Yes Yes Yes 180 160 5 6

196 GGMS Baghloor 3 6 1 5 0 3 Yes Yes Yes 70 85 5 6

197 GGMS Bassara 3 6 1 5 0 3 Yes Yes Yes 120 130 5 6

198 GGMS Kherl Maldyala 3 7 1 5 0 3 Yes Yes Yes 115 146 6 7

199 GGMS Kotera Mast Khan 2 7 1 5 0 3 Yes Yes Yes 140 169 5 6

200 GGMS Pan Dharay 2 6 1 5 0 3 Yes Yes Yes 90 118 6 7

201 GGMS Panyali 4 6 1 5 0 3 Yes Yes Yes 90 108 6 7

202 GGMS Rera 3 8 1 6 0 3 Yes Yes Yes 210 28 5 6

203 GGMS Sallian 3 8 1 6 0 3 Yes Yes Yes 150 202 5 6

Electricity

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Water Supply

Provided

Rooms built Student


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Name of School


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Appendix 1 29


204 GGMS Seri Phai 3 7 1 5 0 3 Yes Yes Yes 130 149 6 6

205 GGMS Sulakhi Kafal Garh 3 7 1 5 0 3 Yes Yes Yes 132 168 5 5

206 GBMS Barmang 3 6 1 5 0 3 Yes Yes Yes 67 91 5 6

207 GBMS Birmun Singola 3 6 1 5 0 3 Yes Yes Yes 70 84 6 7

208 GBMS Jalooth 2 7 1 5 0 3 Yes Yes Yes 77 97 5 6

209 GBMS Nakar Bangoin 4 7 1 5 0 3 Yes Yes Yes 53 78 5 6

210 GBMS Phagoa 3 6 1 5 0 3 Yes Yes Yes 40 52 5 6

211 GBMS Poth Bangoien 3 7 1 5 0 3 Yes Yes Yes 134 157 5 6

212 GBMS Soon Nara 3 6 1 5 0 3 Yes Yes Yes 96 109 6 6

213 GBMS Soon Tain 3 6 1 5 0 3 Yes Yes Yes 61 76 6 7

214 GBMS Timruta 2 7 1 5 0 3 Yes Yes Yes 55 70 6 6

215 GGMS Baghina Pachiot 3 6 1 5 0 3 Yes Yes Yes 112 83 6 7

216 GGMS Bogara Tain 4 6 1 5 0 3 Yes Yes Yes 79 83 6 7

217 GGMS Kharian 3 7 1 5 0 3 Yes Yes Yes 54 56 5 6

218 GGMS Nakkar Binakha 2 7 1 5 0 3 Yes Yes Yes 53 84 6 7

219 GGMS Numb Gala 3 6 1 5 0 3 Yes Yes Yes 72 79 6 7

220 GGMS Rair Bun 3 6 1 5 0 3 Yes Yes Yes 74 122 5 6

221 GGMS Sehar Bareen 3 7 1 5 0 3 Yes Yes Yes 83 94 5 6

222 GGMS Singal Khater 2 7 1 5 0 3 Yes Yes Yes 62 47 6 6

223 GGMS Soon Topa 3 6 1 5 0 3 Yes Yes Yes 82 94 5 5

224 GGMS Topi 3 6 1 5 0 3 Yes Yes Yes 90 104 5 6

225 GBMS Bangran4 7 1 5 0 3 Yes Yes Yes 78 95 6 7

226 GBMS Bishan 3 8 1 6 0 3 Yes Yes Yes 229 270 5 6

227 GBMS Bring Bun 3 7 1 5 0 3 Yes Yes Yes 165 189 5 6

228 GBMS Haryala Padder Gulsh 3 5 1 5 0 3 Yes Yes Yes 185 190 5 6

229 GBMS Hathlanja 3 6 1 5 0 3 Yes Yes Yes 145 167 5 6

230 GBMS Kalali 3 7 1 5 0 3 Yes Yes Yes 185 173 6 6

231 GBMS Kathwar 4 7 1 5 0 3 Yes Yes Yes 123 136 6 7

232 GBMS Khawaja Bandi 4 6 1 5 0 3 Yes Yes Yes 169 188 6 6

233 GBMS Khawas 4 6 1 5 0 3 Yes Yes Yes 183 170 6 7

234 GBMS Mong Bajri 3 13 1 6 0 3 Yes Yes Yes 212 450 5 6

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Appendix 130


235 GBMS Moroni Jaglari 3 7 1 5 0 3 Yes Yes Yes 136 98 5 6

236 GBMS Naga Nari 3 7 1 5 0 3 Yes Yes Yes 170 195 6 6

237 GBMS Padder 4 7 1 5 0 3 Yes Yes Yes 160 174 6 6

238 GBMS Palan Gaghran 3 7 1 5 0 3 Yes Yes Yes 165 180 6 6

239 GBMS Raji 3 6 1 5 0 3 Yes Yes Yes 140 165 6 6

240 GBMS Salara 2 8 1 6 0 3 Yes Yes Yes 290 320 5 6

241 GBMS Serrian 3 7 1 5 0 3 Yes Yes Yes 183 194 6 7

242 GBMS Temrota Pail 3 9 1 5 0 3 Yes Yes Yes 145 129 5 6

243 GBMS Tongari 3 11 1 6 0 3 Yes Yes Yes 285 327 5 6

244 GGMS Gugar Bun 3 6 1 5 0 3 Yes Yes Yes 65 69 5 6

245 GGMS Kahuta 3 13 1 6 0 3 Yes Yes Yes 490 520 5 6

246 GGMS Kala Mola 3 4 1 5 0 3 Yes Yes Yes 170 182 6 6

247 GGMS Mohri Maidan 3 6 1 5 0 3 Yes Yes Yes 132 157 6 7

248 GGMS Mang Bajri 3 6 1 5 0 3 Yes Yes Yes 65 74 6 6

249 GGMS Nikki Kair 2 6 1 5 0 3 Yes Yes Yes 95 114 6 7

250 GGMS Nar Sher Ali Khan 2 6 1 5 0 3 Yes Yes Yes 96 99 5 6

251 GGMS Num Kakria 3 6 1 5 0 3 Yes Yes Yes 50 66 5 6

252 GGMS Padder 3 5 1 5 0 3 Yes Yes Yes 385 420 5 6

253 GGMS Palangi 3 8 1 6 0 3 Yes Yes Yes 395 480 6 7

254 GGMS Seher Kotli 2 6 1 5 0 3 Yes Yes Yes 70 68 5 6

255 GGMS Tanela Nara Kot 3 6 1 5 0 3 Yes Yes Yes 80 72 6 7

256 GGMS Tholangar2 6 1 5 0 3 Yes Yes Yes 165 183 6 7

257 GGMS Upper Gugdar 3 7 1 5 0 3 Yes Yes Yes 80 164 5 6

258 GBMS Shah Kot 2 6 1 5 0 3 Yes Yes Yes 140 78 5 6

259 GGMS Authmuqam 2 8 1 6 0 3 Yes Yes Yes 250 202 6 6

260 GBMS Mirpura 2 7 1 5 0 3 Yes Yes Yes 163 239 5 5

261 GBMS Kayyan Sharif 2 7 1 5 0 3 Yes Yes Yes 140 117 5 6

262 GBMS Tehjian 3 8 1 6 0 3 Yes Yes Yes 175 240 6 7

263 GBMS Khawaja Seri 3 6 1 5 0 3 Yes Yes Yes 160 122 5 6

264 GGMS Leswa 3 5 1 5 0 3 Yes Yes Yes 130 128 5 6

265 GBMS Dunjar 3 6 1 5 0 3 Yes Yes Yes 180 179 5 6

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Rooms built Student


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Appendix 1 31


266 GBMS Dudnyal 3 8 1 6 0 3 Yes Yes Yes 400 369 5 6

267 GGMS Kherigam 3 5 1 5 0 3 Yes Yes Yes 120 168 6 6

268 GGMS Malik Seri 3 6 1 5 0 3 Yes Yes Yes 87 187 6 7

269 GGMS Neelum 2 7 1 5 0 3 Yes Yes Yes 150 250 6 6

270 GGMS Kail 3 5 1 5 0 3 Yes Yes Yes 205 407 6 7

271 GBMS Kail 3 10 1 7 0 3 Yes Yes Yes 709 533 6 6

272 GBMS Chilhana Pain 3 5 1 5 0 3 Yes Yes Yes 230 154 5 6

273 GGMS Dudnyal 3 6 1 5 0 3 Yes Yes Yes 170 188 6 7

274 GBMS Kundian Lawat 3 7 1 5 0 3 Yes Yes Yes 150 185 5 6

275 GBMS Bugna Ban Chatter 3 7 1 5 0 3 Yes Yes Yes 146 231 5 6

276 GBMS Aur Syedan 3 7 1 5 0 3 Yes Yes Yes 200 189 5 6

277 GBMS Salikabad 3 6 1 5 0 3 Yes Yes Yes 180 66 5 6

278 GGMS Ghari Dopatta 3 12 1 8 0 3 Yes Yes Yes 295 334 6 6

279 GBMS Sherwan 3 7 1 5 0 3 Yes Yes Yes 150 148 6 7

280 GGMS Hassanabad 3 7 1 5 0 3 Yes Yes Yes 62 89 6 6

281 GGMS Lammian Pattian 3 6 1 5 0 3 Yes Yes Yes 154 167 6 7

282 GGMS Alrha 3 7 1 5 0 3 Yes Yes Yes 35 46 5 6

283 GGMS Kappa Butt 3 6 1 5 0 3 Yes Yes Yes 94 122 5 6

284 GGMS Utrasi 4 7 1 5 0 3 Yes Yes Yes 134 156 6 7

285 GBMS Khannian 4 6 1 5 0 3 Yes Yes Yes 154 181 5 6

286 GBMS Pursacha 4 7 1 5 0 3 Yes Yes Yes 96 122 6 7

287 GGMS Showai3 3 1 5 0 3 Yes Yes Yes 85 98 6 7

288 GGMS Pahelian 3 6 1 5 0 3 Yes Yes Yes 125 113 5 6

289 GGMS Lower Chatter 3 13 1 8 0 3 Yes Yes Yes 311 229 5 6

290 GBMS Phagal Bandi 3 6 1 5 0 3 Yes Yes Yes 83 54 6 6

291 GBMS Kail Gran 2 7 1 5 0 3 Yes Yes Yes 119 122 5 5

292 GBMS Heer Kutli 4 6 1 5 0 3 Yes Yes Yes 175 134 5 6

293 GBMS Hassan Galian 3 6 1 5 0 3 Yes Yes Yes 53 100 6 7

294 GGMS Bugna Khairabad 2 10 1 7 0 3 Yes Yes Yes 205 128 5 6

295 GGMS Hassan Galian 3 6 1 5 0 3 Yes Yes Yes 117 160 5 6

296 GGMS Rajwian 3 6 1 5 0 3 Yes Yes Yes 88 74 5 6

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Appendix 132


297 GBMS Sarar 3 8 1 6 0 3 Yes Yes Yes 195 203 5 6

298 GBMS Dhatura 3 6 1 5 0 3 Yes Yes Yes 126 104 6 6

299 GBMS Pala Karashan 4 6 1 5 0 3 Yes Yes Yes 95 109 6 7

300 GBMS Chalpani 3 6 1 5 0 3 Yes Yes Yes 75 76 6 6

301 GBMS Dhavi 3 7 1 5 0 3 Yes Yes Yes 80 113 6 7

302 GBMS Perla Parana Gran 3 7 1 5 0 3 Yes Yes Yes 82 107 5 6

303 GBMS Rajpothi 2 7 1 5 0 3 Yes Yes Yes 81 112 5 6

304 GGMS Pursacha 3 7 1 5 0 3 Yes Yes Yes 75 87 6 6

305 GGMS Jhandgran Pain 4 7 1 5 0 3 Yes Yes Yes 106 57 6 6

306 GBMS Dhanni Mai Sahiba 5 6 1 5 0 3 Yes Yes Yes 108 41 5 6

307 GBMS Sand Bun 2 4 1 5 0 3 Yes Yes Yes 105 74 6 6

308 GGMS Gaju Tukan 2 7 1 5 0 3 Yes Yes Yes 68 61 6 7

309 GGMS Kandar 3 6 1 5 0 3 Yes Yes Yes 105 83 6 7

Source: PCR mission data.

Electricity

Provided

Water Supply

Provided

Rooms built Student

Enrolment

GBMS = government boys middle school, GGMS = government girl s middle school, GGPS = government girls primary school, GHS = government high

school, GMS = government middle school, GPS = government primary school,

Classrooms Toilets Other Rooms Furniture

Provided

No. of Teachers

Name of School


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Appendix 1 33

Table A1.3: Health Facilities Rehabilitated or Reconstructed

Pre-EQ Post-EQ Required Sanctioned Available Required Provided

1

District Headquarter Hospital

Neelum 200,000 25,100 46,643 162 88 26 31,610,000 25,725,000

2 THQH Hattian Bala 52,771 28,657 80,781 86 65 65 20,784,464 6,379,000

3 THQ Hospital Hajira 86,354 10,740 14,275 87 67 55 20,784,464 5,786,000

4 RHC Paniola 24,604 2,487 13,576 32 25 25 3,600,000 1,683,000

5 BHU Morifarmanshah 26,318 1,462 6,439 13 7 6 1,200,000 282,264

6 BHU Namnota 11,735 382 2,168 13 7 6 1,200,000 739,044

7 BHU Thorar 13,380 937 4,086 13 7 7 1,200,000

8 BHU Pothi Makwalan 12,141 2,015 3,821 13 7 6 1,200,000

9 BHU Bangion 21,527 592 2,459 13 7 6 1,200,000 456,972

10 BHU Bhalgrain 4,620 649 3,312 13 7 6 1,200,000 11 BHU Jandala 9,429 1,062 3,125 13 7 6 1,200,000 391,380

12 BHU Hurnamera 18,551 884 1,874 13 7 7 1,200,000 726,324

13 BHU Dhamni 13,326 2,019 2,148 13 7 6 1,200,000 728,436

14 BHU Hussain Kot 20,414 1,770 2,586 13 7 6 1,200,000 337,248

15 BHU Jandali 6,671 508 2,304 13 7 7 1,200,000 794,028

16 BHU Kotera 6,440 754 2,266 13 7 6 1,200,000 911,640

17 BHU Chotagala 8,832 504 3,201 13 7 7 1,200,000 853,536

18 BHU Datoot 837 4,033 13 7 6 1,200,000

19 BHU Singola 15,591 759 5,537 13 7 6 1,200,000

20 BHU Pothi Chapprian 15,000 443 2,055 13 7 7 1,200,000

21 BHU Sehra 12,455 1,282 3,414 13 7 7 1,200,000 276,888

22 BHU Rakkar 16,250 850 2,272 13 7 6 1,200,000 856,656

23 BHU Mandhole 21,329 762 3,295 13 7 6 1,200,000 281,712

Finances (PRs)In-Patient Provision of Staff


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Appendix 134

Source: PCR mission data.

Pre-EQ Post-EQ Required Sanctioned Available Required Provided

24 BHU Davi Gali 13,802 451 2,080 13 7 6 1,200,000 852,132

25 BHU Sarari 12,335 518 2,772 13 7 6 1,200,000

26 BHU Chaffar 8,949 549 1,932 13 7 6 1,200,000 27 BHU Khalidraman 34,805 562 2,362 13 7 6 1,200,000 565,186

28 BHU Ghambir 13,317 683 2,125 13 7 6 1,200,000

29 BHU Tatrinote 20,014 545 2,121 13 7 6 1,200,000 791,064

30 BHU Rehara 20,176 719 2,450 13 7 7 1,200,000 413,448

= information not available, BHU = basic health uni t, THQ = tehsil headquarter, THQH = tehsil headquarter hospital

Finances (PRs)In-Patient Provision of Staff


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Appendix 2 35

CONSULTING SERVICES

Description

Person-months

Original Actual

1.Planning and contract management (for turnkey construction ineducation sector in AJK

233 521

2. Construction supervision of BHUs in Rawlakot 12 243. Construction supervision of BHUs in Poonch 12 254. Construction supervision of DHQH Athmuqam 12 235. Construction supervision of RHC Paniola and BHUs in Poonch 12 25

6.Design and construction supervision of transport sector inAbbottabad and Mansehra

162 275

7. Design and construction supervision of transport sector inBattagran, Shangla, and Kohistan 276 370

8. Design and construction supervision of transport sector in AJK 563 9149. Design and construction supervision AJKED 60 93

10. Design and construction supervision of Alpuri Besham road 68 110

11.Planning and contract management (for turnkey construction ineducation sector in KP)

187 526

Total 1,597 2,906AJK = Azad Jammu and Kashmir, AJKED = Azad Jammu and Kashmir Electricity Department, BHU =basic health unit, DHQ = district headquarter hospital, KP = Khyber Pakhtunkhwa, RHC = rural healthcenterSource: Project completion review data.


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Appendix 336

PROJECT COST($ millions)

Table A3.1: Project Cost Summary

ComponentAppraisalEstimate

RevisedFebruary 2010 Actual

A. Asian Development Bank Financing

1. Quick-Disbursing 100.0 112.5 115.6a. Grant financing 65.0 65.0 65.0b. Loan financing 35.0 47.5 50.6

2. Project Componentsa. Equipment and Materials 49.0 30.7 24.1

i. Education 2.5 10.8 5.9ii. Health 10.5 4.1 3.5iii. Transport 1.5 1.1 0.2iv. Power 34.5 14.7 14.5

b. Civil Works 136.0 228.1 208.4i. Education 15.0 80.0 67.9ii. Health 12.0 20.4 17.9iii. Transport 103.5 117.9 114.1iv. Power 5.5 9.9 80.6

c. Implementation Assistance 15.0 34.3 30.8i. Legal assistance, governance, and

institutional building2.5 2.8 1.7

ii. Incremental administrative support 5.0 11.3 9.3iii. Consulting services 7.5 20.2 19.9

Subtotal (A) 300.0 405.6 378.8B. Government Financing (counterpart)

1. Physical Works 51.5 55.5 31.8i. Education 5.1 8.6 2.0ii. Health 5.6 4.4 2.7

iii. Transport 29.8 39.3 26.3iv. Power 11.0 3.3 0.8

2. Taxes and Duties 18.3 15.8 37.6i. Education 1.0 1.1 18.3


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Appendix 3 37

Table A3.2: Project Cost By Sector

Sector At Appraisal At CompletionA. Quick-Disbursing 108.0 124.8

B. Education 23.6 94.0C. Health 29.7 25.6D. Transport 140.0 148.2E. Power 53.5 24.8F. Legal Assistance 2.5 1.7G. Incremental Administrative Support 5.0 9.3H. Consulting Services 7.5 19.9I. Interest During Implementation 4.4 0.0

Total 374.2 448.3

Source: Project comp

completon report: earthquake emergency assistance project

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