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CONGO

BRAZZAVILLE AND POINTE-NOIRE SANITATION PROJECT (PABP)

PROJECT COMPLETION REPORT

(PCR)

RDGC

November 2017

Translated Document

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I Basic Data

A Report Data

Report

date

Date of Report September 2016

Mission Date (if field mission) From: 6 June 2016 To: 13 June 2016

B Responsible Bank Staff

Positions At Approval At Completion

Regional Director J.M. GHARBI Mrs Marlene KANGA

Country Manager Mr. Coulibaly MEDJOMO Mr. Sylvain MALIKO

Sector Director Mr. K. BEDOUMRA Mr. Mohamed EL AZIZI

Sector Manager Mr. F. WASSEL Mrs Monia MOUMNI

Task Manager Mrs MOUMNI Monia Mr. Bruno ZALI

Alternate Task Manager Mr. ZALI Bruno N/A

PCR Team Leader Mr. Bruno ZALI, Task Manager CDFO/OWAS.1

PCR Team Members Mr. Vurce Arcene MAFOUTA LOSSOMBOT, Financial

Management Specialist, CDFO/ORPF.2

C Project Data

Project Name: BRAZZAVILLE AND POINTE-NOIRE SANITATION PROJECT (PABP)

Project Code: P-CG-E00-002 Instrument Number(s): 2100155016516

Project Type: Investment Project Sector: Water and Sanitation

Country: Republic of CONGO 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/Instrument

ADF Grant - 2100155016516


ADF Grant - 2100155016516


ADF Grant - 2100155016516

Date Approved: 16/09/2009 Cancelled Amount : UA 0 Original Disbursement Deadline: 76

months

Date Signed : 10/11/2009 Supplementary Financing: Congo’s

counterpart contribution

Original Closing Date: 31/12/2014

Date of Entry into Force: 10/11/2009 Restructuring (specify date and amount

involved): Not Applicable

Revised (if applicable) Disbursement

Deadline: 31/03/2016

Date Effective for First Disbursement:

10/04/2010

Extensions (specify dates): 30/06/2015 (06

months), 31/12/2015 (6 months) and

31/03/2016 (03 months)

Revised (if applicable) Closing Dates:

31/12/2015, 31/03/2016

Date of Actual First Disbursement:

19/04/ 2010

PROJECT COMPLETION REPORT FOR PUBLIC SECTOR OPERATIONS (PCR)

AFRICAN DEVELOPMENT

BANK GROUP

2

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 : ADF

Grant – 2100155009616

12,063,476.91 94.62 686,523.09 5.38

Government: Government of Congo 7,949,616.37 104.21 - -

Others : Beneficiaries: 424,909.28 68.53 - -

TOTAL 20,438,002.60 97.32 686,523.09 3.27

Co financiers and Other External Partners: NA

Executing and Implementing Agency(ies): Ministry of Energy and Water through the General Directorate of Water

D Management Review and Comments

Report reviewed by Name Date reviewed Comments

Country Manager Sylvain MALIKO

Sector Manager Monia MOUMNI 23/12/2016

Regional Director (as chair of Country Team) Marlène KANGA

Sector Director Mohamed EL AZIZI

II Project Performance Assessment

A Relevance

1. Relevance of Project Development Objective

Rating* Narrative assessment (max 250 words)

4 This sanitation project is ful ly consistent wi th the priorities mentioned in Congo’s Poverty Reduction

Strategy Paper for 2008- 2010, which focuses on peace-building, stability, the promotion of good governance and

the search for sources of robust and sustainable economic growth capable of improving access to basic social

services. Go vernment ’s priorities aim to tackle the constraints that hinder economic and social progress,

including: (i) weak State capacity to offer sustainable public services; (ii) weak infrastructure due to the

destruction o f t h e p r o d uc t i o n ma c h i n e r y ; and (iii) v e r y r a p i d urbanization, in particular i n

Brazzaville and Pointe-Noire, w h i c h p l a c e s e n o r m o u s s t r a i n o n infrastructure and poses serious

problems of health and hygiene, and affects the environment a n d t h e w e l l - b e i n g o f t h e population.

The Congolese Government’s determination to tackle the development challenge is confirmed in the 2012 -

2016 Growth, Employment and Poverty Reduction Strategy Paper (DSCERP), which places strong emphasis

on the promotion of diversified, inclusive growth. The new medium-term vision hinges on the following five

thrusts: (i) Governance; (ii) Growth and diversification; (iii) Development of economic and social

infrastructure; (iv) Social development and inclusion; and (v) Balanced sustainable development. Pursuant to

the MDGs, the Congolese Government also committed itself to improve the living conditions of the population

by 2015. Government policy is announced in the Water and Sanitation Sector Development Strategy Paper and

the respective Sector Development Policy Letters for the Water Sector and Sanitation Sub-Sector, which also

indicate its strategic guidelines and implementation thrusts.

The Bank’s Results-Based Country Strategy Paper (RBCSP, 2008-2012) a d d r e s s e s Government’s concerns

and priorities with emphasis on: (i) the development of infrastructure to support growth and improve living

standards; and (ii) the promotion of macro-economic stability and growth. The first intervention area, which

focuses on better access to basic infrastructure (drinking water, sanitation and electricity) is crucial f o r

g r o w t h , private sector development, w i d e r a c c e s s t o b a s i c services and job creation. The second

intervention area, focused on better management of public resources and improvement of the business climate,

aims to provide the right context for improving economic governance and the fight against corruption to a t t rac t

na t iona l and int erna t io nal investments and guarantee growth that favours poor people’s access to basic

services. Lastly, the project is in line with the guidelines of the Bank’s 2013-2022 Ten-Year Strategy, which

prioritizes enhanced engagement in fragile States and development of infrastructure for inclusive growth.

* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory)

3

2. Relevance of Project Design

Rating* Narrative assessment (max 250 words)

3 The project’s sector objective is to help Government to consolidate efforts made to implement its urban poverty

reduction policy through: (i) the construction of infrastructure for the collection and evacuation of waste water,

excreta and rainwater; (ii) the implementation of actions geared towards sustainably increasing access to sanitation by

sensitizing the population on the importance of procuring family latrines to promote hygiene and sanitation, properly

manage excreta, support investments and ensure institutional support. The technical solutions adopted for this project

targeted the construction of 4,383 family latrines and 353 public latrines to improve the population’s access to

individual sanitation, 2 stations for the treatment of sludge in each of the two towns, the collection/evacuation of

excreta and the rehabilitation and extension of 11.5 km (2.7 km rehabilitated and 8.8 km constructed) of the rainwater

drainage network in Pointe-Noire. However, the recommended method of procurement of family latrines through

community labour proved unsuitable. Resorting to SMEs via local shopping to meet the project objectives led to an

upward revision of the initial cost per latrine, which ultimately reduced the programmed number of latrines to be

constructed. Although it is difficult at this stage to assess the project impacts, the recommended technical solution

allows for meeting the latrine needs of nearly 70,000 people in Brazzaville and Pointe-Noire, the project impact area.

The rehabilitation of the rainwater drainage network in Pointe-Noire benefits over 700,000 people and mitigates the

risk of flooding in beneficiary neighbourhoods, helping to improve the living conditions of the beneficiary population.

The prevalence rate of diarrhoea-related diseases, one of the causes of infant and child mortality, dropped from 117‰

in 2005 to 44‰ in 2015 in the project area. Similarly, the maternal mortality rate fell from 1,100 in 2008 to 436 in

2015, or a 241% drop.

3. Lessons learned related to relevance

1. Progress towards the

project’s development objective (project purpose)

Comments

The project is in line with Government’s development strategy whose main objective is the promotion of robust growth and

poverty reduction. It facilitates the development of access to basic social services, one of the priority thrusts of Government’s

strategy. It hinges on four main components: (a) Development of sanitation infrastructure; (b) Development of IEC programmes,

FD studies/preparation of BDs, Works control and monitoring; (c) Institutional support; and (d) Project management.

1. Component A : Development of Sanitation Infrastructure

The project plans to construct in Brazzaville and Pointe-Noire : (i) 6,450 individual latrines in households ; (ii) 360 public multi-

compartment latrines in schools, markets and health centres ; (iii) two (2) sludge treatment stations and two (2) gravel packs in the

two towns. Specifically for Pointe-Noire, there were plans to rehabilitate and strengthen the rainwater drainage networks on a

distance of 12 kilometres. At completion, the project will allowed for the construction of 4,383 family latrines, or nearly 70%

done, 353 public latrines, or 98% done, two (2) sludge treatment stations in each of the two towns, or 100% done, and the

rehabilitation and extension in Pointe-Noire of 11.5 km of the rainwater drainage network (2.7 km rehabilitated and 8.8 km

constructed), or nearly 96% done.

2. Components B : Development of IEC programmes, FD studies/BD, Works control and monitoring

IEC Programmes

B Effectiveness

Key issues (max 5, add rows as needed)

Lessons learned Target audience

1. How to ensure a better level of

project ownership and coordination of

implementation by municipal and

sector authorities?

Municipalities’ little or no involvement and support for project

activities causes lateness in taking decisions that impact the

achievement of the project objectives. Greater involvement of

municipalities would have made it possible to rapidly find

appropriate solutions to problems encountered during

implementation. For example, the issue of laying out access

roads to the sites of oil sludge treatment stations. Therefore, it

is recommended that branches of implementation units should

be established directly inside beneficiary municipal offices for

a more effective and committed monitoring of project

implementation.

Sector ministries and

beneficiary

municipalities

4

The promotion of hygiene and sanitation led to the sensitization of population in the two towns at the level of municipal districts,

heads of quarters, households, public places via focus groups of 20 to 40 households and public meetings of 200 to 500 people.

The main objective is to create awareness in households of the advantages of procuring latrine, elicit the will to have reliable

latrines, facilitate capacity in each household to mobilize financial contributions, which is a fundamental condition for obtaining a

latrine. At completion, over 70,000 of the initially expected 100,000 people were sensitized, or over 70% of persons sensitized.

With regard to the promotion of hygiene in households, over 10,000 households in Brazzaville and Pointe-Noire were sensitized

on hygiene and sanitation, especially on the importance of latrines and adequate management methods, thus minimizing faeces-

related risks. The approach used consisted in animation sessions through focus groups and door-to-door communication.

About 3,060 students, 60 per school, as well as 250 teachers against 200 initially planned, or nearly 125% of teachers, were

educated on hygiene and sanitation in schools benefiting from public sanitation infrastructure in Brazzaville and Pointe-Noire.

Two hundred (200) small-scale masons were trained, 100 per town, or 100% of the initial target, for the construction of family

latrines. Unfortunately, they were replaced by SMEs due to the slow implementation of works. The objective of 220 female

community leaders could not be achieved because of the lack of female associations that could be contracted for the management

of public latrines.

FD/BD studies

At project design, there were plans to conduct FD studies for Component A works, an institutional study of the sanitation strategy

and an independent review of the national diarrhoea-related disease control programme. At completion, the FD studies had been

conducted (100% done) and helped to prepare bidding documents (BD) for the consultation of contractors. The institutional study

of the project sanitation strategy was conducted (100% done) and its final report validated. It allowed for clarifying and

operationalizing the implementation of the national sanitation strategy in the Republic of Congo. The independent review of the

national diarrhoea-related disease control programme was performed and helped to determine the impact of hygiene and

sanitation on morbidity and mortality due to diarrhoea-related diseases. A final validated report sanctioned this review.

3. Component C: Institutional Support

At project appraisal, the expected outcomes for this component were: supply of maintenance equipment for sanitation structures

in Pointe-Noire and strengthening of the senior staff of DGH and municipalities. At completion, Pointe-Noire was endowed with

a hydro-cleaning truck and hydraulic shovel to maintain drainage works and natural collectors as initially planned. This was 100%

done. The administrative and financial officer was trained on three programmes: the use of TOMPRO software in Brazzaville;

capacity-building on the use of the software in Yaoundé (Cameroon) and aspects related to audit and financial statements in

Abidjan (Côte d’Ivoire). Project coordination and support experts received training on the improvement of project performance

tools financed by AfDB. An experience-swap trip involving four municipal workers and two project coordination staff related to

the management of sludge treatment stations was organized in Accra (Ghana).

4. Component D: Project Management

Project activities were implemented by the General Directorate of Water (DGH) in the Ministry of Energy and Water (MEH)

through the Project Implementation and Coordination Unit (PIU). The PIU’s administrative, financial and accounting procedures

manual was prepared at project start-up and made available. Programmed audit reports and quarterly progress reports are

submitted regularly.

5

2. Outcome reporting

Outcome indicators (as per

RLF; add more rows as needed) Baselin

e value

(Year)

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 outcome)

Core Sector

Indicator (Yes/No)

Outcome 1 : Access rate to

sanitation in Brazzaville and

Pointe Noire

10.5%

(2008)

20%

(2015)

16%

(2013)

172 % Thanks to project outputs, the

latrine needs of nearly 70,000

people in Brazzaville and Pointe-

Noire were met. The rehabilitation

of the Pointe-Noire rainwater

drainage network benefited over

700,000 people and mitigates the

risk of floods in beneficiary

neighbourhoods, thus helping to

improve the beneficiary population’s

living conditions.

YES

Outcome 2: Infant and child

mortality rate

117‰

(2005)

52‰

(2015)

44‰

(2015)

89 % The prevalence rate of diarrhoea-

related diseases, one of the causes of

infant mortality, drops by 89%in the

project area.

NO

Outcome 3 : Maternal

mortality rate

1100

(2008)

436

(2015)

825

(2015)

241 % The maternal mortality rate falls

from 1,100 in 2008 to 436 in 2015,

or a 241% drop.

NO

Rating* (see IPR

methodology) Narrative assessment

3 It is important to note that the outcome indicators considered at project appraisal are global indicators at

country level. The expected changes were to be achieved with the support of all projects sponsored by

Government and its partners in the water and sanitation sector. The RBCSP outputs only contribute thereto.

However, recent information shows that significant progress has been made. The outcomes report is deemed

satisfactory.

6

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: Number

of public kiosks

constructed ( 360

public latrines)

353 360 98.06%

Thanks to the project, 353 public latrines

were constructed in schools, health

centres, dispensaries and markets Yes

Output 2: Number

of family latrines

constructed (6,450

latrines)

4,383 6,450 67.95%

Only 4,383 of the initially planned 6,450

family latrines were constructed due to

difficulties linked to the organization of

community work and the management of

small-scale masons, which caused the

change of the works procurement method.

Yes

Output 3: Number

of sewage treatment

stations constructed

(4 stations)

4 4 100.00%

The four (4) treatment stations constructed

as part of the project are designed to treat

up to 100 mᵌ/day of sewage freshly

collected in family or public latrines.

However, the higher number of sewage

collection trucks owned by private

operators in the sewage transport sector

increase the demand for treatment

estimated at nearly 250 mᵌ/day. Since the

constructed stations are clearly

overwhelmed, complementary actions

should be envisaged to increase the

performance of these stations.

Yes

Output 4 : The linear

distance of

rehabilitated and

strengthened

rainwater drainage

network in km (12

km).

11.5 12 95.83%

The rehabilitation of 11.5 kilometres of

rainwater drainage network in Pointe-

Noire benefits over 700,000 people and

mitigates the risk of flooding in

beneficiary neighbourhoods, thus helping

to improve the beneficiary population’s

living conditions.

Yes

Rating* (see IPR

methodology) Narrative assessment

3 Results in terms of outputs are awaited. The change of procurement method of family latrines led to a

cost overrun, which led to the reduction of the number of family latrines to be constructed.

7

4. Development Objective (DO) rating1

DO rating (derived from

updated IPR)* Narrative assessment (indicative max length: 250 words

3

The project development objective was to ensure sustainable access to sanitation so as to improve the

socio-economic and sanitary conditions of the Congolese population. Specifically, the project was

expected to help increase sanitation infrastructure and improve hygiene in Brazzaville and Pointe

Noire through the expected outputs namely : (i) 6,450 new individual latrines; (ii) 360 multiple-cabin

public latrines in schools, health centres and markets; (iii) two sewage treatment stations in

Brazzaville and two treatment stations in Pointe Noire; (iv) 200 masons trained in latrine construction

techniques; (v) 220 female community leaders and 200 teachers trained on the themes of hygiene and

sanitation ; (vi) 12 km of primary and secondary rainwater drainage networks rehabilitated and

strengthened in Pointe Noire; (vii) information, coordination and sensitization campaigns organized

targeting the population of both towns; and (viii) an institutional study of the sanitation strategy that

will define mechanisms for operationalizing and sustaining the sanitation sub-sector. Thus, the

constructed infrastructure, various equipment procured, training offered, sensitization campaigns

conducted indicate that the project development objectives were achieved.

5. Beneficiaries (add rows as needed)

Actual (A) Planned (B) Progress towards target (% realized) (A/B)

% of women Category (e.g. farmers, students)

70,000 100,000 70 % 52 % Number of additional persons served by

family latrines

700,000 700,000 100 % 52 % Number of beneficiaries of rainwater

drainage works in Pointe Noire

1,900,000 1,900,000 100 % 52 % Total population of both towns, or 1.9

million people, benefiting from IEC

campaigns, public latrines and sewage

treatment stations.

6. Gender equality

Review of gender analysis performance in the operation (at most 250 words)

Women’s involvement in the management of public latrines will help to enhance their economic and decision-making powers.

The project will also offer the opportunity to train 220 female leaders to continue sensitizing the population for behaviour

change. Lastly, the project’s positive impacts on the everyday personal and social well-being of women and girls (intimacy, ease

of use, proximity and safety) have led to fewer incidents of violence against women attributable to lack of intimacy linked to the

absence of appropriate latrines.

Indeed, thanks to project outputs, the hygiene conditions of the population, especially women and children, have improved.

Proximity sanitation infrastructure is now available at the level of schools, health centres, public markets as well as in families.

This has improved the general well-being favourable for income-generating activities and the school attendance or literacy of

girls and women, thereby facilitating their empowerment. In the same vein, female community leaders were trained and women

participate in the management committees of the constructed latrines.

1 For operations using the old supervision report and rating system in SAP, the DO rating for the PCR shall be calculated using

the IPR methodology.

8

7. Unanticipated or additional outcomes (add rows as needed)

Description Type (e.g. gender,

climate change, social,

other)

Positive or

negative

Impact on project (High, Medium, Low)

Flood control in Pointe-Noire. Neighbourhoods that were hitherto

prone to floods due to the afflux of rainwater are now protected and the

population’s living conditions have improved. Similarly, the reduction

of open-air defecation and controlled management of sewage

discharges due to the presence of adequate individual and public

sanitation infrastructure, have led to improvements in beneficiaries’

health.

These outcomes aim

at better factoring in

climate change on

the one hand and

behaviour change on

the other

Positive High

8. Lessons learned related to effectiveness (add rows as needed)

Key issues (max 5, add rows as needed) Lessons learned Target audience

1. How to shorten the time take to process files

and procurements

Long file-processing timeframes have been a non-

negligible constraint, whether on the part of the Bank or

the Borrower. The more decision-making powers are

delegated to the Bank’s Task Managers, the shorter will

be the file processing time. Procurement methods are

sometimes unsuitable (community work) for some types

of activities whose amounts are small, especially

construction works of family latrines, leading to the late

implementation and cost overrun of such activities. It is

recommended to use more flexible procedures for the

procurement of certain types or just use national

procedures.

Government/ Bank

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 year 5.4 years 0.74 2

Narrative assessment (indicative max length: 250 words)

Project schedule monitoring was marked by a rapid start-up of project activities. Bank approval came in September 2009,

followed by the signature of the grant agreement in November of the same year, barely two months after approval. The first

disbursement took place in April 2010, five months after effectiveness. This was due to a slight delay in the process of opening

the special accounts for lodging project resources and the complete and effective establishment of the Project Implementation

Unit due to the absence of office premises and logistical means for the PIU’s functioning (furniture, IT and office equipment,

internet, etc.). Added to that is the low performance level of some providers in implementing works which led to a significant

slippage in the project implementation schedule. Scheduled for 48 months (4 years), project implementation took 64 months (5.4

years), 16 months behind the initial schedule, corresponding to a slippage of 33%. At the last disbursement, the project had been

extended three times. Planned initially in December 2014, the completion date was extended first to June 2015, then twice in

December 2015 and the last time to 31 March 2016.

9

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*

90.46 % 97.32 % 93 3


ADF resources, counterpart funds and beneficiaries’ contributions were disbursed at the rate respectively of 94.62%, 104.21%

and 68.53%. This made it possible to achieve the expected outputs. It is worth noting that the target of 6,450 family latrines was

scaled down after difficulties were encountered linked to the organization of community labour and the management of small-

scale masons, the cause of the change of works procurement method. This method was reviewed to suit the realities of

implementing project activities. Thus, the initial cost per latrine (CFAF 850,000) was revised upward (CFAF 1,200,000), leading

to a reduction of the number of planned latrines to 4300. Standing at 93%, resource use efficiency is deemed satisfactory.

3. Cost benefit analysis

Economic rate of return

(at approval) (A)

Updated economic rate of return

(at completion) (B)

Economic rate of return ration

updated and at approval (B/A)

Rating*

24.7% 19.6 80.16% 3


The mobilized resources (UA 20.5 million) helped 70,000 additional persons to have family latrines, 700,0000

persons to benefit from rainwater drainage works in Pointe Noire and 1.9 million people to benefit from IEC

campaigns, public latrines and sewage treatment stations in Pointe Noire and Brazzaville. The project’s economic

analysis at completion revealed that the economic benefits of these works include the lower prevalence rate of

water-related diseases, one of the main causes of infant mortality which fell by nearly 50% in the project area.

The updated economic rate of return of 19.6% shows that the project is economically more profitable even though

the internal ERR is lower than at appraisal (24.7%). The ratio between the ERR at completion and ERR at

appraisal is 0.80. In calculating profitability, account was taken of the final value of effective investments made,

annual operating costs including maintenance and the benefits linked to the lower incidence of water-related

diseases at the level of the health system (time of medical staff, immobilization of medical facilities, medications)

and the population (medical bills paid, time lost during visits and examinations, related transport costs, lost

working time).

It should be noted that the project’s late implementation and higher construction costs of public latrines reduced

the present value of investments and delayed the concretization of project benefits. These uncertainties were

factored into the sensitivity analysis conducted at appraisal. The project remains economically profitable with a

positive NPV and IRR above the updated cost used of 12%.

4. Implementation Progress (IP)2

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 Absence of a monitoring-evaluation system: Despite the support offered by technical assistance, the project did

not succeed in establishing an adequate monitoring-evaluation system, thanks to which a link is created

between the baseline situation and the closing situation through ongoing monitoring and evaluation of indictor

progress versus targets (annual, mid-term and final). Nevertheless, it is undeniable that project implementation

is satisfactory overall in light of the results obtained.

2 For operations using the old supervision report and rating system in SAP, the IP ratings need to be converted from the 0-3 scale used in SAP to the 1-4 scale

used in the IPR..

10

5. Lessons learned related to efficiency


1. How to optimize project implementation

timeframes?

Train PIU on Bank rules and procedures once the

project is approved.

Government/AfDB

2. How to ensure better use of loan resources? Avoid additional clauses with financial impact in

contracts and comply with fund allocation ceilings

for various activities

Strengthen the internal control system and the

Steering Committee’s monitoring and oversight

powers over the PIU.

Government/AfDB

3. How to ensure the right conditions for the

implementation of project activities ?

Ensure the categorization of contractors, especially

as far as works are concerned and set contract

thresholds by contractor type. This categorization

will be based on contractors’ technical and

financial capacities.

Government

4. How to ensure good beneficiary participation and

the preservation of project achievements?

During design, collect enough data to enable a

detailed analysis of the community dynamics and

propose suitable measures to enhance ownership.

Government/AfDB

D Sustainability

1. Financial sustainability

Rating* Narrative assessment (indicative max length: 250 words)

3 Generally, it is noted that upkeep/maintenance costs of structures are charged to the beneficiaries’ budget. Public

latrines in health centres are maintained by staff recruited for that purpose and the related costs charged to the budgets

of these structures. At the level of public markets, their respective management committees collect money from

sellers to buy the necessary cleaning/maintenance products and pay the occasional cleaners. With regard to sewage

treatment stations, their operation and maintenance are incorporated in the respective local development plans of the

beneficiary municipal offices.

2. Institutional sustainability and strengthening of capacities


3 The mayors of the two towns appointed staff (six from the Directorate of Economic Promotion and Tradable

Activities, in the case of Brazzaville) specially to manage the stations constructed. This, notwithstanding the

difficulties they encounter in implementing their investment programmes because of budget cuts due to the fall in oil

prices, Congo’s main resource. This staff received training and support from a specialist to master how these

structures operate. Similarly, equipment allowing municipalities full control of the management of constructed

structures were procured as part of the project (tractor mounted scoop, hydro-cleaning vehicle and service vehicle).

At the institutional level, the sanitation strategy study made it possible to define the management framework of this

sub-sector with the creation of the Ministry of Energy and Water and the Directorate of Sanitation.

11

3. Ownership and sustainability of partnerships


3 The sustainability of project infrastructure is not in doubt. For family latrines, beneficiaries indeed contributed to the

related cost. They participated in monitoring works and benefited from sensitization actions. With regard to public

sanitation works, the beneficiary municipalities and structures participated in monitoring works and have included the

operating costs of these works in their budget. The constructed infrastructure is of good quality and functional overall.

By virtue of their unique architecture, the infrastructure is highly appreciated by the beneficiary population and pulls

crowds since they are very practical for communities. However, a great part of the demand for family latrines has

remains unmet because allocated resources ran out and the project came to an end.

4. Environmental and social sustainability


3 The construction of sewage treatment stations in a context of near-absence of regional development planning in the

sites of LIFOULA, MAKANA, VINDOULOU and FOUTA is exposed to environmental and social risks especially

erosion and the disorderly occupation of surrounding land. Mitigation measures were taken to limit the risk of

erosion. With regard to the disorderly occupation of land, the municipalities are requested to pursue efforts to avoid

problems of acceptability of the works by the local population established after construction of the structures.

5. Lessons learned related to sustainability


1.How can sector governance be improved ?

The low level of sector governance (absence of

suitable institutional framework as well as policies

and strategies), the consequence being the low

level of involvement and support for

implementation of project activities by national

sector authorities. Improve sector governance by

creating a conducive environment for private

operators (concession, lease contracts, etc...).

Government

III Performance of stakeholders

A Relevance

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’s assistance contributed to Government’s efforts to implement its development programme, which targets

the improvement of access to basic social services through the construction of more sanitation infrastructure and

better hygiene in the towns of Brazzaville and Pointe Noire, which has a population of 1.9 million people. These

actions allowed for improving the living environment of the population. The Bank also supported Government to

prepare the institutional strategy to better organize the sanitation sub-sector, long characterized by the total absence of

leadership.

The Bank monitored and supervised the implementation of project activities in all the implementation phases. Bank

monitoring proved valuable in achieving the project objectives. Regular monitoring and supervision missions

including financial supervision had the advantage of facilitating the establishment of a management system which

made it possible for the project to avoid ineligible expenses and late production of financial statements. In addition,

the Bank’s support helped to guide the project, as evidenced in the training on archiving of procurement and contract-

monitoring files. Regular contacts for project implementation updates and assessment made it possible to resolve

problems and propose necessary adjustments to the implementation context. Bank performance is deemed

satisfactory.

12

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’s assistance focused inter alia on developing and improving basic infrastructure. The Bank therefore contributed to the

rehabilitation and extension of sanitation infrastructure for the better social well-being of the population and thus foster their full

participation in activities that contribute to economic recovery. The Bank also supported Government to prepare the institutional

strategy for better organization of the sanitation sub-sector, henceforth placed under the supervisory authority of the Ministry of

Energy and Water.

The Bank’s monitoring and supervision was unflagging during all project implementation phases and proved significant for

achieving the project objectives. Monitoring and supervision missions, including financial supervision, were undertaken

regularly. Bank performance is deemed satisfactory.

Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned

1. How to ensure that the Bank is proactive and shorten

long file processing timeframes?

Task managers lack real decision making powers. Although

they have a better understanding of project implementation

related problems and initiate all files, they do not have any

decision-making powers and therefore depend on other actors

who are often not on the field. It is important to imagine

control and supervision mechanisms of Task Managers and

delegate to them sufficient decision-making powers to

improve the performance of Bank operations.

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 Government, especially the Ministries of Energy and Water, Planning and Finance (at central level), displayed great

capacity for ownership, showing interest in project activities including the construction of individual latrines for the

poorer segments of the population. In fact, it mobilized all planned counterpart contributions and went out of its way

to authorize indirect expenses to finance gaps caused by contingencies not linked to financial modifications granted.

The Borrower commissioned the Ministry of Planning and the Ministry of Finance to audit the project accounts and

inspect field achievements. This important internal control role made it possible to supervise PIU’s management of

the project. Borrower’s supervision is deemed satisfactory.

Narrative assessment on the Borrower performance to be inserted by Borrower (both quantitative and qualitative,

depending on available information). See guidance note. (indicative max length: 250 words)

Borrower’s supervision was satisfactory. It mobilized all the expected counterpart funds. PIU’s anchoring in DGH and its long-

standing monitoring attest to the clear perception of the project rationale and the PIU that the Borrower however failed to

institute into a single agency to execute all technical projects.

Key issues (related to Bank performance, max 5, add rows as needed) Lessons learned

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 The performance of some contractors recruited was below expectations, especially for STEPs works in Pointe-Noire

and latrines. Congolese small and medium sized enterprises are still weak when it comes to performing contracts. Due

to limited means and equipment, they find it hard to execute works as well as to comply with timeframes and to

deliver all the expected services. This had a negative impact on the construction works of family latrines. The

situation could have been worse if the logic of community work executed by small-scale masons had been

scrupulously followed, a logic that caused the significant lateness in the start-up of this activity and which in the end

failed to yield satisfactory results due to the difficulty of managing and coordinating the masons.

The performance of the beneficiary population is deemed satisfactory. In fact, the “on request” approach enabled

them to fully participate in the implementation of works through their financial contributions towards the cost of

construction of individual latrines.

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Key issues (related to performance of

other stakeholders, max 5, add rows as needed)

Lessons learned (max 5) Target audience (for

lessons learned)

1. How can the recruitment of

deficient contractors to

implement activities be

avoided?

The performance of some recruited contractors was below

expectations. Local Congolese contractors are still weak when it

comes to performing contracts. They have difficulties in complying

with timeframes and delivering all expected services. Since these

small enterprises lack means and equipment, they are not able to

execute works. In addition, they have problems of access to credit

and depend on the payment of services rendered. Therefore,

Government should work in earnest to categorize contractors and

create conditions to facilitate access to credit for the emergence of

these enterprises.

Government

IV Summary of key lessons learned and recommendations

Key issues (max 5, add rows as needed) Key lessons learned Target audience

1. How to ensure a better level of

ownership and implementation

coordination by municipalities and

sector authorities?

The municipalities’ lack or weak level of involvement and support

for project activities is a cause of lateness in decision-taking which

impacts the achievement of the project objectives. Greater

involvement on the part of beneficiary municipalities would have

allowed for rapidly finding appropriate solutions to the problems

encountered during implementation. For example, the issue of

developing access roads to the sites of sewage treatment stations.

Therefore, it is strongly recommended that branches of the

implementation unit be established directly in beneficiary

municipal offices for the effective and more committed monitoring

of project implementation.

Sector ministries and

beneficiary

municipalities

2. How to shorten the time taken to

process procurement files

The Bank’s or Borrower’s long file processing timeframes

significantly constrained implementation. Similarly, procurement

methods sometimes unsuitable for some types of contracts of small

amounts led to late implementation and cost overrun of such

activities.

It is recommended that more flexible procedures be used to procure

certain contract types; otherwise, national procurement procedures

should be used.

Government/ Bank

3. How to improve sector

governance?

Weak sector governance (absence of a suitable institutional

framework and policies and strategies) resulting in low level of

involvement and support for implementation of project activities

by national sector authorities. Improve sector governance through

the creation of a conducive environment for private operators

(concession contracts, farm-out arrangements, etc...).

Government

4. How to ensure the best use of

loan resources? Avoid additional clauses with financial impact and comply with

fund allocation ceilings for different activities

Strengthen the internal control system and the Steering

Committee’s power to monitor and control the PIU.

Government /Bank

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1. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)

Key issue (max 10, add rows as needed) Key recommendation Responsible Deadline

1. How to ensure that the project

closes properly? Transmit to the Bank the auditor’s complementary

note concerning its report for FY 2014 ;

Expedite audit operations for FY 2015 to cover a

period of eighteen months from 1 January 2015 to 30

June 2016, then transmit to the Bank the auditor’s final

report no later than 30 September 2016 ;

Immediately close the special account and the

counterpart accounts;

Envisage actions to cancel the unused balance of ADF

Grant resources, pursuant to the policy in force;

Government

Bank

Immediate

Immediate

2. How to ensure the

sustainability of project

achievements?

Take measures to protect areas around STEP sites in

order to avoid all possible negative effects on the

neighbouring population;

Take necessary complementary measures to guarantee

the continuous operation of STEPs;

Government Immediate

V Overall PCR rating

Dimensions and criteria Rating*

DIMENSION A: RELEVANCE 3.50

Relevance of project development objective (II.A.1) 4

Relevance of project design (II.A.2) 3

DIMENSION B: EFFECTIVENESS 3.00

Development objective (OD) (II.B.4) 3

DIMENSION C: EFFICIENCY 2.75

Timeliness (II.C.1) 2

Resource use efficiency (II.C.2) 3

Cost-benefit analysis (II.C.3) 3

Implementation Progress (IP) (II.C.4) 3

DIMENSION D : SUSTAINABILITY 3.00

Financial sustainability (II.D.1) 3

Institutional sustainability and strengthening of capacities (II.D.2) 3

Ownership and sustainability of partnerships (II.D.3) 3

Environmental and social sustainability (II.D.4) 3

ARITHMETICAL AVERAGE OF DIMENSIONS 3.06

OVERALL PROJECT COMPLETION RATING 3

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VI Acronyms and abbreviations

Acronym (add rows as needed) Full name

ADF African Development Fund

BD Bidding Documents

DGH General Directorate of Water

DSCERP Growth, Employment and Poverty Reduction Strategy Paper

DWS Drinking Water Supply

DWSS Drinking Water Supply and Sanitation

FD Final Design

IEC Information, Education and Communication

MDG Millennium Development Goals

NPV Net Present Value

RBCSP Results-Based Country Strategy Paper

SME Small and Medium Sized Enterprises

STEP Treatment and Cleanup Station

UN Unit of Account