the gambia rural water supply and sanitation …...communities can be left as such. dwr,bank nawec,...
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AFRICAN DEVELOPMENT BANK GROUP
THE GAMBIA
RURAL WATER SUPPLY AND SANITATION PROJECT
PROJECT COMPLETION REPORT
(PCR)
RDGW/AHWS
May 2019
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I BASIC DATA
A Report data
Report date Date of report: September, 2018
Mission date (if field
mission)
B Responsible Bank staff
Positions At approval At completion
Regional Director F.PERRAULT M.L.AKIN-OLUGBADE
Country Manager N/A A.AMOUNOUN
Sector Director S.JALLOW W.G.GICHURI
Sector Manager/OIC A.BAMBA M.TARHOUNI
Task Manager R.MWASAMBILI B.CISSE
Alternate Task
Manager
A.ATTOUT R.LUBUNGA
PCR Team Leader B.CISSE
PCR Team Members NA
C Project data
Project name: The Gambia Rural Water Supply and Sanitation Project-
Project code:
P -GM-E00-003
Instrument number(s): RWSSI-TF NO. 5800155000751; ADF NO.
2100155022173; RWSSITF NO. 5800155001851
Project type: Sector: Water and Sanitation
Country: Gambia Environmental categorization (1-3):Category 2
Processing milestones – Bank
approved financing only
Key Events (Bank approved financing only Disbursement and closing dates
Financing source.1: ADF Grant Financing source.1 ADF Grant Financing source.1 ADF Grant
Date approved:June 19th 2012 Amount: 1,100,000 UA Original disbursement deadline:
December 31st , 2015
Date signed: March 14th 2013 Supplementary financing:N/A Original closing date: 31
December 2015
Date of entry into force: March 14th
2013
Restructuring (specify date & amount
involved): N/A
Revised disbursement deadline:31
December 2017
PROJECT COMPLETION REPORT (PCR) FOR PUBLIC SECTOR OPERATIONS
AFRICAN DEVELOPMENT
BANK GROUP
2
Date effective for 1st
disbursement:August 13th 2012.
Extensions (specify dates):from
31 December 2015 to 31 December 2016
31 December 2016 to 31 December 2017
Revised (if applicable) closing
date:December 31st 2017
Financing source.2: RWSSI Grant Financing source.2 RWSSSI Grant Financing source.2 RWSSI Grant
Date approved:June 19th 2012 Amount: 3,580,000 UA (4,000,000 EUR) Original disbursement deadline:
December 31st , 2015
Date signed: March 14th 2012 Supplementary financing:402,000.00 UA
(500,000 EUR)
Original closing date: December
31st 2015
Date of entry into force: March 14th
2012
Restructuring (specify date & amount
involved): N/A
Revised disbursement deadline:31
December 2017
Date effective for 1st
disbursement:August 13th 2012
Extensions (specify dates):from
31 December 2015 to 31 December 2016
31 December 2016 to 31 December 2017
Revised (if applicable) closing
date: 31 December 2017
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: ADF Grant 1,009,771.02 90.97% 82,739.17 9.03%
RWSTF 3,552,677.47 99.24% 79,158.65 0.76%%
Supplementary RWSTF 314,645.40 78.27% 152,467.31 21.76%
Government of the Gambia 0 0% 150,000 100%
Community Beneficiaries 0 0% 110,000 100%
TOTAL 4,877,093.89 91,13% 474,906.11 8.87%
Financing source/instrument
(add/delete rows depending on the
number of financing sources):
Committed amount (UA): Percentage
committed
(%):
Uncommitted
amount (UA):
Percentage
uncommitted
(%):
Financing source/ instrument1: ADF
Grant
1,014,356.50 91.38% 95,643.50 8.62%
RWSTF 3,503,630.00 97.87% 76,370.00 2.13%
Supplementary RWSTF 316,256.21 78.67% 106,646.51 21.33%
Government of the Gambia 0 0 150,000 100%
Community Beneficiaries 0 0 110,000 100%
TOTAL 4,877,596 91.14% 474,404 8,86%
Co-financiers and other external partners: N/A
Executing and implementing agency (ies): Ministry of Fisheries, Water Resources and national Assembly Matters
3
D Management review and comments
Report reviewed by Name Date
reviewed
Comments
Country Manager/OIC A.AMOUMOUN
Sector Manager M.TARHOUNI
Regional Director (as chair of
Country Team)
M.L.AKIN-OLUGBADE
Sector Director W.G.GICHURI
II Project performance assessment
A Relevance
1. Relevance of project development objective
Rating* Narrative assessment (max 250 words)
4 The project’s development objectives are (i) To improve access to safe drinking water and improved sanitation
in the rural areas of The Gambia from the 2009 level of 70% to 72% (65,000 additional people) in 2015 for
water supply and from 40% in 2009 to 44% (20,000 additional peole) for sanitation by December, 2015.
These objectives are in line with the Country Strategy Paper (CSP) for The Gambia and the Gambia Poverty
Reduction Strategy II (PRSP.II), which have a focused pillar of infrastructure and rural development. At the
time the Government was still preparing the successor Program for Accelerated Growth and Employment
(PAGE) , for the period of 2012-2015, as a successor to the PSRP II. The PAGE built on the thrust of PSRP II
, with the main focus on governance but also includes greater focus on infrastructure investments, including
water and sanitation. The Rural Water Supply and Sanitation Project(RWSSP) is also in line with the Bank’s
Strategic Plan, which considers water supply and sanitation, as one of the key sectors with mainstreaming of
the cross-cutting issues of gender, environment and private sector involvement to strengthen the foundation for
sustainable development. Furthermore, the project is in line with with the following relevant Bank strategies:
the Medium Term Strategy (MTS) (insfrastructure and governance focus ), the Joint Assistant Strategy for the
Gambia (2008-2011), and the integrated Water resources Management (IWRM) policy. It is also inline with
the Rural Water Supply Sanitaion Initiative and contributed to the Bank’s commitment to assist member states
achieve the MDG targets for water supply and sanitation. The project is specified in the JAS as one of the
operations identified for financing with the lending cycle of (ADF12).
The project is in line with the Millenium Development Goals, the Sustainability Development Goals,the Bank
Ten Year Strategy (2013-2022) and the Hi-5s for transforming Africa on Improving the Quality of Life of
Africans.
* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3 (Satisfactory), 2 (Unsatisfactory), 1
(Highly unsatisfactory)
4
2. Relevance of project design
Rating* Narrative assessment (max 250 words)
4
The Bank’s intervention in the Rural Water Supply and Sanitation Sector (RWSS) in the Gambia was
grounded in the extensive experience that the Bank acquired in supporting similar projects in the region
through the Rural Water Supply and Sanitation Initiative (RWSSI). The project considered a few options,
taking into account the available water resources, various technologies water supply and sanitation,
investment and operation and maintenance costs, availability of spare parts, as well as staffing
reuirements. The bulk of the work of the project involved drinking water and sanitation infrastructures.
The technology solution was also driven by the country’s experiences, user acceptability, and investment
and operation and maintenance costs of these solutions.
For the water supply infrastructures, the technical solutions retained were solar powered multi-village or
stand alone schemes, boreholes, and storage tank and distribution network, widely used in Gambia.
The sanitation component focused on Community-Led Total Sanitation (CLTS), sanitation social
marketing, promotion of hand washing in schools and communities. The CLTS as a community-based
approach aimed at stopping open defecation through the use of social/peer pressure education, collective
community action to assist vulnerable people and support public facilities. Household latrines were
promoted and VIP latrines were built in schools and public places for their safety and hygiene.
The solar powered Sysems turned out to be cost effective, efficient and were adopted by the communities.
Also the experience with theses systems in the Gambia made it easy to maintain and operate. However,
the CLTS solution did not yield expected results in all communities. There were situations where trained
masons who were supposed to assist communities in the building of Household latrines moved to nearby
urban areas in search of higher wages and there were also cases of beneficiaries that were provided all
the materials but could not complete the Latrines by the end of the project. The main supplier of materials
for house Hold Latrines also under performed and had to be replaced. The completion rate of the CLTS
component was still above 98% with 982 Household latrines completed out of a target 1000.
During the Project changes were made to the Water Supply Infratructure component. Six(6) sites (2
additional sites) out of 22 were connected to the national electricity grid following the extension of the
national electricity Grids due to the increase in population size and demand from these communities.
These changes didn’t in any way affect the development objectives.
5
3. Lessons learned related to relevance
Key issues
(max 5, add rows
as needed)
Lessons learned Target audience
1. Use of
Solar
pumped
System.
The unreliability of electricity supply was the main reason behind the choice
of solar powered pumps.This coupled with the availability of spare part,
user acceptability, the cost of the solution and operation and maintenance
practices made it the best approach in rural Gambia.The same approach
should be kept for the Climate Smart WASH development Project.
During the course of the project 6 communities were connected to the a
national grid.(4 rehabilitated network and 2 communities at their own
request)
At times as expected this unreliability of electricity caused shortage of water
in communities when enough water was not stored in the tank and the
power cut took a long time.The running cost for these system on the grid is
higher than on solar powered especially during the first five years.
However, the long term maintenance cost is lower for grid because there is
no need to replace panels when efficiency reduces. The System allows for
a connection on both the grid and the solar powered System and this should
be explored for the 6 communities connected to the NAWEC grid.However
as electricity supply becomes more reliable the systems in the 6
communities can be left as such.
DWR,Bank
NAWEC, and
Communities
2. Participatory
approach to
project
design
The project was designed through extensive consultations with all the
stakeholders. Those consulted included policy makers in government
agencies, health and local government officials, beneficiay community
groups, village water committees and NGOs, the consultative process was
important to get stakeholder feedback about the project and also incorporate
views in the design. At appraisal, the mission undertook field vist to validate
the data and information provided at the central level, and to assess the level
of involvement of the potential beneficiaries. It was then noted and
confirmed by the communities, that the selection of sites was conducted in
a participatory manner involving all stakeholders, guided by very clear
selection criteria developed by the government.
This approach was successful and was also used during the preparation of
the Climate Smart WASH Development Project.
DWR, Bank
3. Focus on the
Community
Led Total
Sanitation
Approach.
The used of CLTS approached for the construction of Household Latrines
led to a healthy increase of demand in some communities. However in other
communities especially in the West Coast Region it led to delays due to the
unavailability of trained masons and lack of commitment of somme
beneficiaries also the choice of a single supplier for construction materials
of the House Hold Latrines led to additional delays. Despite the high rate of
implementation (above 95% ) of this component it is important to assess the
CLTS approach for new operations.
COTG, Bank
6
B Effectiveness
1. Progress towards the project’s development objective (project purpose)
Comments
Provide a brief description of the Project (components) and the context in which it was designed and implemented. State
the project development objective (usually the project purpose as set out in the RLF) and assess progress. Unanticipated
outcomes should also be accounted for, as well as specific reference of gender equality in the project. The consistency of
the assumptions that link the different levels of the results chain in the RLFshould also be considered. Indicative max
length: 400 words.
During the Project Preparation, the overall Water Sector Development Goal was “effective and sustainable management
of water resources and improved climate risk management to support socio-economic development and environmental
sustainability in the Gambia”.
The objective of the project is to improve access to safe drinking water and improved sanitation in the rural areas of
The Gambia from the current level of 70% (2009) to 72% (65,000 people) for water supply and from 40% (2009) to
44% (20,000) for sanitation by December,2017.
Progress –project components
New Water Supply Systems: The installation of all the 16 solar systems and 2 grid-connected pumping systems
has been completed.Tank erection completed in all the 18 sites.
Rehabilitation of Existing Water Reticulation Systems in 4 Sites The 4 Water Sysastems were rehabilitated
and connected to the extended NAWEC network.
Sanitation infrastructures:50 Institutional VIP latrines completed;Construction of the 1000 household VIP
latrines is largely completed with 982 latrines fully completed; The remaining 18 latrines are at various stages of
construction.
Hygiene promotion and education:Activities for the component fully executed with positive result.
Institutional support and capacity building/training: Activities for the component fully completed.
In a large part, These project objectives were met : Access to water supply is met about 65,000 people have access to
safe drinking in the targeted communities. Access to Sanitation is also largely met. In the project intervention sites
approximately 19,750 people have access to improved sanitary facilities. Broad hygiene promotion and education
campaign conducted at communities levels, schools and public markets and it has paid dividen in many places.
Water and sanitation working group and Joint sector review reviewed and sub-committees created. Partner institutions
were strengthened. The trained artisans were equipped with the necessary equipment to further replicate the household
latrine technology for those not covered by the project.
During Implementation, there were minor changes in the water supply insfrastructure power source for 2 multi village
Water Supply Systems. These 2 sites were connected to the national electyricity grid and the other 16 systems remained
on the solar powered as initially planned. The 4 sites on the rehabilitation sites are all connected to the extended national
grid . The changes was effected during one of the supervision mission as per the demands of the communities and due
to the continuous increase in population size in those communities. However, this did not change the scope of work
neither the attainment of the development objective. Activities in the sanitation component was fully executed except
for the household latrine construction which were completed at a rate of 98.2%.
Activities under the hygiene promotion and education and institutional strengthening and capacity building are all fully
implemented with remarkable achievement in some instances.
7
2. Outcome reporting
Outcome
indicators (as per
RLF; add more
rows as needed)
Baseline 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)
Outcome1
Increase in # of
people with
access to water
supply and
sanitation:
1A. Access to
safe drinking
water supply
1B. Access to
improved
sanitation
(%pop.).
70% (63,194
People)
(2009)
40%
(36,111
people)
(2009)
72%(65,000
People)
43.45%
(19,750 pep)
(2017)
72%(65,000
People)
(2017)
44%
(20,000pep)
(2017)
100% (65,000
people including
33,800 women )
98.2%
(19,750 people
including
10,270 women)
The target was
reached however
with a considerable
delay due to the
retendering of the
main work contract
YES
YES
Outcome 2:
Increased
number of people
practicing
improved
hygiene
behaviors:
2A.% reduction in
diarrheal diseases
20% (2006)
20%
10% (2017)
50%
(health indicator
survey 2013)
A planned end of
project evaluation on
the indicator is still
underway to
determine the
reduction in diarreal
diseases in the
Project area
Meanwhile, we are
already noticing a
great improvement in
hygiene practices.
YES
Rating* (see IPR
methodology)
Narrative assessment
4.0 All stated outcome in the project’s logical framework were fully achieved except for the increase in
access to sanitation given the fact that 18 latrines are still not completed.
8
3. Output reporting
Output indicators
(as specified in the
RLF; add more
rows as needed)
Baseline
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
output)
Core
Sector
Indicator
(Yes/No)
Output 1:
1.1 Number of
new water
points/system
s installed.
0 18 18 100% Provide brief assessment narrative
information here
Yes
Output 1:
1.1a number of
boreholes drilled.
0 22
2
22 100% The project was able to construct 23
boreholes. Because of the iron
present in Bullock; two shallow
boreholes was sunk with the view of
addressing the presence of iron later.
YES
Output : 1.1b
number of sites
with solar
systems installed
0
16
18®
88.8%
The planned 18 solar pumping
systems was revised to 16 after 2
sites were connected to the national
grid as opted by these communities.
These communities are rural growth
and NAWEC’s network was
extended to these comunities.
YES
Output 1.1c
Number of sites
connected to the
national grid.
.
0 6 4 150% Initially only the 4 rehabilitated sites
had to be connected to the national
grid but, given NAWEC’s extension
of the electricity networks
communities for 2 sites asked that
they be connected to the network.
These requested were granted by the
Departement of Water resources.
NO
Output 1.1d
Number of site
with Piped Water
Distribution
Networks.
0 18 18 100% Civil works have been completed by
the contractor in all the 16 sites with
all the solar pumping installations
completed and tested on functionality
which indicate positive results.
However due to budgetary constraint
the tanks to be installed have been
downsized from 60 to 40m3 and 90 to
50 m3 respectively
YES
Output 1.2
Number of water
points/ systems
upgraded/
rehabilitated.
4 4 4 100% All 4 systems wee ugraded with no
change to the initial specifications.
YES
Output 1.3
Additional
Institutional
Latrines
0 50 50 100% All 50 instututional latrines were built
however this component has
experienced somme delays because
there were somme defects that the
contractor corrected .
YES
9
Output 1.4
Additional
Household
Latrines
0 1000 982 Not all household latrines could be
completed some beneficiaries were
did not complete their latrines by the
end of the Project despite having
received the necessary training and
the materials
Also, some of the trained masons had,
for economic reasons, migrated to
urban areas therefore slowing dow
the building of the PIT for some
benficiaries.The involvement of
community land local leaders in the
process ended up driving up that
number to 982 household latrinesl.
Output 2.1
Effective
collaboration
work in place
through the
Water and
Sanitation
Working Group
(WSWG).
0 1 1 100% The working group was reactivated in
2013 and held its first biannual
meeting for the year in May 2014.The
meeting constituted three technical
sub-committees in water supply,
sanitation and hygiene and health
education. Having facilitated the
reactivation and holding of the first
meeting, the Project had handed over
responsibilities for organizing the
group’s meetings to the Department
of Water Resources (DWR) whose
mandate it is. The Joint Sector
Review (JSR) was merged with
WSWG activities.
However during the PCR mission it
was not clear how DWR intended to
keep the WSWG functional
Yes
Output 2.2 Joint
Sector Review
mechanisms
established.
0 1 1 100% Yes
Output :2.3
National O&M
strategy/ financial
plan in place.
0
1 1 100% The consultancy for the O&M plan is
completed and the manual produced
was used by the consultant for the
community training and capacity
building. The recommendation of the
O&M plan was validated and adopted
at a national workshop.
Yes
Output: 2.4
Number of new
VWC formed and
trained.
0 22 22 100% A total of 22 VWC comprised of
1025 members have been
trained/sentised, out of which 47%
were female. Formed and trained
covering all the project sites. These
VWC display and disseminate good
hygiene practices.
Yes
Output 3.1
Number of
people sensitized
/trained on
hygiene &
sanitation
0 2025 2000 101% The Department of Community
Development (DCD) completed the
training of trainers (TOT) in CLTS
and is, as mentioned above, involved
Yes
10
in the supervision of the erection of
the household latrines.
Output:3.2
Number of
demonstration
HH facilities
installed.
0 22 22 100% All demonstration HHL were built
prior to the supply of materials to the
beneficiaries
Yes
Output 3.3
Total number of
household VIP
latrines
constructed
0 982 1000 98.2% 982 household latrines were
constructed This target was almost
completely met but experienced
considerable delays due to the
absence of trained masons in some
communities some of them migrated
to wealthier and more urbanized
communities also there were some
delays in the supply of construction
materials
Yes
Output 3.4
Number of
artisans trained.
165 176 94% The Project has trained 2masons and
2 carpenters from each community
amounting to a total of 165 artisans(
83 masons and 82 carpenters).
NO
Output 3.5 IEC
materials
reviewed,
selected.
NO YES YES 100% The consultancy contract to
undertake this activity was awarded
to HePDO HePDO conducted
hygiene promotion and education
training for all the 22 WATSAN
committees in the project areas.
Output 3.6
Number of
communities with
CLTS.
0 30 30 100% The Department of Community
Development (DCD) completed the
training of trainers (TOT) in CLTS
and is, as mentioned above, involved
in the supervision of the erection of
the household latrines this was done
in all communities despite some
beneficiaries being late on their
commitment
Yes
Output 3.7
Sanitation
baseline survey
updated.
0 1 1 100% The sanitation baseline was updated
and even used as a guideline for the
construction of the 50 institutional
latrines
Yes
Output 4.1a
Annual Work
plan
0 5 5 100% The annual Work Plan were made
available to the Bank by the Project
Yes
Output 4.1b
Procurement
plan
0 4 4 100% All procurements were completed.
The bank had to retender the
procurement of the 18 new multi
village water supply systems due to
the termination of the main contract.
Yes
11
Output 4.2
Number of
timely annual
audits
0 4 5 80% All annual audits were conducted and
approved by the Bank. The last audit
should hve included the 3 months
grace period which it did not. The
audit report was however approved
with recommendation made for
upcoming operations
Yes
Output 4.3
Number of
progress
report/yr.
0 20 21 95% All reports were submitted to the
Bank in due course with the last
report coinciding with the drafting of
the PCR.
Rating* (see IPR
methodology)
Narrative assessment
4 The Rating is highly Satisfactory. Only one output in the appraisal report was affected by
the revision of list of good and services (LGS) at the beginning of the project namelythe
number of sites with solar systems installed. Initially it was planned that this time of pump
was going to be installed on 18 sites however due to high population growth in the west
coast region which led to the extension of the Nawec electricity grid. Communities in 2
sites informed DWR of their preference for a pump system connected to the national grid.
As regards the Household latrines 982 of them were completed out of a total of 1000
initially planned these delays were mostly due to beneficiaries 18 were not able to finalized
their latrines by project completion.
4. Development Objective (DO) rating
DO rating
(derived from
updated IPR)*
Narrative assessment (indicative max length: 250 words
4 As stated above, the project’s main development objectives were to:
improve access to safe drinking water and improved sanitation in the rural areas of The Gambia from the
current level of 70% (2009) to 72% (65,000 people) for water supply and from 40% (2009) to 44%
(20,000) for sanitation by December, 2017.
In a large part, These objectives were met . About 65,000 additional people have access to safe drinking
water in the targeted communities. In the project intervention sites approximately 19,750 people have
access to improved sanitary facilities. Broad hygiene promotion and education campaign conducted at
communities levels, schools and public markets and it has yielded positive results in many
places.However the assessment of the impact on the incidences of waterborn diseases is still ongoing and
is expected to also yield positive results .
Water and sanitation working group and Joint sector review reviewed and sub-committees were created.
Partner institutions were strengthened. The trained artisans were equipped with the necessary equipment
to further replicate the household latrine technology for those not covered by the project. However some
of these artisans already migrated to urban areas were their new skills can help them earn higher wages.
12
5. Beneficiaries (add rows as needed)
Actual (A) Planned
(B)
Progress towards
target
(% realized) (A/B)
% of
women
Category (e.g. farmers, students)
65,000 people in rural got access
to save drinking water
65,000
100% 52
rural population
19,750 people got access to
improved sanitation
20,000 98% 52 982 out of a 1000 VIP latrines at
household level and 51 institutional
latrines.
Trained macons 165 175 94% 0% Artisans
6. Unanticipated or additional outcomes (add rows as needed)
Description Type (e.g. gender,
climate change,
social, other)
Positive
or
negative
Impact on
project (High,
Medium, Low)
1. Access to improved sanitation in the schools also contributed to
increase in class attendance.
The construction of sanitation facilities in the selected beneficiary
schools affected class. At the provision of the toilet facilities,
absenteeism were curtailed as school children could access
sanitary facilities in their school compounds easily. Regular class
attendance has improved in the following academic year in such
schools.
Education postive Medium
2. Following the availability to access to safe drinking water in
schools. The water is not only use for human consumption but for
plant watering at household level and school gardens thus
promoting the nutrition value in schools.
Education and
food supply
Positive Medium
3. The termination of the contract for r the construction of 18 new
water supply system at the request of the contractor SAM-
BROCHO led to additional delays,somme revision of the list of
good an services, and request odf supplementary RWSSI fund
Implementation
delay/budget
constraint
Negative High
4. The 2016 closure of the country’s border with Senegal delayed
the delivery of the equipment of the main contractor leading to
second extension of the project’s closing date.
Implementation
delay
Negative Medium
5. The provision of Household latrines to less previleged and
vulnerable family in the project intervention sites, this has yielded
additional results, in that some members of the communities who
did not benefit from the project provision of building materials
have replicated the technology in the household or have improved
on the household latrine design by making septic tanks.
Health and
Hygiene
Positive High
6. The extension of the NAWEC electricity network in the West
Coast Region led 2 communities to ask for a grid connection
instead of a solar powered system.
Cimate negative Low
13
7. Lessons learned related to effectiveness (add rows as needed)
Key issues (max 5, add rows as
needed) Lessons learned Target audience
1. Termination of contracts for water
supply and supply of materials for
house hold latrines
The termination of contracts in the water supply
infrastructure component and supply of materials was
requested by the contractor after its main partener in the joint
venture went under liquidation in France. This led to some
delays due in part to the absence of a procurement officer
whose contract had expired by then. Future projects should
keep a Procurement officer throughout the life of the project.
The Bank, DWR
2. Request for supplementary
funding to avoid scope reduction
Folowing the termination of the works contract , there was a
major setback due to the increased bid price of the new
contractors thus creating a scenario where the project had to
request additional resources to cover for the Gap. Therefore,
contengencies should be rightly funded for future operations.
The Bank,DWR
3. Procurement of materials at
national level for the household
larines
The procurement of household latrine materials at national
level was not an effective strategy . Trasportation and storage
issues affected effectiveness of this component as such
community based approach shoul be adopted in future.
DWR
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 December 2015 6 December 2017 66.67% 2
Narrative assessment (indicative max length: 250 words)
The initial closing date of the project was December 31st 2015. The project accumulated a delay of 2 years. Start up delays,
a border closure, and challenges encountered in procurement of works contracts at the early stages of the project
implementation affected timely achievement of project outputs.
After the award of contract for sometimes to a joint venture business for the water supply works; during the contract period
the main partner of the joint venture went under liquidation and the other partner asked for the termination of the coontract.
The re-tendering process took almost one year to reach completion.
The winner’s bid was in excess of the approved budget which coupled with the 2016 border closure led to an aditional
postponement of the date of last disbursement. Despite all these delays, and other challenges, the project ouputs and
outcome were generally achieved.
2. Resource use efficiency
Median % physical implementation
of RLF outputs financed by all
financiers (A) (see II.B.3)
Commitment rate (%) (B)
(See table 1.C – Total
commitment rate of all financiers)
Ratio of the median percentage
physical implementation and
commitment rate (A/B)
Rating*
99.5% 91.14% 109.17% 3
Narrative assessment(indicative max length: 250 words)
Despite the delays in the project and other setbacks, the project achieved most of its objectives, the planned output were
achieved namely: (i) All 51 public latrines ; (ii) 982 out of 1000 household latrines(iii) installed and 4 rehabilitation and
upgrading water points installed (iv) construction of 18 multivillage water supply Systems. Broad hygiene promotion
campaign carryout and patner institutions strengthening with logistic support.
14
3. Cost benefit analysis
Economic Rate of Return
(at appraisal)
Updated Economic Rate of Return
(at completion)
Rating
*
21.48 % 17.60% 3
Narrative assessment
The economic assessment of the Rural Water Supply and Sanitation Project, is based on incremental methodological
approach. However, the economic evaluation is undertaken from a perspective which measures net benefits to the Gambian
economy as a whole. Where distortions exist, to convert financial prices to the real resource values of project inputs and
outputs, appropriate adjustments are made in financial flows to reflect economic values.
The resources mobilized during project implementation (4.88 million UA) were used to build 18 new multivillage water
supply systems, rehabilitate 4 multivilliage systems ,build 51 institutional sanitation facility and 982 household toilets.
At compleion, Project Benefits still consist of health benefits resulting from a decline in waterborne deseases , times savings
and a general improvement of health conditions and increase in productivity. These benefits were used to calculate the
Economic Rate of Return (EIRR). Other non-quantifiable benefits such as increase of school attendance,increased revenues
earned by artisans trained by the project, and other environmental and social benefits.
The Project had a satisfactory impact on tbeneficiaries (65,000 additional people for access to Water , 19750 people for access
to improved saniation and 165 new artsans trained). However, although the project was physically completed it was affected
by 2 years of delays .
The absence of a financial analysis at appraisal made it irrelevant at completion.
The costs and benefits analysis at completion of the project, estimated over the 25 year economic life yielded an Economic
Internal Rate of Return (EIRR) of 17.60 % compared to opportunity cost of capital (EOCK) in Gambia of 10 %. The reason
for lower rate is because of long implementation period, resulting in delayed accrued benefits However the rate is still above
EOCK of 10 % . This indicates that the project is still economically acceptable at completion.
4. Implementation Progress (IP)
IP Rating
(derived from
updated IPR) *
Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory or
Highly Unsatisfactory, as per last IPR). (indicative max length: 500 words)
3
Although the IP rated the project satisfactory some of the issues which lowered the rating were the initial
delay that the project encountered and which escalated to 2 years of delay . The project costing at appraisal
took into account 260,000 UA contribution (150,000 UA from the Government and 110,000 UA from the
beneficiaries. The said contribution never materialiased and created a budget issue that is yet to be solved. It
must however be noted that none of the project objectives were jeopardised. All of them were achieved.
5. Lessons learned related to efficiency
Key issues (max 5, add
rows as needed) Lessons learned Target
audience
1. Start-up delays The project experienced delays in the recruitment of key staff , however use of an
existing PMU within the EA was a a major asset to get key milestones in place, such
as effectiveness and Project launching, Where possible,.in future the team should be
put in place before the appraisal mission it will allow members of the project team
to participate in the appraisal mission for better understanding.
The Bank,
DWR
2. Payment delays
The poject experienced delays in the payment process.This is in part due to the fact
that the project had 4 Task managers during its lifespan that caused some delays
because each task manager takes a while to understand the project issues. It is
mportant to have a stable task manager and Assistant Task Manager to over if the
lead is not around.
The Bank
15
3. Procurement
delays
The project experienced delays in the procurement process. This is due to the fact
that after all procurements were cleared and a major contract was terminated, the
Project didn’t have a procurement expert anymore.
This led to additional delays in the retendering af the main work contract.It is
important for the upcoming operations to have a procurement expert for the life span
of the Project.
TheBank,
DWR
4. Works
Construction
delays
Various issues affected the water supply works construction such as contract
termination resulting in increased bid prices for the new contract and additional
funding required. The project was also affected by the 2016 Senegal Gambia border
closure.
The GoTG
5. Insufficient
Contingency
Funding
The Project financing plan was not properly costed since it considered the
Government contribution ( 260.000 UA) in monetary terms and not in kind as such
major error was made in the calculation of the contingency. In the costing of future
projects thus it is important to consider both the physical and price contingencies
and also to secure Government contribution.
The Bank,
MoFEA
D Sustainability
1. Financial sustainability
Rating* Narrative assessment (indicative max length: 250 words)
4 Financial sustainability has been enhanced by: (i) track record of maintenance of other government provided
insfrastructure; (ii) ability of project communities to deposit a sum of GMD 25,000.00 (equivalent USD$853)
before the start of drilling towards a maintenance fund which was a criteria for selection and is fulfilled in all the
communities. There are few communities that did even better with GMD150,000.00 (equivalent USD$7,200) in
their bank account.
2. Institutional sustainability and strengthening of capacities
Rating* Narrative assessment (indicative max length: 250 words)
3 The formation of a Project Management Team (PMT) under the the Ministry of Fisheries, Water resources and
National Assembly Matters and the deparment of Water Resources as the executing agenecy. The executing,
implementing partners and PMT has contributed immensely in resolving the challenges to project
implementation.
Institutional sustainability of the project has been reinforced through a combination of the following factors:
a) Ownership by the Borrower and Sanitation sub-sector through broad stakeholder consultation during
project design.
b) Adequate institutional capacity building for management and operation of the sewerage system vis-à-
vis institutional continual training and provision of renewing operational equipment and software
development.
The Government has approved reform of the sector during the course of project implementation. Legislative
instruments were introduced and passed to parliament for enactment for the introduction of Water Authority
and Meteological agency. However these reforms have still not been implemented.
16
3. Ownership and sustainability of partnerships
Rating* Narrative assessment (indicative max length: 250 words)
4 Ownership and sustainability of partnerships vis a vis institutional arrangements were considered adequate.
During implementation of the project a number of stakeholders were indirectly involved in the project, a Project
Steering Committee (PSC) was established which comprised senior officials from MOFWRNAMs, MOFEA,
DCD, NEA, DWR, Womens Bureau and TANGO. The Committee was chaired by the Permanent Secretary
MOFWRNAMs. The role of the Committee was advisory and provided policy and general managerial guidance
during project execution. The Committee sat every quarter during the start-up period and thereafter at least twice
in a year to review implementation plans, budgetary provisions, project progress and any implementation
difficulties in order to offer advice and suggestions to enhance smooth implementation of the project. Ownership
and sustainability of partnerships Ownership were considered satisfactorily.
To many ordinary inhabitants, the project is a real game changer in their individual economic endeavours. The
project has therefore engendered a strong sense of ownership amongst all beneficiaries to ensure the continuous
maintenance and management of project outputs.
4. Environmental and social sustainability
Rating* Narrative assessment (indicative max length: 250 words)
3 By its nature the Project was classified under category 2 of ESAP. Project facilities are located on multiple sites
throughout the Gambia none of which are in protected or sensitive areas.
At completion this was confirmed and the project was not found to have had any detrimental effects and any impact
including permanent ones like the installation of water tank infrastructures were mitigated through the
implementation of the Environmental and Social Management Plan (ESMP). The Gambian National Environnment
Agency ((NEA) monitored the e project implementation on the basis of the ESMP.
5. Lessons learned related to sustainability
Key issues (max 5, add rows as
needed)
Lessons learned Target
audience
1. Provision for Counterpart
Funding from the
Government
Lack adequate counter part funding on the part of Government resulting in
budgetary constraints on the Project. The GoTG should in future operations
prosper measures are taken to address this issue.There was a confusin from
Appraisal as to whether this contribution was an inkind contribution or not
MoFEA/DW
R/The Bank
2. Comminities ability to
mobilize maintenance
It was really refreshingto see communities willingness to deposit into the
und DWR should mainstream this practice and assess the use of these
maintenance fund across the country
DWR
3. Adequate Maintenance Three main elements influence the sustainability of network namely: i)
quality of works delivered; ii) the manner of usage; and iii) the level/quality
of maintenance. To ensure quality standards during construction, works
supervision and monitoring was undertaken by reputable consulting
engineering firm with experience in similar projects. The maintenance of
the 22 multivillage water systems as well as the 51 institutional should stay
the responsibility DWR while DCD should review of the quality of
Hosehold latrines built within the different communities during the course
of this Project.
DWR
17
III Performance of stakeholders
1. Bank performance
Rating
*
Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of the project
(both quantitative and qualitative). See guidance note on issues to cover.(indicative max length: 250 words)
The Bank performed satisfactorily in overall project implementation. In specific terms, there were no
significant deficiencies in the following areas of operation;
i) The Bank performed satisfactorily by preventing and resolving project’s issues;
ii)The Bank in most cases was quick in their responses and approvals to correspondences.
iii) The Bank however has been late in effecting prompt payment , mostly due to the budget constraint
described above and during the readvertisement and re-tendering of the main water supply works infrastructure
which took a period of nine months before contract signature.
iv) The Bank performed creditably by organizing procurement, fiduciary and disbursement workshops and
seminars for borrower staff and also as per individual coaching whenever issues arose.
Key issues (related to Bank performance, max 5, add rows
as needed) Lessons learned
1. Procurement and Disbursement Issues – Bank providing
guidance to the executing agencies
Issues relating to procurement and disbursement arise
primarily due to a deficit in knowledge on part of the
implementation agencies on the Bank’s procurement rules.
Although in the past some training has been conducted for
PMU members, a continuation/intermittent repeat of the
training is recommended.
Generally satisfactory except that there were 4 and 5 IPCs
for Lot1 and Lot 2 respectivelydelayed for between 1 to 3
months beyond the 56 day period allowed under the
contracts.
2. One –Bank Approach Bank staff from various departments based in the Senegal
Country Office and HQ worked in as a team to prepare,
appraise, supervise to deliver a successful project
highlighting the implementation of the one-bank concept.
4 Project supervision by the Bank Supervision was continuous, hands on and within the
prescribed “twice in a year” due to expert staff being at the
field office. This allowed continual assessment of progress,
interaction with stackeholders and timely and realistic
technical solutions in resolving issues that could possibly
lead to delays or hinder the success of the project. Most of
the donor partners in the WATSAN sector faced similar
issues that confronted this project.
5. Submission of Progress Report Throughout the life span of the project there has been timely
submission of all project reports.
18
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 The RWSSP was approved by the Boards of Director in June 2012 but entered into force 8 months after approval
in March 2013. Conditions of First Disbursement were met in August 2013 which is 14 months after boards
approval. In addition to these initial start up delays, in 2016 the main contractor the errection of the 22
multivillage water supply system was terminated at the request of the contractor. The retendering process was
greatly affected by the absence of a procurement expert then and led to additional delay of more than a year.
Key issues (related to Borrower performance, max 5, add
rows as needed) Lessons learned
1 Effectiveness of the PMU The setting up of the existing PMU within the Directorate of
Water Resources allowed the smooth implementation of the
project
2 Involvement of stakeholders All the Project Stakeholders were represented within the
Project Steering Committee (PSC)
There were thorough and extensive consultations held with
project stakeholders and the communities to clearly capture
their needs particularly in the design of the community
Water Supply Systems and these created a sense of
ownership for all and at the slightest opportunity community
dwellers expressed their gratitude for the project addressing
their needs.This led to even more keenness when it was time
to prepare andappraised thesend Water Supply Project in the
Gambia.
3. Delays in in the retendering of the main work contract
and Budget Issue
After the completion of all initial procurement the project did
not have a procurement officer in the team anymore . This is
when the main work contract related to the errection of 22
multivillage water supply was terminated and had to be
retendered. That retendering process caused additional
delays and a id in excess of the available budget qwhich was
partially solved by the approval of additional RWSSI
resources. However the non availability of the Government
contribution meant that the Project dragged ythis budget
issue to the close of the Project.
19
3 Performance of other stakeholders
Rating* Narrative assessment on the performance of other stakeholders, including co-financiers, contractors
and service providers. See guidance note on issues to cover.(indicative max length: 250 words)
3 The other stakeholders of this project are contractors,suppliers,consultancy firms.This project did not have any
cofinancier.
ADF and RWSSSI resources covered all completed project activities. Resources from the Governement of The
Gambia were not made available.Most activities were paid by Direct Payment from the Bank which turned out
to be advantageous to Project implementation.
The contractors’executed their duties satisfactorily with the exception of SAM/BRONCHO jointventure and
MANTEX.
SAM/BRONCHO was initially hired to construct 22 multivillage water supply Systems. It contract terminated
at SAM’s request because its partener was being liquidated. This led to the retendering and the contract waslater
awarded to SINCO Spa with a bid price above the Budget. SINCO spa, however performed satisfactorily.
MANTEX was hired by the project to supply materials to communities for the building of household latrines.Its
contract was terminated by the PMT for failure to fulfil its contractual duty. MMANTEX was replaced by
Marong Fabrication which performed satisfactorily 18 beneficiaries could not complete their lqatrines for
reasons unrelated to the supplier.
.The consultants also discharged their assignments satisfactorily.
During the supervision, the main work Consultant displayed appreciable knowledge of the project objectives
and strategies to achieve them. he consultant ensured approvals were sought on any major changes in design,
time and management of the project. Supervision of contractors were effectively done and issues arising out of
the project were promptly brought to the attention of all stakeholders. Progress reporting was on schedule.
Reports were submitted to the Bank in good time.The Contractors, to a large measure, also co-operated with
the Consultant and other stakeholders of the project to ensure speedy progress of work.
Key issues (related to
performance of other
stakeholders, max 5, add rows
as needed)
Lessons learned (max 5) Target audience (for
lessons learned)
1.A good coordination between
the different stakeholders
Coordination between stakeholders was very good throughout
project implementation. Although there were some difficulties
for the OMU and DCD to co-supervise the construction of the
Household latrines in somme communities
DWR/DCD/Contract
orsOther
Stakeholders
2. . Baseline Data
It has been very difficult for the Project to obtain baseline Data
in some communities. GBOS ansd DWR should work on
national and regional sectoral indicators for future operations
DWR/ADB/GBOS
20
IV Summary of key lessons learned and recommendations
1. Key lessons learned
Key issues (max 5, add rows as
needed) Key lessons learned Target audience
Use of Solar pumped System.
And unreliability of electricity
supply
The choice of the solar powered pumping system for
the supply of water was driven by the country’s
experiences in the use of this technology, the
availability of spare part, user acceptability, the cost
of the solution and operation and maintenance
practices, and finally the unreliability of electricity
supply across the country. The same approach should
be kept for the Climate Smart WASH development
Project.
DWR,Bank
Participatory approach to project
design
The project was designed through extensive
consultations with all the stakeholders. Those
consulted included policy makers in government
agencies, health and local government officials,
beneficiay community groups, village water
committees and NGOs, the consultative process was
important to get stakeholder feedback about the
project and also incorporate views in the design. At
appraisal, the mission undertook field vist to validate
the data and information provided at the central level,
and to assess the level of involvement of the potential
beneficiaries. It was then noted and confirmed by the
communities, that the selection of sites was conducted
in a participatory manner involving all stakeholders,
guided by very clear selection criteria developed by
the government.
This approach was successful and was also used
during the implementation of the Climate Smart
WASH Development Project.
DWR
Focus on the Community Led
Total Sanitation Approach.
The used of CLTS approached for the construction of
Householsd Latrines led to a healthy increase of
demand in some communities. However in other
communities especially in the West Coast Region it
led to delays due to the unavailability of train masons
and lack of commitment of somme beneficiaries also
the choice of a single supplier for construction
materials of the House Hold Latrines led to additional
delays. Despite the high rate of implementation (above
95% ) of this component it is important to assess the
CLTS approach for new operations..
COTG,Bank
Start-up delays The project experienced delays in the recruitment of
key staff , however use of an existing PMU within the
EA was a a major asset to get key milestones in place,
such as effectiveness and Project launching, Where
possible,.in future the team should be put in place
before the appraisal mission it will allow members of
the project team to participate in the appraisal mission
for better understanding.
The Bank, DWR
21
Procurement delays The project experienced delays in the procurement
process. This is due to the fact that after all
procurements were cleared and a major contract was
terminated, the Project didn’t have a procurement
expert anymore.
This led to additional delays in the retendering af the
main work contract.It is important for the upcoming
operations to have a procurement expert for the life
span of the Project.
TheBank, DWR
Payment delays
The poject experienced delays in the paymentt
process.This is in part due to the fact that the project
had 4 Task managers during its lifespan that caused
some delays because each task manager takes a while
to understand the project issues. It is mportant to have
a stable task manager and Assistant Task Manager to
cover when the lead is not around.
The Bank
Insufficient Contingency
Funding and lack of Government
Contribution
The Project financing plan was not properly costed
since it considered the Government contribution (
260.000 UA) in monetary terms and not in kind as
such major error was made in the calculation of the
contingency. In the costing of future projects thus it is
important to consider both the physical and price
contingencies and also to secure Government
contribution.
The GoTG should infuture operations secure its
counterpart funding or request for a waiver when
appropriate.
The Bank, MoFEA
2. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)
Key issue (max 10, add rows as needed) Key recommendation Responsible Deadline
The multi village water Supply Systems ae
now managed by the DWR and the
communities the nbiggest threat to the
sustainability of these systems are related to
their proper maintenance and the replacement
of the solar panel when efficiency decreases.
While it was really refreshing to see
communities willingness to deposit into
the fund, DWR should mainstream this
practice, assess the use of these
maintenance fund across the country and
continue to provide technical assistance to
the communities when needed.
DWR
The use of CLTS approache induced
additional demand and was largely
completed(98.8% completion rate.However,
the biggest threat is the ability for
communities to maintain their latrines and
also the risk that the new acquired hygiene
practices are not sustained overtime. Another
threat to the CLTS approach is the migration
of trained masons to urban areas
It is crucial DWR and CD continue
sensitizing communities good hygiene
practices and train new artisans that can
assist those who will be inticed toward
building their own HHL
As regards Institutional latrines some of them
is not being well managed and in somme
communities users are not used to pay for
sanitation
DWR should continue sensitizing users in
rural Gambia. Communities should also
agree on a minimum fee per user these
fees will be used to ensure public toilets
are maintained.
22
V Overall PCR rating
Dimensions and criteria Rating*
DIMENSION A: RELEVANCE 4
Relevance of project development objective (II.A.1) 4
Relevance of project design (II.A.2) 4
DIMENSION B: EFFECTIVENESS 4
Development Objective (DO) (II.B.4) 4
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 3.75
Financial sustainability (II.D.1) 4
Institutional sustainability and strengthening of capacities (II.D.2) 3
Ownership and sustainability of partnerships (II.D.3) 4
Environmental and social sustainability (II.D.4) 4
OVERALL PROJECT COMPLETION RATING 3.63
23
VI Acronyms and abbreviations
Acronym (add rows as
needed)
Full name
ADF African Development Fund
AFDB African Development Bank Group
AWF African Water Facility
CLTS Community Led Total Sanitation
CSP Country Strategy Paper
DCD Departement of Community Development
DWR Deppartement of Water Resources
EA Executive Agency
EIRR Economic Internal Rate of Return
GBOS Gambian Bureau of Statistics
GOTG Governement of The Gambia
JSR Joint Sector Review
MOFEA Minstry of Finance and Economic Affairs
MOFWRNAM Ministry of Fisheries , Water Resources and National Assembly Matters
M&E Monitoring and Evaluation
NAWEC National Water and Electricity Company
NPV Net Present Value
NSC National Steering Comittee
PAGE Program of accelerated Growth and Employement
RWSSP Rural Water Supply and Sanitation Project
RWSSSI-TF Rural water Supply and Sanitation Initiative Trust Fund
UA Unity of Account
US$ United Stestes Dollars
VDC Village Development Committee
VWC Vilage Water Committee