uplands irrigation and water resources management sector project...

UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT SECTOR PROJECT,

CAMBODIA (ADB LOAN 3289-CAM): PROJECT MANAGEMENT AND IMPLEMENTATION CONSULTANT

FINAL INCEPTION REPORT May 2016

UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT SECTOR PROJECT (UIWRMSP), CAMBODIA (ADB LOAN 3289-CAM): PROJECT MANAGEMENT AND IMPLEMENTATION CONSULTANT

FINAL INCEPTION REPORT May 2016

IN ASSOCIATION WITH

PACIFIC RIM INNOVATION AND

MANAGEMENT EXPONENTS, INC.,

PHILIPPINES

TABLE OF CONTENTS Page i

UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT

SECTOR PROJECT, CAMBODIA (ADB LOAN 3289-CAM): PROJECT MANAGEMENT AND IMPLEMENTATION CONSULTANT

TABLE OF CONTENTS Page

List of Tables .................................................................................................................................... ii List of Figures ................................................................................................................................... ii List of Appendices ............................................................................................................................. ii List of Abbreviations ......................................................................................................................... iii I. INTRODUCTION .................................................................................................................. 1

II. THE PROJECT .................................................................................................................... 2

A. Impact, Outcome, and Outputs ................................................................................. 2 B. The Project Area ....................................................................................................... 3 C. Implementation Arrangements .................................................................................. 3

III. METHODOLOGY AND WORK PLAN ................................................................................. 5

A. Proposed Approach .................................................................................................. 5 B. Objective and Scope of the Services ........................................................................ 6 C. Methodology and Procedures ................................................................................... 8

1. Conduct of Feasibility Study of Non-core Subprojects ...................................... 8 2. Preparation of Detailed Engineering Design ..................................................... 9 3. Construction of Subproject Facilities ................................................................ 9 4. Operation and Maintenance of Completed Subprojects ...................................10 5. Joint Reservoir Operation ................................................................................11 6. Flow-Measurement Network ............................................................................13 7. Irrigation Scheduling for Operation ..................................................................13 8. Establishment of Modern O&M of Canal System .............................................14 9. Project Management .......................................................................................14 10. Work Program and Personnel Deployment .....................................................17

IV. PROGRESS OF WORK TO DATE .....................................................................................17

A. Advance Procurement .............................................................................................17 B. Consultants’ Mobilization .........................................................................................17 C. Field Visits and Coordination Activities.....................................................................18 D. Establishment of Field Offices ..................................................................................19 E. The Taing Krasaing Subproject ................................................................................19 F. The Prek Chik Subproject ........................................................................................20 G. The O Kra Nhak Subproject .....................................................................................20

V. ISSUES AND CONCERNS .................................................................................................20

VI. REFERENCES ....................................................................................................................22

TABLE OF CONTENTS Page ii



LIST OF TABLES

Number Title Page

1 Project Management Unit Staff ...................................................................... 4

2 Composition of PMIC Team and Time Allocation of Team Members ............. 5

3 Features of Reservoirs in Taing Krasaing and Prek Chik Subprojects ..........11

5 Awarded contracts, as of March 2016 ..........................................................17

6 List of PMIC Consultants Mobilized, as of 31 March 2016 ............................18

LIST OF FIGURES

Number Title Page

1 Location Map of the Project ........................................................................... 3

LIST OF APPENDICES

Number Title

1 Overall Work Program

2 Personnel Schedule

3 Back-to-Office Report (BTOR) on Field Inspection

4 Taing Krasaing Involuntary Resettlement Report

5 Diagram of Various Elevations along Main Canal

TABLE OF CONTENTS Page iii



LIST OF ABBREVIATIONS

ADB Asian Development Bank AW automatic weather CAD computer-aided design CADTIS Cambodians’ Action for Development Consultant Co. Ltd. DD detailed design DFWUC Department of Farmer Water User Communities DHRW Department of Hydrology and River Works DIR draft inception report DMF design and monitoring framework DTL Deputy Team Leader DTL/IMS Deputy Team Leader/Irrigation Management Specialist EA Executing Agency EARF Environmental Assessment and Review Framework EMP Environmental Management Plan EIRR economic internal rate of return F female FIR final inception report FR final report FS feasibility study FWUC farmer water-user community GIS geographic information system ha hectare HE His Excellency HH household IA Implementing Agency IEE initial environmental examination IRC Inter-Ministerial Resettlement Committee ISF irrigation service fee IT information technology JOROP joint reservoir operation JV joint venture km kilometer KOTRA Korean Trade-Investment Promotion Agency m meter M male M&E monitoring and evaluation MAFF Ministry of Agriculture, Forestry, and Fisheries MEF Ministry of Economy and Finance MOWRAM Ministry of Water Resources and Meteorology MPR monthly progress report MTR midterm report O&M operation and maintenance OCG Oriental Consultants Global, Co., Ltd. p-m person-month PBME project benefit monitoring and evaluation PC Prek Chik PCR project completion report PDA Provincial Department of Agriculture PDWRAM Provincial Department of Water Resources and Meteorology PMIC Project Management and Implementation Consultant PMIS project management information system PMU Project Management Unit

TABLE OF CONTENTS Page iv



PPMS project performance monitoring system PPTA project preparatory technical assistance PRIMEX Pacific Rim Innovation and Management Exponents, Inc. PWP project work plan QPR quarterly progress report RGC Royal Government of Cambodia ROW right of way RRC reservoir rule curve SBD standard bidding document SDR Special Drawing Rights sq km square kilometer TK Taing Krasaing TL Team Leader TL/WRS Team Leader/Water Resources Specialist TNA training needs assessment UIWRMSP Uplands Irrigation and Water Resources Management Sector Project VBA visual basic for application WRS Water Resources Specialist

MAIN TEXT

FINAL INCEPTION REPORT Page 1



I. INTRODUCTION

1. The Royal Government of Cambodia (RGC), through the Ministry of Water Resources and Meteorology (MOWRAM), has received a loan from the Asian Development Bank (ADB) for the implementation of the Uplands Irrigation and Water Resources Management Sector Project (UIWRMSP) (ADB Loan 3289-CAM). The project will enhance agriculture and rural economic productivity through increased efficiency and climate resiliency of irrigation systems and improved management of water resources in upland areas of Kampong Thom and Battambang provinces.

2. The Loan, signed on 10 November 2015, became effective on 7 January 2016 and will close on 20 September 2021. The total project cost is about US$66.12 million, financed through an ADB loan of Forty Three Million One Hundred Twenty One Thousand Special Drawing Rights (SDR43,121,000)1 equivalent to US$60 million2 and a government counterpart of about US$6.12 million.

3. MOWRAM is the executing agency (EA), and the Department of Farmer Water-User Communities (DFWUC) is the implementing agency (IA). The Project Management Unit (PMU) in DFWUC, headed by the Deputy Director General for Technical Affairs as Project Director, oversees project implementation. The Project Director is supported by a Project Manager and some 24 designated personnel from MOWRAM, DFWUC, the Ministry of Agriculture, Forestry and Fisheries (MAFF), Department of Hydrology and River Works (DHRW), and the Provincial Departments of Water Resources and Meteorology (PDWRAMs) of Battambang and Kampong Thom provinces.

4. Part of the loan proceeds is applied towards the payment of the services of a consulting firm that will provide project management and implementation support to MOWRAM and the PDWRAMs through the established PMU. The Project Management and Implementation Consultant (PMIC) will provide management and technical assistance to the EA and the IA in the implementation of the project and strengthen technical and management capacities of the participating government agencies and farmer water-user communities (FWUCs).

5. To provide the required PMIC services to EA and IA, MOWRAM engaged the services of Pacific Rim Innovation and Management Exponents, Inc. (PRIMEX), Philippines in Joint Venture with Oriental Consultants Global, Co., Ltd. (OCG), Japan and in association with Cambodians’ Action for Development Consultant, Co., Ltd. (CADTIS) through a contract signed on 29 January 2016. Following the request of PMU during contract signing, the Team Leader/Water Resources Specialist (TL/WRS) (Dr. Jose A. Galvez) and the Deputy Team Leader/Irrigation Management Specialist (DTL/IMS) (Mr. Lim Dalika) were mobilized on 15 February 2016 along with several other national consultants. Additional national consultants were subsequently mobilized on 1 March 2016.

6. This Final Inception Report, prepared one and a half months after the submission of the draft Inception Report at the end of March 2016, presents the Consultant’s understanding of the scope of work and deliverables, as initially discussed during contract negotiations and further refined during discussions on 16-19 February 2016 with the ADB Inception Mission (led by Mr. Raza Farrukh, ADB Water Resources Specialist) and the Project Director (Mr. Chann Sinath), the Project Manager (Mr. Huy Vantha), and PMU staff. The report also outlines PMIC’s approaches and methodologies to be adopted in the implementation of the project. The report also describes accomplishments to date, including advance contracting by PMU, and initial site visits to the subprojects in the provinces of Kampong Thom and Battambang from 22-25 February 2016.

1 Loan agreement between ADB and Kingdom of Cambodia, 10 November 2015

2 ADB Project Administration Manual (PAM), September 2015.




II. THE PROJECT

A. Impact, Outcome, and Outputs

7. The project will support the Government’s strategy to enhance economic growth in the project area through the rehabilitation, modernization, and climate-proofing of selected existing irrigation systems in the provinces of Battambang and Kampong Thom. The outcome of the project is enhanced water and agriculture productivity in the project provinces. Its outputs are (i) enhanced efficiency and climate resilience of irrigation systems and (ii) improved management of water resources.

8. Output 1: Enhanced efficiency and climate resilience of irrigation systems. This output consists of the rehabilitation, modernization, and climate-proofing of at least three irrigation systems in the provinces of Kampong Thom and Battambang. The cultivated area of the systems is expected to increase to 29,500 ha from a baseline of 13,500 ha. This key activities under this output include:

Rehabilitation and modernization of the Taing Krasaing irrigation system, including: Headworks, under-sluices, spillway, and head regulator; 22 km of main canal and 48 km of secondary and tertiary canals and canal structures; Installation of pump station and distribution channels for 2,960 ha; Installation of structures and gauges for water measurement, control, and distribution;

and Laser levelling of some 1,000 ha;

Rehabilitation and modernization of the Prek Chik irrigation system consisting of: Head works, including the spillway weir and head regulator; 28 km of main canal and 70 km of secondary and tertiary canals and canal structures; Installation of structures and gauges for water measurement, control, and distribution; Improvement and rehabilitation of drainage facilities for 1,800 ha for climate-proofing

against floods; and Laser levelling of some 1,000 ha; and

Conduct of feasibility study, detailed design, and implementation of improvement works for a third irrigation system (O Kra Nhak in Kampong Thom) serving about 1,500 ha or any other system, if O Kra Nhak does not pass the selection criteria.

9. Output 2: Improved water resource management, which includes the following key activities:

Organization of FWUCs and provision of gender-inclusive training on: (i) O&M of canals; (ii) management of FWUCs; (iii) orientation on climate variability and change; and (iv) water management;

Involvement of FWUCs in the design and implementation of subprojects; Installation of hydro-meteorological stations in the watersheds; Installation of flow measurement networks in the irrigation systems; Provision of training to staff of MOWRAM, PDWRAM, DFWUC, and MAFF on modern

canal operation techniques, irrigation scheduling, watershed management, water management, and strengthening awareness on climate resilience in water resource management (WRM);

Modernization of canal operation through irrigation scheduling and integrating the schedule on canal flow gauging system to effectively manage water supply, particularly during droughts; and

Design and implementation of joint reservoir operation (JOROP) for Stung Chinit and Taing Krasaing reservoirs in Kampong Thom and Bassac and Dauntri reservoirs in Battambang to improve water-sharing arrangements and equitable water distribution between linked systems, especially during droughts.




B. The Project Area

10. The Project will be implemented in the provinces of Kampong Thom and Battambang (Fig. 1). There are two core subprojects (CSPs): Taing Krasaing Irrigation System in Kampong Thom and Prek Chik Irrigation System in Battambang. The FS and detailed engineering design (DD) of the CSPs were done during the project preparatory technical assistance (PPTA). PMIC activities in these CSPs will consist mainly of: (i) construction supervision of the civil works on the main canal and headworks, contracted out before mobilization of PMIC; (ii) DD of the secondary and tertiary canals; (iii) procurement of civil works; and (iv) construction supervision. In addition, PMIC will also carry out the activities called for under Output 2 of the project, which include: (i) modernization of canal operation; (ii) design of JOROP; (iii) establishment of flow measurement network; and (iv) training of MOWRAM/PDWRAM staff and FWUCs.

Figure 1: Location Map of the Project

11. For the non-core subproject (NCSP), PMIC will initially conduct the FS of O Kra Nhak irrigation scheme in Kampong Thom. If this is found feasible and it passes the subproject selection criteria, PMIC will pursue DD, the procurement of civil works, and construction supervision. Otherwise, another subproject will be selected for FS, DD, and construction.




C. Implementation Arrangements

12. MOWRAM is the project EA, and DFWUC is the IA. A PMU has been established in DFWUC, headed by the Deputy Director General for Technical Affairs as Project Director (PD). The PD is assisted by the Director of DFWUC, who serves as Project Manager (PM). The PMU is supported by 24 designated personnel from MOWRAM, MAFF, DHRW, and the PDWRAMs of Kampong Thom and Battambang provinces (Table 1). It is responsible for project planning, implementation, organization, monitoring, and reporting. The PMU is supported by the PMIC, whose contract requires the provision of 58 person-months (p-m) of international specialists and 610 p-m of national experts in specific technical fields.

13. A Project Steering Committee (PSC) chaired by the Minister of MOWRAM and composed of senior officials of MOWRAM, MAFF, MEF, and the Provincial Governor’s Offices of Kampong Thom and Battambang, oversees project implementation and provides guidance, except on land acquisition and resettlement. The Inter-Ministerial Resettlement Committee (IRC) chaired by MEF will implement resettlement and land acquisition in close coordination with the Provincial Resettlement Subcommittee of Kampong Thom and Battambang.

Table 1: Project Management Unit Staff

No. Name Designation Role

1. H.E. Chann Sinath Deputy Director General, Technical Affairs, DFWUC

Project Director

2. Mr. Huy Vantha Director, DFWUC Project Manager

3. Mr. Mao Hak Deputy Director General for Technical Affairs, DHRW

Hydrology Officer

4. Mr. Sreng Sotha Officer, DHRW Hydrology Assistant

5. Mr. Um Ryna Director, Department of Meteorology Meteorology Officer

6. Mr. Phan Sophy Chief, Instrument and Equipment Management Office

Meteorology Assistant

7. Mrs. Bun Sida Vice Chief, Training and Research, DFWUC

Administrative/ Financial Officer

8. Mr. Kim Vann Officer, Training and Research, DFWUC Administrative/ Financial Assistant

9. Mr. Keo Sovathapheap Deputy Director, DFWUC Technical/Safeguards Officer

10. Mr. Im Soursdey Vice Chief, DFWUC Technical Assistant

11. Mr. Srun Sokhom Deputy Director General, MAFF Agriculture Officer

12. Mr. Chea Hong Chief, Office of Agricultural Irrigation, MAFF

Agriculture Assistant

13. Mrs. Im Chinda Vice Chief, DFWUC Gender Officer

14. Mrs. Laing Sokim Vice Chief, Training and Research, DFWUC

Procurement Officer

15. Mr. Sran Chheav Chief, Administrative Office Procurement Assistant

16. Mr. Sok Boren Officer, Administrative Office Procurement Assistant

17. Mr. Tan Naren Chief, DFWUC FWUC Officer

18. Mrs. Kheth Chivy Officer, Training and Research, DFWUC FWUC Assistant

19. Mrs. Nhim Sophea Officer, Training and Research, DFWUC FWUC Assistant

20. Mr. Long Phalkun Director, PDWRAM Battambang Province Battambang Technical Officer

21. Mr. Peng Sophy Irrigation Officer, PDWRAM Battambang Province

Battambang Technical Assistant

22. Mr. You La Director, PDWRAM Kampong Thom Province

Kampong Thom Technical Officer

23. Mr. Hak Puthy Deputy Director, PDWRAM Kampong Thom Province

Kampong Thom Technical Assistant

24. Mr. He Keun Irrigation Officer, PDWRAM Kampong Thom Province

Kampong Thom Technical Assistant




14. The PMIC Team consists of five international consultants with a total allocation of 58 person-months (p-m) and 19 national specialists providing a total input of 610 p-m (Table 2).

Table 2: Composition of PMIC Team and Time Allocation of Team Members

Name Position Person-

Months

International Consultants

1. Dr. Jose A. Galvez Team Leader / Water Resources Specialist 24

2. Ms. Benilda Tayag Institutional/Training Specialist for FWUCs 4

3. Engr. Rolando Maloles Hydrologist 12

4. Engr. Umar Ali Shah Procurement and Contract Management Specialist 12

5. Engr. Bienvenido Gilles Monitoring and Evaluation Specialist 6

Sub-total 58

National Consultants

1. Mr. Lim Dalika* Deputy Team Leader/ Irrigation Management Specialist 54

2. Mr. Roeun Sophanna Procurement and Contract Specialist 24

3. Mr. Kuch Pouk Financial Management and Accounting Specialist 54

4. Mr. Han Pon Institutional/Training Specialist for FWUCs 12

5. Mr. Ouk Daren Monitoring and Evaluation 24

6. Mr. Cheng Saroeun Hydraulic Structural Engineer 24

7. Mr. Kimhor Chhit Hydrologist 24

8. Mr. Kley Kimsot* Agricultural Specialist / Agronomist 10

9. Mr. Chap Samoeun Social Safeguards / Resettlement Specialist 24

10. Mr. Prak Sokha Gender Specialist 18

11. Mr. May Simorn* Environment Specialist 18

12. Mr. Vuth Sivorng Construction Management Engineer, Battambang 54

13. Mr. Vong Dara Construction Management Engineer, Kampong Thom 54

14. Mr. Sok Piseth Materials/ Quality Control Engineer, Battambang 12

15. Mr. Doeur Davuth Material / Quality Control Engineer, Kampong Thom 12

16. Ms. Heng Thavy Assistant Engineer, Battambang 48

17. Mr. Thai Pipheak Assistant Engineer, Battambang 48

18. Mr. Sar Sam Ath Assistant Engineer, Kampong Thom 48

19. Mr. Phauk Tola* Assistant Engineer, Kampong Thom 48

Sub-total 610

Grand Total 668

III. METHODOLOGY AND WORK PLAN

A. Proposed Approach

15. In general, the PMIC will assist and support PMU-MOWRAM in implementing and managing the project. More specifically, PMIC will: (i) provide technical support; (ii) provide incremental human resources to facilitate implementation; (iii) ensure that the social and environmental safeguards of RGC and ADB are complied with; (iv) assist the PMU in ensuring the adherence to established ADB procedures and guidelines; and (v) assist RGC to achieve the overall outcome of the sector project. PMIC also recognizes the limited resources available to implement the project and appreciates the need to strengthen the capacities of staff assigned to work on the project.

16. The PMIC recognizes the key importance of sustained participation and a sense of project ownership among stakeholders to ensure project success. The PMIC will, therefore, adopt a process approach and utilize participatory methodologies to ensure that all stakeholders, down to the commune and village levels, are actively involved in project planning, implementation, and decision-




making, and in pursuing a common strategy to attain project objectives. This approach will facilitate ownership, participation, consultation, and flexibility, which are essential to successful implementation and ensure that local concerns are addressed and local knowledge, experience, cultures, and values are considered. To be effective, however, this participatory approach will require deliberate and sustained attention to the use of proven process methodologies and best practices intended to secure the collaboration of all stakeholders in project planning and implementation.

17. The PMIC believes in a holistic approach to the provision of the consulting services. While each member of the PMIC Team will serve as a lead support person in the implementation of a specific project activity area, other team members, who have related experience and expertise, will also be tapped to further strengthen and enrich the execution of project activities. Moreover, to ensure the efficient and effective performance of our role in the project and to facilitate the capacity-building process, the PMIC will work at forming a unified team, with the PMIC specialists and their MOWRAM counterparts becoming one entity through a dynamic process of teambuilding and participation. The PMIC will also endeavor to establish a good working relationship among the consultants, as well as between the consultants and their government counterparts, so that they would function as one team with common goals and objectives and a common strategy towards the delivery of the expected project outputs.

B. Objective and Scope of the Services

18. The objective of the PMIC is to assist PMU-MOWRAM in the management and implementation of the project and, in so doing, strengthen the institutional capabilities of the PMU, PDWRAM, and other concerned government agencies at the national and provincial levels in project implementation and management. The PMIC will, therefore, work very closely with, and assist and support PMU in its duties and responsibilities under the project. The PMIC is fully aware that PMU-MOWRAM and PDWRAM are the implementers of the project and, as such, are directly responsible for project execution. However, the PMIC is also aware that the PMIC engineers and technical specialists will be responsible for the preparation of FS, DD, and construction supervision during subproject development. For the non-engineering components of the subprojects and the national-level initiatives, the PMIC specialists will extend technical advice and guidance to PMU and the two PDWRAMs in the engagement of local institutions that will be involved in the implementation of various activities, such as the conduct of training of FWUCs and government staff in irrigation management and FWUC administrative matters, including operation and maintenance (O&M) of canals, on-farm water management, and issues related to climate variability and climate change, modern canal operation, and other aspects to strengthen capacities of FWUCs.

19. The scope of the work is defined along the major project outputs and activities: (i) Output 1, enhanced efficiency and climate resilience of irrigation systems, (ii) Output 2, improved water resources management; and (iii) project management and implementation.

20. On enhanced efficiency and climate resilience of irrigation systems, the work will include the following, among others:

Construction supervision of all civil works in the two CSPs: Taing Krasaing (TK) in Kampong Thom and Prek Chik (PC) in Battambang;

DD of the secondary and tertiary canals in TK and PC subprojects; FS of the O Kra Nhak (OKN) irrigation system in Kampong Thom and any other system if

the OKN subproject is evaluated to be not feasible; DD of the OKN or another subproject that is found feasible for construction; Preparation of detailed plan of yearly activities in all aspects of agreed and foreseen

construction schedules; Preparation of bid documents of subproject civil works; Assisting the PMU in procurement of works, goods, and services; Supervision of construction of O Kra Nhak or other subproject; and




Ensuring timely completion, conformity with construction drawings, and adherence to specifications and quality of construction works.

21. On improved water resources management, the work will include, but will not be limited to, the following:

Assisting MOWRAM in the installation of project-procured hydro-meteorological (hydro-met) and automatic weather (AW) stations and, in coordination with other ADB-assisted projects, in linking data collection of all hydro-met and AW stations for use in improving the operation of project irrigation systems;

Design of JOROP of Stung Chinit and TK reservoirs in Kampong Thom and Bassac and Dauntri reservoirs in Battambang to improve water sharing arrangements between linked systems and facilitate adoption and implementation of JOROP by MOWRAM/PDWRAMs;

Establishment of flow measurement network for each irrigation system and use of the same for the implementation of canal operation plan and irrigation scheduling;

Establishment and maintenance of modern canal operation system with appropriate irrigation scheduling for each subproject;

Assisting MOWRAM in the formation of FWUCs in the subprojects and provision of training on various aspects, including O&M of canals, irrigation scheduling, climate variability and change, watershed management, and climate change adaptation (CCA);

Assisting MOWRAM to ensure the active participation of FWUCs in the design and implementation of subprojects and O&M of completed irrigation systems;

Estimating the O&M cost of each irrigation system and assisting FWUCs in establishing an O&M system in each subproject;

Estimating the annual O&M cost of the main canals and preparing O&M plans to be adopted by PDWRAMs/MOWRAM;

Estimating the irrigation service fee (ISF) for each subproject based on the estimate of annual O&M requirements of the secondary and tertiary canals and prepared O&M plans; and

Provision of training to staff of PMU, PDWRAMs, MOWRAM, and MAFF on irrigation and water management, watershed management, and canal O&M.

22. On project management aspects, the work will include the following:

Preparation of detailed project work plan; Assisting PMU in the financial management of the project, such as the management of

imprest account, preparation of withdrawal applications, accounting, and internal audit, coordination with the MOWRAM finance department on project finance/accounting system;

Establishment and maintenance of the data and information collection system for project implementation in support of the project performance monitoring system (PPMS), quarterly progress reports (QPRs), and monthly progress reports (MPRs);

Preparation and submission of PPMS updates every six months, QPRs every quarter, and MPRs every end of the month;

Conduct of environmental and social due diligence for each subproject during FS and conduct of initial environmental examination (IEE) and preparation of resettlement plan, as needed;

Ensuring compliance with ADB’s Safeguards Policy Statement (SPS, 2009), Loan Covenants, and other requirements;

Assisting in securing tripartite agreement among PDWRAM/MOWRAM, FWUCs, and private landowners regarding the general operation of the irrigation system and provision of specific amounts of water to private owners corresponding to the agreed ISF to be paid by them;




Assisting PMU in the procurement of works, goods, and services, ensuring that government procedures and ADB procurement guidelines are strictly observed and applied; and

Assisting MOWRAM-PMU in coordinating with other ADB-assisted projects and/or non-government organizations (NGOs) in linking project farmers and enabling them to benefit from the use of improved seeds, fertilizers, and other recommended agricultural production practices.

C. Methodology and Procedures

1. Conduct of Feasibility Study of Non-core Subprojects

23. The identified NCSP is the OKN irrigation system in Kampong Thom. The FS of the subproject will cover: (i) technical and engineering studies; (ii) cost estimates and conduct of economic and financial analyses; (iii) delineation of contract packages, procurement methods, and preparation of procurement plan; (iv) preparation of implementation plan, including project organization, implementation schedule, institutional arrangements, and benefit monitoring and evaluation plan; (v) conduct of environmental impact categorization and preparation of IEE for a Category B project; and (vi) conduct of social dimensions analysis, including gender analysis and resettlement planning.

24. As this is an existing system, the technical and engineering studies will include an assessment of the existing infrastructure facilities to identify the major causes of its non- or partial functionality and determine the most efficient and most cost-effective alternative for rehabilitation and improvement. Additional investigations will be undertaken to support and justify the infrastructure assessment. These will include soil and geologic investigations, hydrological studies, soil and land use surveys, water balance study, preparation of irrigation network, conceptual design of system operation (including reservoir operation, if necessary), identification of required water control and distribution structures, water flow measuring devices, and additional drainage system. Alternative locations of diversion structures and headworks will be included, as necessary. Participation of the local community and commune leaders will be encouraged so that the engineers and technical specialists could consider indigenous knowledge and practical technologies. Based on these studies and investigations, alternative rehabilitation and improvement schemes will be laid out, and the most appropriate, socially acceptable and cost-effective scheme will be selected following the value engineering concept.

25. Cost estimates of various alternatives will be made, and economic and financial analyses will be carried out. The subproject should have an economic internal rate of return (EIRR) of at least 12% to qualify for implementation. The financial analysis at the subproject level will show the financing requirements to implement and run the project. The social and environmental impact assessments will be undertaken following ADB procedures and guidelines to comply with ADB’s SPS (2009). The social analysis will include gender analysis and the preparation of a gender action plan (GAP). The impact of land acquisition or loss of land on subproject-affected people will be reviewed and evaluated in terms of impact on homes and land or access to current income-generating activities. Although involuntary resettlement (IR) is not anticipated in the subproject as the civil works will be performed along the existing right-of-way (ROW), a resettlement plan (RP) will be prepared if IR cannot be avoided. In that case, the RP will be developed by the Safeguards and Resettlement Specialist according to the Resettlement Framework (RF). In like manner, if the environmental screening shows that the subproject is Category B, an IEE will be prepared according to the Environmental Assessment and Review Framework (EARF) of the project. The IEE will include an Environmental Management Plan (EMP), which will contain (i) the proposed mitigating measures for anticipated environmental impacts and (ii) a monitoring plan with human and financial resources required for its implementation.




2. Preparation of Detailed Engineering Designs

26. The immediate focus of this activity will be the secondary and tertiary canals of TK and PC subprojects. The PPTA report identified three packages in the TK subproject and two packages in the PC subproject. Subsequently, the DD will also be undertaken in OKN subproject if the FS finds it technically feasible, economically viable, and socially acceptable. The DD of the CSPs, like the FS of OKN, will be handled by the PMIC FS and Design Sub-team consisting mainly of the Deputy Team Leader (DTL), the Hydrologists, and the Hydraulic Engineer, with assistance from the Safeguards/Resettlement Specialist, Environment Specialist, Gender Specialist, and Agronomist, working closely with counterpart staff from PMU and the PDWRAMs.

27. The DD will be prepared for each of the PPTA-identified packages and will start from the collection and evaluation of available data from the PPTA reports, particularly the topographic and canal profile surveys, hydrological analysis, soil investigation, and command area delineation. Based on this information, an irrigation sub-network will be prepared to define the area coverage of the canal system. If there are existing facilities in the command area of the secondary canals and tertiary canals, all of these will also be physically surveyed and assessed to determine the rehabilitation or improvement need. Based on these data and information, preliminary alignment and design of the canals will be delineated on a topographic map or aerial photographs. The survey team will then stake these alignments on the ground to enable the Safeguards/Resettlement Specialist to carry out an assessment to categorize the area in terms of IR impact and prepare an RP, if necessary. It is anticipated, however, that there will be minimal IR because the PPTA reported that the CSPs are all under Category C. Similarly, the categorization of environmental impact will be reviewed and re-evaluated to ensure that all anticipated impacts are included and considered. Corresponding IEEs and EMPs will then be prepared by the Environment Specialist for the two CSPs. As soon as the safeguards due diligence is completed, the final design and construction drawings of the canals and structures will be prepared together with the bill of quantities (BOQ), cost estimates, technical specifications, and construction implementation plan.

28. Following the DD, the bid documents for civil works will be prepared in accordance with ADB and RGC guidelines. Depending on the cost estimate for each package, the bidding method could be either national or international competitive bidding (NCB/ICB). If the cost exceeds US$3 million, ICB will be used and the corresponding bidding documents prepared based on the ADB standard bidding document (SBD).

3. Construction of Subproject Facilities

29. The construction of subproject facilities will initially focus on the headworks and main canals of TK and PC subprojects as these had been contracted out prior to PMIC mobilization. Construction will then expand to the secondary and tertiary canals of the CSPs and the rehabilitation and improvement of OKN or another subproject. The Construction Management Engineers (CMEs) will be the lead consultants for construction monitoring and supervision. They will be supported by two Assistant Engineers (AEs), one Materials/Quality Control Engineer (MQCE), and one computer-aided design (CAD) operator in each CSP. The construction supervision (CS) teams will hold office near the construction site, as agreed during the ADB Inception Mission. Compliance with social and environmental safeguards will be monitored by the Resettlement Specialist, Environment Specialist, Gender Specialist, M&E Specialists, and TL and DTL.

30. Prior to mobilization of contractor to the site, a pre-construction conference between PMU/ PMIC and the contractor’s representatives will be conducted. The conference will discuss and clarify the following, among others: (i) scope of the contract work, drawings, specifications, and contract conditions, (ii) contractor’s proposed work plan and schedule, cash flow, organization, construction methodology, mobilization of required equipment, manpower, and materials; (iii) contractor’s logistics, safety of personnel, insurance, and the engineer’s support requirements for contract supervision, as defined in one of the BOQs; (iv) preparation of interim payment claims/certificate and reporting




requirements; (v) tests of materials, such as steel bars, aggregates, borrow pits for embankment, concrete trial mix, etc.; and (vi) other matters the contractor may wish to clarify.

31. Construction supervision has the following objectives:

Quality of works: to ensure adherence, by the contractor, with the construction drawings and specifications;

Timely completion of target outputs: to manage construction to ensure that mobilized resources (materials, machine and manpower) attain target milestones on time;

Cost: to ensure that contract works are completed within contract cost or budget; Security and safety: to manage and control the construction work within the prescribed

levels of security and safety to workers and community; Environmental quality: to ensure that the prescribed mitigation measures are carried out to

minimize the impact of construction on the environment; Proactive monitoring: to immediately identify construction constraints/problems and

undertake remedial measures to resolve issues and avoid delays.

32. Upon completion of all contracted works, post-construction activities will follow. The activities to be carried out primarily by the CMEs and the AEs include the following:

Preparation of checklist for final inspection; Final inspection undertaken by a team organized from representatives of PMIC, PMU,

PDWRAM, FWUC, and Contractor; Conduct of tests on completed works, as required; Preparation of final inspection report, including the recommendation for issuance of

completion certificate; Collection of required submission by contractor, including as-built drawings, O&M manual,

warranties, and performance security; Establishment of procedures for notification of defects and rectification of defects by

contractor during the defect liabitility period; and Conduct of contract completion review before the project team composed of PMU,

PDWRAM, PMIC, and FWUC.

4. O&M of Completed Subprojects

33. Upon completion of subproject construction, the focus of PMIC assistance will shift to the capacity building of FWUCs and activities enumerated under Output 2, improved water resources management. It is important, therefore, that the FWUCs in each subproject have been formed and registered with MOWRAM in advance. The DFWUC is directly responsible for FWUC formation and registration, while PMIC handles training and capacity development of the organized FWUCs. In addition, the key outputs of PMIC that should be ready during O&M phase are: (i) JOROP for both TK and PC; (ii) flow measurement network in the canal system; (iii) procedures for irrigation scheduling and modern operation techniques; (iv) O&M cost and ISF rate studies; (v) training modules for MOWRAM, PDWRAM, and FWUCs; and (vi) tripartite agreement among PDWRAM/MOWRAM, FWUCs, and private landowners on water delivery and ISF rate to be paid by the private landowners.

34. The objective of FWUC organization is to motivate the water users for collective action in managing the irrigation system and other resources important in agricultural production and community livelihood. The development of FWUCs is directed to the formation of a single but strong and cohesive organization at system level, which is capable and willing to take over the O&M of the irrigation system facilities, as delineated in its agreement with MOWRAM/PDWRAM. A strong and viable FWUC will facilitate and enhance farmers’ equitable access to irrigation water, production credit and technology, and other productive activities for increasing farming profitability and incomes. It is, therefore, important that FWUC build-up starts from the smallest unit in the system or the farmers served by one turnout, followed by the command area of the tertiary and secondary canals, and finally the system level. Following the FWUC Sub-decree, the formation process will evolve from




the farmers’ blocks to the farmers’ groups, and finally the FWUC. When the blocks and groups are aligned with the physical facilities of the system, the block will correspond to the farmers in the turnout and the group on either the tertiary or secondary canal. The FWUCs are required to be registered with MOWRAM and, once mobilized, they become responsible for the management and O&M of the corresponding irrigation system under the project.

35. The organized FWUCs will be strengthened through the provision of training and extension support to their members. Technical support and assistance will be rendered by PMIC through the international and national Institutional/Training Specialists and the Agricultural Specialist/Agronomist in close coordination with PDWRAM and Provincial Department of Agriculture (PDA) extension staff. As suggested by the ADB Inception Mission on 16-19 February 2016, the production technology being promoted by the KOTRA3 will also be introduced in the project, and necessary coordination will be initiated. The FWUC capacity development process will be integrated with the technical process of development and management of individual irrigation systems through the participation of water users in planning and decision-making in project implementation. The capacity strengthening of FWUCs will cover a variety of subject matter on irrigation system management, FWUC administration and management, and agriculture production techniques. Irrigation management will include O&M of canals, on-farm water management, water distribution and delivery at various levels of the irrigation system, ISF collection, water-related conflict management, and water management during droughts. FWUC administration will include topics such as leadership training, office management and information dissemination, operation planning and budgeting, simplified accounting and bookkeeping, holding meetings and recording of minutes, and safeguarding of FWUC documents and records. Agriculture production techniques will include topics on rice seed production, integrated pest management (IPM), organic farming, postharvest practices for rice and other crops, technological innovations in agriculture, and other subject matter depending on farmers’ preferences and needs.

5. Joint Reservoir Operation

36. An innovative approach in water resources management has been included in the project to effectively manage the operation of the irrigation systems in Kampong Thom and Battambang provinces. The approach involves jointly operating the supply sources of linked irrigation systems for more efficient and productive water utilization.

37. In Kampong Thom, the command area of TK and Stung Chinit irrigation systems is supplied by two storage reservoirs acting in parallel. A transbasin canal was constructed connecting the two reservoirs to take advantage of the larger catchment area of the Stung Chinit water source. In Battambang, the Bassac reservoir is the water supply of the PC CSP and four other smaller irrigation systems. Another reservoir, the Dauntri reservoir, is planned for construction upstream of Bassac reservoir, which will run in series to the existing Bassac reservoir. The key features of the linked reservoirs are in Table 3.

Table 3: Features of the reservoirs in Taing Krasaing and Prek Chik Subprojects

Reservoir Watershed Area

(sq km) Storage Capacity

(mcm*) Command Area

(ha)

Taing Krasaing 932 7

19,000 Stung Chinit 4,215 34

Total (TK – SC) 5,147 41

Bassac 692 7

28,820 Dauntri 583 12

Total (Bassac-Dauntri) 1,275 19

*mcm = million cubic meters

3 Korea Trade Investment Promotion Agency of the Embassy of the Republic of Korea.




38. The development of the joint reservoir operation will require three steps: (i) reservoir optimization modelling; (ii) reservoir rule curve derivation; and (iii) reservoir system operation modelling.

39. Reservoir optimization modelling aims to determine the relationship between the water levels of the two reservoirs and the water released from the individual outlets. The relationship of water levels and water release is given in the form of release policies or equations. Water release policies will address the imbalance between the catchment area and reservoir storage capacity and will aim to minimize the amount of spillage and maximize the size of the command area. The optimization model will also determine whether the proposed additional command area could be irrigated. The optimization model will be prepared using the EXCEL Visual Basic Applications (VBA) computer application to make the computation more transparent and flexible. Optimization will be done on a trial basis using long-term historical runoff data generated by either regression model or catchment model and irrigation demand computed based on the proposed cropping pattern, soil type, and irrigation efficiencies. An example of the release policy is shown below.

Example of Release Policy from the Model

40. The reservoir rule curve (RRC) will be prepared as separate reservoir operation runs to determine the programmed command area for pre-season planning period. The objective of the rule curve is to set the limit of the command area that could be programmed for irrigation in the next cropping season given the reservoir level at a specified cutoff date prior to the start of the next cropping season. The RRC is a planning tool for setting the irrigation area ahead of the season to minimize the risk of crop failure due to inadequate water supply. The optimization model could be used to develop RRC with some modifications. The operation runs will only consider an average drought year, say 1 in a 20-year return period. Streamflow and irrigation demand data will be generated for 24 months, which is the usual recovery period for the reservoir. At selected reservoir levels, the operation will be performed to determine the reservoir drawdown and refill cycle for various irrigation demands, considering that the water level does not reach dead storage, the operational limit of the reservoir. The RRC could be developed using this procedure.

41. Reservoir system operation modeling will be prepared for use in the day-to-day actual operation of the reservoir system. The model will be developed using EXCEL VBA application and will be menu-driven. The cropping menu sheet will contain information on the crop type, start and late planting periods, soil type, and other agricultural data. The hydro-met menu sheet will contain the rainfall, climate data, and streamflow data (observed and forecast). The reservoir menu sheet will show the status of the reservoir levels, amount of reservoir demand and releases from each

Is water level at Stung Chinit 20 meters?

YES Full release from Stung Chinit Reservoir

NO Compute releases by equations below.

Release from Stung Chinit – Demand x (A/(A+B)) Release from Taing Krasaing – Demand x (B/(A+B)) Where: A = Amount stored in Stung Chinit + Inflow

last month B = Amount stored in Taing Krasaing + Inflow

last month




reservoir, and graph of reservoir levels. The EXCEL VBA program will perform the computation using the results of the optimization model and the reservoir rule curve.

42. To successfully set-up the JOROP, following are the minimum data and information required:

Topographic survey (for new project) or bathymetric survey (for existing project) of all the reservoir lake area to be jointly operated to derive the storage-elevation-area curves/ equations of each reservoir;

Daily rainfall data from all weather stations within and near the catchment area and irrigation command area;

Monthly climate data of weather stations near the command area with at least 10 years of record;

Agricultural data and information, including type and area of crops planted, cropping calendar, soil type and area covered, percolation rate data for each soil type, irrigation efficiencies, and farming practices;

Discharge capacities of reservoir outlets and other control structures; and Operating levels of the reservoirs, such as elevation of spillway crest, normal operating

level, and dead storage.

43. The other components that will be determined are the institutional support and infrastructure support for the adoption and implementation of the JOROP. Institutional support requirements include the organization and personnel requirement, duties and responsibilities, training needs, and operation procedures and guidelines. Infrastructure requirements include monitoring and control structures, flow measurement network in the command area, and data collection and feedback mechanism. In conclusion, the JOROP may need additional investment in terms of data collection, personnel complement, and infrastructure support.

6. The Flow Measurement Network

44. Water measurement in irrigation systems is an important component of water management. Management could only be implemented if the quantity of resources to be managed is known. The Hydrologists, in coordination with the subproject engineers, will be responsible for establishing the flow measurement network in each subproject. The network will be established at two levels: main system level and secondary canal level. The main system level starts from the reservoir and all outlets along the main canal, and the secondary canal level will establish flow measurement on all outlets along the secondary canals. As much as possible, the flow measuring device will make use of the existing control structures. Where that is not feasible, a concrete section will be constructed on the canal and staff gauges installed. This will then be calibrated using a flow current meter at various water levels to develop the appropriate stage-discharge rating curve and table. In like manner, the existing control structures, when used as measuring devices, will be calibrated, and corresponding rating curves and tables developed. PDWRAM and PMU staff will then be trained on how to use the flow measurement network, including the procedures for updating of the rating curves and tables and maintaining the measuring points.

7. Irrigation Scheduling for Operation

45. The major components of the operation scheduling of an irrigation system are: irrigation network, cropping pattern and calendar, water availability estimates and projections, and water demand for irrigation. Once established, the irrigation network of an irrigation system is almost permanent and will change only when there is an expansion of command area or development of additional secondary or tertiary canals. On the other hand, the cropping pattern and calendar could vary from year to year depending on the farmers’ preference. In Cambodia, however, the farmers almost always prefer to plant rice in the wet season and another rice crop in the dry season, if water is available.




46. The project will introduce crop diversification in the dry season as part of the production scheme to maximize the productivity of irrigation water. Irrigation scheduling for the operation of the completed system will be developed based on the cropping pattern and calendar. All of these will be rice-based, however, to facilitate farmers’ adoption. A rice-based system is one that plants rice in the wet season and a non-rice crop or two in the dry season. Depending on the market and farmers’ preference, the non-rice crop could be corn, groundnut, beans or vegetables. While vegetables and other high-value crops are highly profitable, the farmers’ success with these crops is dependent on the available market and production skills of farmers. Diversification will be introduced gradually. Plans and targets will be determined through participatory focus group discussions (FGDs) with the beneficiaries to be conducted by the Agronomist, M&E Specialist, Institutional/Training Specialist, and Gender Specialist. Water availability estimates and projection require long historic record of rainfall and streamflow or inflow to the reservoir. This component will need statistical analysis and/or hydrological modeling.

8. Establishment of Modern O&M of Canal System

47. Modern canal O&M will be established and developed following the universally accepted periods of irrigation operation, namely: pre-irrigation period, irrigation period, and post-irrigation period. The pre-irrigation period refers to the months prior to the first delivery of irrigation water, when the irrigation canals are usually dry. In Cambodia, this is usually during the months of April and May. The irrigation period starts from the date of the first water delivery to the date when the water release is stopped, usually from June to December or January of the following year. The post-irrigation period is the month following the end of the irrigation period. For continuously operating irrigation systems, the post-irrigation period and the pre-irrigation period overlap and coincide with the period when the system is dry or not operating. Nonetheless, it is still important to break system operation into these three periods in order to systematically lay down the activities for the O&M of the system canals and delineate the respective responsibilities of PDWRAM, commune and village leaders, and FWUCs.

48. The pre-irrigation period is the period when planning of the next year’s O&M is done. The activities that are usually done during this period include the following: (i) finalizing the area programmed for irrigation; (ii) finalizing the delivery schedule; (iii) conducting a walk-through the system to determine its required maintenance; (iv) planning for dissemination of information on the operation plan to villages and communes; and (v) listing down activities for the first day of water delivery. The irrigation period is between the first day and the last day of water delivery to the irrigation system. It is the period when the farmers are busy preparing their farms for planting, managing their crops, and anticipating the terminal drainage and harvesting period. The usual activities during this period include monitoring operation and water availability, monitoring farming operation in the command area, water distribution and water control, implementing the agreed water delivery schedule to each section of the command area, collection of data on water flow measurement, and field inspections to ensure that the system facilities remain operational. The data collected are then processed, analyzed on a weekly basis, and used to adjust the water delivery plan, as necessary. A seasonal evaluation of O&M will also be prepared and presented in the post-irrigation period to identify lessons learned for the improvement of the succeeding season’s operation plan. The post-irrigation period is basically the period for evaluating the performance of the system in the past season or year. It involves a review of the O&M data collected during the past season, identifying lessons learned, preparing a plan for the maintenance of the system during the cut-off period, and collecting ISFs from the beneficiaries.

9. Project Management

49. In order for the EA to implement the project efficiently and effectively, there is a need to provide technical assistance in overall project administration, coordination, implementation, and management. The technical assistance will enable the EA to achieve project goals and objectives on time, within budget, and in accordance with sound technical performance standards. The project management aspects include: (i) project planning; (ii) M&E: (iii) project output monitoring, including




safeguards monitoring; (iv) financial management; (v) procurement; (vi) training and capacity building; and (vii) reporting. The implementation of these activities will be supported by the TL, DTL, M&E Specialists (international and national), Procurement/Contracts Specialists (international and national), Financial/Accounting Specialist, Environment Specialist, Social Safeguards/Resettlement Specialist, Gender Specialist, and Institutional/Training Specialists (international and national).

50. Preparation of the Project Work Plan (PWP) is one of the most important tasks during the project inception phase. The detailed PWP will describe the various tasks and activities, indicating how the tasks are accomplished and managed together with the required resources to carry out the activities. It is important that realistic time frames and target outputs and milestones are set. The fully developed PWP will contain the project implementation schedule, organization structure with assignment of responsibilities, and properly sequenced project tasks and activities. The PWP and the project design monitoring framework (DMF) will provide the basis for setting up the project performance monitoring system (PPMS). The PPMS will be supported by the project management information system (PMIS) database, which will provide all information on planned and ongoing activities for monitoring project performance and project progress. As agreed during the ADB Inception Mission, a project website will be established at PMU/PMIC through the services of a short-term GIS Specialist and a national IT Specialist to handle the design and computerization of the PMIS. In line with ADB’s Public Communication Policy, the project website will be comprehensive and contain all project documents, including financial and procurement-related information, project progress reports, and grievances related to social and environmental safeguards.

51. A project benefit monitoring and evaluation (PBME) system will be designed and set up at PMU. The PBME will be a component of the PMIS, which will enable the (i) tracking of project implementation in terms of attaining the project outputs and outcome; and (ii) assessment of the physical, environmental, social, and economic impacts of the project. The PBME will include baseline data from the perspective of the beneficiaries and periodic monitoring of the benefit indicators identified in the DMF. The PBME system, together with safeguards and loan covenants monitoring, will be components of the PMIS and support the periodic updating of the PPMS. Other components of the PMIS are the: (i) financial management system (FMS), including procedures and monitoring system; and (ii) procurement activities. Thus, PPMS updates could only be successfully carried out when all the support information systems are established, updated periodically, and corresponding reports are produced and combined into the PPMS periodic report. It is, therefore, important that all such support information systems are computerized and linked together.

52. The training and capacity building component will involve provision of training to staff of MOWRAM-PMU, PDWRAMs, and MAFF-PDAs of Battambang and Kampong Thom provinces. As well as the organized FWUCs in the three subprojects. The international and national Institutional/Training Specialists will lead the implementation of this activity. The process will start with the conduct of training needs assessment (TNA), followed by the design of a Master Training Plan (MTP), development of training modules and materials, procurement of service providers and delivery of training courses, and M&E of the performance of contracted service providers. Separate TNAs will be conducted for project staff and FWUCs as separate training programs will be developed for each group. The TNA will be conducted primarily using a competency-based training approach, which will identify the skills and knowledge gaps to be addressed, identify the areas for training, and develop the appropriate training tools for each group of trainees.

53. PMIC will provide assistance to PMU in the preparation of regular progress reports and other technical reports required by senior management of MOWRAM, RGC oversight agencies, and ADB. PMIC’s progress reports will contain the following information: (i) work accomplished during the reporting period; (ii) deviations from original plans or schedules; (iii) expenditures incurred and disbursements made from the loan proceeds; (iv) problems encountered and suggested solutions; (v) RGC compliance with covenants in the loan agreements and safeguards policy of ADB; and (vi) plans for the next reporting period. PMIC will submit the following regular reports to PMU and ADB: monthly




reports, quarterly progress reports, PPMS updates every six months, and consolidated annual reports (Table 4).

Table 4: PMIC Reports for Submission to PMU and ADB

Report When Due Contents

Draft Inception Report (DIR)

End of March 2016 The Consultant’s understanding of the assignment

Detailed work plan for Year 1 implementation

Detailed tasks assigned to individual consultants

Progress of work to date

Issues and concerns, if any

Activities planned for the next quarter

Final Inception Report (FIR)

End of April 2016 Basically same contents as the DIR, but incorporating comments and suggestions from PMU and ADB

Quarterly Progress Report (QPR)

Within 7 days of the first month of the succeeding quarter

Work accomplished (physical progress)

Summary of disbursements

Important implementation issues and concerns and suggested solutions

Implementation plan for the next quarter

Project Performance Monitoring System Report (PPMS)

Every six months starting at the end of Month 12

Project performance during the previous 6 months,

Achievement of targets for outputs and inputs based on the DMF

Analysis of deviations from DMF targets

Compliance with ADB loan covenants and safeguards

Issues and concerns, if any

Midterm Report (MTR)

End of Month 30 Review of project progress from inception to date

Identification of facilitating and hindering factors that have contributed to the current status of project implementation

Key issues and constraints and how those have been addressed

Assessment of the need to extend the term of the project and the PMIC services

Recommendations to either accelerate or sustain the pace of project implementation

Borrower’s Project Completion Report (PCR)

Draft PCR: End of Month 58

Final PCR: End of Month 60

Comprehensive review of project performance per output

Identification of achievements vs. targets and explanation of the reasons/factors that caused delays in the completion of activities or the failure to meet DMF targets or conversely, any achievements that surpassed set targets

Description of the project’s relevance, effectiveness, efficiency, and sustainability

Preliminary evaluation of project impacts and benefits

Good practices and lessons learned for consideration in future project design and implementation

Recommendations to bring about the anticipated project benefits and impacts and sustain these over the long term

Final Report (FR) End of Month 60 Description of project accomplishments, highlighting the PMIC’s contributions during project implementation

Self-assessment of PMIC’s performance, strengths and weaknesses, and hindering and facilitating factors.




10. Work Program and Personnel Deployment

54. The overall work program is shown in Appendix 1, and the personnel schedule is in Appendix 2. The work program relates to the first two years of PMIC services, during which the activities related to Output 1 and project management are given priority. As planned by PMU, all procurements of works are programmed to be completed within the first half of 2017. The deployment of consultants is also aligned with the work program, and most safeguards specialists are deployed on an intermittent basis to make them available throughout the consultancy period and support the preparation of important reports such QPRs and PPMS.

III. PROGRESS OF WORK TO DATE

A. Advance Procurement

55. The PMU has made a very good start in project implementation. All advance contracting had been completed before the scheduled completion dates (Table 5).

Table 5: Awarded Contracts, as of March 2016

B. Consultants’ Mobilization

56. The TL and the DTL, as well as four other national consultants, were mobilized on 15 February 2016. Subsequently, several international and national consultants were fielded on various dates in March 2016. Thus, as of end-March 2016, 16 consultants4 have been on board, three international and 13 national, and a total of 18 p-m were rendered, as shown in Table 6.

4 as the DTL resigned on 29 February 2016.

Cat. Category Name /

No. Detailed Description Date Amount , US$

1 Civil Works

MOWRAM-CW01 - Taing Krasaing Main Canal and Headworks 27-Jan-16 10,520,000

MOWRAM-CW06 - Prek Chik Main Canal and Headworks 26-Feb-16 3,499,408

Sub-total for Category 1 14,019,408

2 Hydrometeoroly Equipment

PMU - HME - 01 - Hydrometeorological Equipment BER is now at PRC 1,410,933

3 Office equipment, furniture and vehicles

PMU - OF - 01 - Office Furniture 5,360

PMU - OE - 01 - Office Equipment 133,342

PMU - VEH - 01 - Vehicles 457,100

PMU - OW - 1 - Office Repairs 25-Feb-16 98,329

Subtotal for Category 3 694,131

4 Consulting services

CS - 01 - PMIC - Project Management and Implementation Consultants 29-Jan-16 4,251,571

Grand Total 20,376,043

Contract Awarded




Table 6: List of PMIC Consultants Mobilized, as of 31 March 2016

C. Field Visits and Coordination Activities

57. The first field visit for familiarization purposes was undertaken by the TL, DTL, and three other specialists on 22-25 February 2016. The back-to-office report on the field inspection is in Appendix 3. The Team visited TK in Kampong Thom and PC in Battambang. The contracts for the construction of the main canal in these subprojects were procured in advance and prior to mobilization of PMIC. The Team met with the PDWRAM Director in Kampong Thom and with the PDWRAM Deputy Director in Battambang. During the field inspection, the field offices near the construction sites were established, and possible constraints that could hinder construction start-up were assessed. Based on the ocular inspection, only minimal resettlement concern was identified in TK. However, a final assessment will be necessary after the canal alignment and required right-of-way is staked on the ground. In PC, the main canal is relatively free from resettlement issues as there no residential houses along the ROW. However, construction activities for the rehabilitation of the headworks may pose some temporary environmental issues as it is close to commercial and residential areas. This would require close monitoring of contractor’s compliance with environmental impact mitigation measures to ensure minimal impact on the community.

58. On 11 March 2016, a coordination meeting was held with the Director General of KOTRA and his staff.5 The meeting discussed the bale garden technology on vegetable production, which is being promoted and suggested by ADB for inclusion in the project to provide alternative production technology to project farmers in the dry season. The KOTRA Team is very enthusiastic about introducing the technology in the subprojects in Kampong Thom and Battambang. They also offered to introduce the total “Rice, Life, and Culture” package as a form of agri-tourism to help solve

5 The Team met with the following KOTRA staff: Mr. Mi-Ho Jon, Director General; Ms. Christine Heo, Senior Manager; Mr.

Chiho (Dara) Lee, Manager; and Mr. D J Kim, Director.

Base Date

Station Mobilized Total Rendered Balance

International Consultants

1. Jose A. Galvez, Ph. D. M PP Team Leader 15-Feb-16 24 1.5 22.5

2. Rolando Maloles M PP Hydrologist 8-Mar-16 12 0.8 11.2

3. Bienvenido Gilles M PP M&E Specialist 20-Mar-16 6 0.4 5.6

Subtotal 42 2.7 39.3

National Consultants

1. Lim Dalika * M PP Deputy Team Leader 15-Feb-16 54 0.5 53.5

2. Vuth Sivorng M Batt Construction Mgt Engr 15-Feb-16 54 1.5 52.5

3. Vong Dara M KTH Construction Mgt Engr 15-Feb-16 54 1.5 52.5

4. Chap Samoeun M PP Resettlement Specialist 15-Feb-16 24 1.5 22.5

5. Roeun Sophanna M PP Procurement Specialist 15-Feb-16 24 1.5 22.5

6. Kuch Pouk M PP Fin Mgt/Acctng Specialist1-Mar-16 54 1.0 53

7. Chhit Kimhor M PP Hydrologist 1-Mar-16 24 1.0 23

8. Cheng Saroeun M PP Hydraulic Engineer 1-Mar-16 24 1.0 23

9. Ouk Daren M PP M&E Specialist 1-Mar-16 24 1.0 23

10. Prak Sokhea M PP Gender Specialist 1-Mar-16 18 1.0 17

11. Sok Piseth M Batt Material/QC Specialist 1-Mar-16 12 1.0 11

12. Doeur Davuth M KTH Material/QC Specialist 2-Mar-16 12 1.0 11

13. Heng Thavy F Batt Assistant Engineer 1-Mar-16 48 1.0 47

14. Sar Sam Ath M KTH Assistant Engineer 7-Mar-16 48 0.8 47.2

Subtotal 474 15.3 458.7

Total, International + National 516 18.0 498.0

* Resigned on 29 February 2016 Batt - Battambang

PP - Phnom Penh KTH - Kampong Thom

Person-MonthNo. Name Gender Position




problems of poverty, unemployment, and climate change, among others. To initiate the collaborative effort between KOTRA and the Project, the KOTRA Team will prepare and submit a proposal to PMU-PMIC for review and consideration within March 2016.

D. Establishment of Field Offices

59. As agreed during the ADB Inception Mission, the PMIC Construction Management Sub-team will hold office near the construction site. During the field visit in February, the field office at TK in Kampong Thom province was established at a rented house less than one km from the tail end section of the main canal, at Korkoah commune along National Road (NR) No. 6 some 18 km south of the Kampong Thom town proper. At PC in Battambang province, the field office is located in Prek Chik commune, about 15 km from NR No. 5 and about 500 m from the headworks of the system.

E. The Taing Krasaing Subproject

60. The civil works for the rehabilitation and improvement of the TK main canal and headworks in Kampong Thom was contracted out to Ung Simsia and Xingjiang Beixin–JV Partners on 27 January 2016 in the amount of US$10,521,268. The works include: (i) rehabilitation of the main canal from Chainage (ch.) 0+000 to 18+540 with canal lining from ch.16+040 to 18+540; (ii) improvement of four existing headwork structures; (iii) improvement of four existing cross regulators and construction of four new ones; (iv) improvement of eight existing off-take structures and construction of 13 new ones; and (v) construction of cross drainage structures and four new footbridges. The contractor started to mobilize on 15 February 2016, and the joint survey to firm-up the scope of works commenced on 29 February 2016. The physical joint survey of the main canal is about 60% complete, and the firming up of the quantities is now being worked out. The contractor started clearing operations on the main canal in the second week of March, based on the report of the CME.

61. On 2-4 March 2016, the Resettlement Specialist, the Hydraulic Structure Engineer, and the Assistant Engineer went back to TK to assist the CME expedite the conduct of joint survey with the contractor to firm-up the BOQ for the issuance of Notice to Commence. During this trip, the alignment of the main canal and design ROW were already staked out in some sections. The Resettlement Specialist and with the Engineer found that the canal ROW is wider than the existing canal, and some 30 houses will be affected at location Ch.18+000 to Ch.18+540 if the current design is constructed (Appendix 4). The TL, Hydraulic Engineer, and Resettlement Specialist discussed this resettlement issue on 7 March 2016 with Mr. Im Soursdey, PMU Technical Assistant, to identify alternatives to resolve the problem. Redesigning the canal as a fully concrete-lined channel was the final alternative they agreed to pursue. The savings on the earthwork will be sufficient to balance the cost of additional concrete to maintain the original contract price.

62. There are three sections, where secondary and tertiary canals will be the subject of detailed engineering design. The preliminary assessment of the secondary canal in these sections is given below:

The Tipou area covering approximately 3,000 ha will also be provided with a pump station. Preliminary assessment of the alignment of the secondary canal will require a covered conveyance channel on the first 1.5 km to avoid resettlement issues and minimize accident risk of residents, particularly among the children.

The Chhroab area covers about 800 ha and from ocular and walk-through inspection and discussion with the commune chief, it was determined that an existing secondary canal of about 800 m was constructed in 2015. This will be extended by about 2 km along the ROW of the abandoned Pol Pot canal; hence, the resettlement issue is very minimal.

The Korkoah area covers about 2,000 ha and will emanate from the end of the existing main canal at ch.18+540. The FS report of TK suggested that the main canal be extended along the same alignment. By doing so, the canal will traverse the residential area of Suntok Krao village, affecting 38 households (HHs) and will directly hit the village pagoda. The villagers are not happy with this option because of resettlement issues. An alternative solution is the use of




the creek at the end of the existing canal to convey the water downstream for about 200-300 m and to align the secondary canal from that point toward the command area. This alternative will completely avoid the residential area and the pagoda. The secondary canal could be also linked to the existing canal constructed during the Pol Pot regime and along this alignment, a full coverage of the command area is also possible.

F. The Prek Chik Subproject

63. Civil works for the rehabilitation and improvement of the main canal and head works of the PC subproject in Battambang were contracted out to KBH Construction Co., Ltd and Viet Ren Joint Stock Company JV Partners on 26 February 2016 in the amount of US$3,499,408. The works include rehabilitation of the main canal, improvement of three existing headwork structures, improvement of 12 existing cross regulators and construction of 10 new ones, improvement of 56 existing off-take structures and construction of 20 new ones, construction of three cross drainage structures and four new foot bridges. The contractor started to mobilize on 10 March 2016, and the joint survey to firm up the scope of works commenced on the same date.

64. There are two packages of secondary/tertiary canals for rehabilitation and construction in the subproject as identified and proposed in the FS. The two packages will cover about half of the command area of about 20,000 ha. Work on the DD of the secondary and tertiary canals will commence from the mobilization of the survey team to carry out ground survey for topographic map preparation and plan and profiling of canal sections.

G. The O Kra Nhak Subproject

65. The O Kra Nhak Subproject in Kampong Thom province is located in Mean Rith commune of Sandan District, about 100 km from the Kampong town proper. The irrigation system has a command area of about 1,500 ha and is supported by a small storage reservoir. A site visit to this subproject will be conducted in April 2016 to assess the current state of irrigation facilities and coordinate with commune and village leaders to get their perspectives on how to improve the irrigation scheme and determine the major factors that caused the deterioration of the system. After the initial field inspection, the FS Team will mobilize to carry out various activities for the preparation of the FS.

IV. ISSUES AND CONCERNS

66. A number of issues and concerns have been identified by PMIC and are brought to the attention of MOWRAM-PMU and ADB for necessary action. These are described below.

67. Taing Krasaing main canal design. Scrutiny of the design of the TK main canal revealed the following:

The top of the left and right embankments was maintained at elevation (elev.) 18.00 m, regardless of the elevation of existing embankment and existing structures.

The water level was maintained at elev. 16.24 m from Ch.0+000 to 18+542, while the reservoir spillway crest is only at elevation 16.34 m.

Appendix 5 shows the elevation of various canal and structures parameters from Ch.0+000 to 18+542. The following observations were made: When the embankment is maintained at elev.18.00 m, there is a very large volume of

backfill. When the water level is maintained at elev. 16.24, some structures will be submerged

and rendered useless. The proposed canal bed design will also be lower than the invert of the structure by

more than 1 m in some of the existing structures, thereby exposing the cutoff wall, which could undermine the structural foundation.




68. In view of the above premises, we suggest that the design be reviewed and the necessary changes made on the elevation of the embankment crest, canal bed, and structures. The objective is to minimize cost overruns because of the bigger volume of embankment backfill and excavation and to retain the full operation of as many existing structures as possible.

69. PC main canal design. The case of PC is initially not as serious as TK. The only inconsistencies so far observed were on the technical drawings. Some drawings, particularly those of the structures, were intended for TK but included and adopted for PC. Therefore, the dimensions and features of the suggested structures do not match the dimensions and features of the canal cross-section where these are supposed to be built. We, therefore, suggest that the PMU Technical Assistant, together with the PMIC CME, sort this out in the field and recommend appropriate adjustments on the structural dimensions and elevation specifications. In addition, further scrutiny of the design and bill of quantities is necessary to firm-up the contract price.

70. Resettlement issues in TK. As discussed in para. 61 above, there are some resettlement-related concerns in TK, which were observed during the field visit on 2-4 March 2016. On 15 March 2016, this was again discussed with the PMU Technical Assistant, and the agreement was to revise the design from Ch.17+300 to Ch.18+540 to ensure the full resolution of the issue.

71. The extension of the main canal to cover the Korkoah command area of about 2,000 ha will also encounter resettlement problems if the alignment suggested in the FS is followed. During the discussion with Mr. Soursdey on 15 March 2016, it was agreed that it is best to use the creek at the end of the existing canal to convey the water downstream for about 200-300m and align the secondary canal from that point toward the command area. This alternative will completely avoid the residential area and the pagoda. The secondary canal could be also linked to the existing canal constructed during the Pol Pot regime, and along this alignment full coverage of the command area is also possible. As other resettlement issues may be discovered later on, it is recommended that PMU should be open to additional design revisions in the future.

72. The JOROP study requires the relationship between the available storage and water surface elevation to determine the discharge that could be released at various water levels. As data on the storage capacities of the concerned reservoirs in TK and PC were not included in the FS of the project, it is presumed that these data are not available. Storage capacity can be determined by conducting a hydrographic or bathymetric survey of the reservoir lake area. The result of either method will be entered in a topographic survey program to compute and draw the topographic contour lines. The scale of the topographic map can be 1:4000 or 1:10,000, if the lake area is large. It is, thus, recommended that the hydrographic survey of the four reservoirs be undertaken through a service provider to make this available for the JOROP study.

73. Flow measuring devices on the main and secondary canals are necessary to monitor the amount of water supplied and to determine the actual irrigation efficiency of the system. On the main canal, the proposed measuring device consists of two staff gauges strategically installed upstream and downstream of the cross regulator gate. The gate is considered a submerged orifice, and a corresponding hydraulic equation is applied to compute the discharge using the difference between the upstream and downstream gauge readings. Discharge rating curves will be prepared for various gate openings to be used in discharge monitoring. For secondary canals, the measuring device could either be sharp-crested weirs or flumes, installed about 10-20m downstream of the off-take structure, a few meters from the transition section. A staff gauge placed upstream of the weir or flume is required to measure the water level, which is used to determine the discharge and prepare the discharge rating curve at various water levels. The staff gauges on all cross regulators of the main canal should be installed by the contractors of the main canals of TK and PC. The design and construction of the weir or flume in the secondary canals will be incorporated in the PMIC DD of the secondary canals.




74. Logistics support. The PMIC mobilized on 15 February 2016 following the request of PMU during contract negotiations held on 13 January 2016. Upon mobilization, however, logistics support, such as PMIC office, vehicles, and office equipment were not yet ready. The permanent PMIC office was still under renovation and was completed only on 21 March 2016. The service vehicles have also not yet been delivered, although they had been ordered. These vehicles are essential to the conduct of site inspections by the FS and DD sub-teams. The limited mobility of the Team will hamper the performance of the consultants’ field work.

75. Difficulty of obtaining PPTA data files. The design of the secondary and tertiary canals will be facilitated by the availability of the topographic map and the data on cross-sections and profiles of canals. PMIC has difficulty in obtaining these data and is unsure whether these were established during the PPTA. The non-availability of data will require the conduct of another ground survey before the design work could start. It has been suggested that the conduct of such a survey be charged against the Provisional Sums in the PMIC contract. In like manner, it has been difficult for PMIC to obtain the hydrologic and meteorological data in spite of an authorization letter from the Project Director. This situation could adversely affect the hydrological studies and the subsequent reservoir and irrigation system operation. It is imperative to obtain an early resolution of this issue on data availability to ensure that FS and DD activities are completed on time.

V. REFERENCES

Asian Development Bank (ADB). 2011. Involuntary Resettlement Safeguards: A Planning and Implementation Good Practice Sourcebook. Draft Working Document. March 2011.

________. 2015. Loan Agreement (Special Operations) (Uplands Irrigation and Water Resources Management Sector Project) between Kingdom of Cambodia and Asian Development Bank. (Loan No. 3289-CAM (SF). 10 November 2015.

________. 2015. Project Administration Manual. Cambodia: Uplands Irrigation and Water Resources Management Sector Project. September 2015.

________. 2015. Report and Recommendation of the President to the Board of Directors (Project Number: 44328-013) Proposed Loan – Kingdom of Cambodia: Uplands Irrigation and Water Resources Management Sector Project. September 2015.

________. 2010. Anti-Corruption and Integrity, 2nd ed. October 2010.

________. 2010. Procurement Guidelines. April 2010.

________. 2007. Loan Disbursement Handbook.

________. 2006. Handbook for Borrowers on the Financial Management and Analysis of Projects. December 2006.

________. 2016. Loan 3289: CAM – Uplands Irrigation and Water Resources Management Sector Project – Loan Inception Mission (16-19 February 2016) Aide Memoire.

ADB-MOWRAM. 2015. Subproject Feasibility Study: Taing Krasaing Subproject. 10 July 2015.

________. 2015. Subproject Feasibility Study: Prek Chik Subproject. 10 July 2015.

________. 2015. Final Report, ADB PPTA 8702-CAM. Main Report. Proposed Loan, Kingdom of Cambodia: Uplands Irrigation and Water Resources Management Sector Project. July 2015.

APPENDICES:

APPENDIX 1:

OVERALL WORK PROGRAM

APPENDIX 1: OVERALL WORK PROGRAM Page 1

UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT SECTOR PROJECT, CAMBODIA (ADB LOAN 3289-

CAM): PROJECT MANAGEMENT AND IMPLEMENTATION CONSULTANT

Activity Description

A. Output 1: Enhanced efficiency and climate resilience of irrigation systems

1. Works for Taing Krasaing (TK) Subproject

1.1 Construction supervision of TK main canal

1.2Detailed design of secondary and tertiary canals and

drainage system

1.4Prepare bid documents and assist procurement of

works on item 1.2

1.5 Construction supervision of works on item 1.2

1.6 Assistance in the conduct of laser land leveling

2. Works for Prek Chik (PC) Subproject

2.1 Construction supervision of PC main canal

2.2Detailed design of secondary and tertiary canals and

drainage system

2.4Prepare bid documents and assist procurement of

works on item 2.2

2.5 Construction supervision of works on item 2.2

2.6 Assistance in the conduct of laser land leveling

3. O Kra Nahk (OKN) irrigation system

3.1 Prepare feasibility study for system improvement

3.2 If feasible, do detailed design of improvement works

3.3Prepare bid documents and assist in procurement of

civil works

3.4 Construction supervision of works

20172016

No. Q1 Q2 Q3 Q4

6 7

Q4Q3

1 2 3

Q1 Q2

10 11 124 5 8 71 9 10 11 129 2 3 4 5 6 8

OVERALL WORK PROGRAM (First 2 Years)





B. Output 2: Improved water resource management

4. Formation and development of FWUCs

4.1 Organization of FWUCs in TK, PC, and OKN

4.2 Conduct of training needs assessment

4.3 Prepare training program at various levels

4.4Implement training program and coordination with other

ADB Projects

4.5 Monitor FWUC participation in project activities

5. Joint reservoir operation (JOROP) for TK and PC

5.1 Assess available data & prepare plan for collection

5.2 Prepare conceptual design of JOROP for TK and PC

5.3 Collect all data required for JOROP study

5.4 Prepare JOROP Model, Testing and Approval

5.5 Prepare JOROP report and disseminate at all levels

5.6 Finalize JOROP for adoption and implementation

5.7 Monitor and evaluate implementation of JOROP

5.8 Identify lessons learned for improvement of JOROP

6. Improvement of O&M of irrigation systems

6.1 Establish and operate flow measurement network

6.2 Assess irrigation efficiency and water productivity

6.3 Prepare improved O&M plans for each system

6.4 Present O&M plans to stakeholders for implementation

6.5 Monitor and evaluate implementation of O&M plans

6.6 Identify lessons learned for improvement of O&M plans

7. Installation of hydromet stations in TK and PC watershed

7.1 Assist in bid evaluation report (BER) preparation

7.2 Assist in contract preparation and signing

7.3 Monitor installation of hydromet and AW stations

7.4 Monitor data collection, processing, linkage w/ JOROP

7 8 9 10 11 121 2 3 4 5 67 8 9 10 11 121 2 3 4 5 6

Q1 Q2 Q3 Q4

2016 2017

No. Q1 Q2 Q3 Q4





C. Project Management

7. PMIC Mobilization and Inception

7.1 Prepare detailed work plan (DWP)

7.2 Prepare and submit draft inception report

7.3 Conduct inception workshops to finalize DWP

7.4 Finalize and submit inception report

8. Project Management System and Procedures

8.1 Establish & maintain financial management system

8.2 Procurement of goods, services and works

8.3 Establish, implement and maintain PMIS

8.4 Establish and maintain project Website

8.5 Preparation of TOR and procedural guidelines

8.6 Prepare and submit QPRs and annual reports

9. Safeguards, Gender Mainstreaming, Covenants Compliance

9.1 Assist preparing environmental screening, IEE, EMP

9.2 Assist preparing environment monitoring reports

9.3Undertake subproject screening of involuntary

resettlement impacts

9.4 Assist preparing resettlement plans for subprojects

9.5 Assist monitoring implementation of GAP

9.6 Assist PMU in ensuring compliance to loan covenants

10. Project Performance Monitoring System (PPMS)

10.1 Establish the project performance monitoring system

10.2Establish data collection, analysis, and reporting

system for PPMS

10.3 Prepare and submits PPMS reports

Note : Full Time Activities

Intermittent Activities

7 8 9 10 11 121 2 3 4 5 67 8 9 10 11 121 2 3 4 5 6

Q1 Q2 Q3 Q4

2016 2017

No. Q1 Q2 Q3 Q4

APPENDIX 2:

PERSONNEL SCHEDULE

APPENDIX 2: PERSONNEL SCHEDULE Page 1

UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT SECTOR PROJECT, CAMBODIA (ADB LOAN 3289-CAM):

PROJECT MANAGEMENT AND IMPLEMENTATION CONSULTANT

PERSONNEL SCHEDULE

Rendered

Original Extension Total Todate

INTERNATION CONSULTANTS

1 Jose A. Galvez, Ph D PRIMEX 24 24 1.50 22.50

TL/Water Resources Specialist

2 Ms. Benilda Tayag PRIMEX 4 4 4.00

Institutional/Training Specialist

3 Mr. Rolando Maloles OCG 12 12 0.83 11.17

Hydrologist

4 To be nominated 1/ PRIMEX 12 12 12.00

Procurement & Contracts Specialist

5 Mr. Bienvenido Gilles OCG 6 6 0.40 5.60

Monitoring & Evaluation Specialist

NATIONAL CONSULTANTS

1 Mr. Lim Dalika * CADTIS 54 54 0.50 53.50

Irrigation Management Specialist/DTL

2 Mr. Roeun Sophanna CADTIS 24 24 1.50 22.50

Procurement & Contracts Specialist

3 Mr. Kuch Pouk CADTIS 54 54 1.00 53.00

Financial Management and Accounting Specialist

4 Mr. Han Pon CADTIS 12 12 12.00

Institutional/Training Specialist

5 Mr. Ouk Daren CADTIS 24 24 1.00 23.00

Monitoring & Evaluation Specialist

6 Mr. Cheng Saroeun CADTIS 24 24 1.00 23.00

Hydraulic Structural Engineer

7 Mr. Kimhor Chhit CADTIS 24 24 1.00 23.00

Hydrologist

8 Mr. Kley Kimsot CADTIS 10 10 10.00

Agricultural Specialist/Agronomist

9 Mr. Chap Samoeun CADTIS 24 24 1.50 22.50

Social Safeguards/Resettlement Specialist

10 Mr. Prack Sokha CADTIS 18 18 1.00 17.00

Gender Specialist

11 Mr. May Simorn ** CADTIS 18 18 18.00

Environment Specialist

12 Mr. Vong Dara CADTIS 54 54 1.50 52.50

Construction Management Engineer, KTH

13 Mr. Doeur Davuth CADTIS 12 12 1.00 11.00

Materials/Quality Control Engineer, KTH

14 Mr. Sar Samath CADTIS 48 48 0.83 47.17

Assistant Engineer, KTH

15 Mr. Phauk Tola ** CADTIS 48 48 48.00

Assistant Engineer, KTH

16 Mr. Vuth Sivorng CADTIS 54 54 1.50 52.50

Construction Management Engineer, Batt

17 Mr. Sok Piseth CADTIS 12 12 1.00 11.00

Materials/Quality Control Engineer, Batt

18 Ms. Heng Thavy CADTIS 48 48 1.00 47.00

Assistant Engineer, Batt

19 Mr. Thai Pipheak CADTIS 48 48 48.00

Assistant Engineer, Batt

KTH - Kampong Thom province Batt - Battambang province * Resigned on 29 February 2016 and to be replaced 668 668 18.06 649.94

1/ Will render half of his input allocation at field assignment and half at home assignment. ** To be replaced

Q2Name / Position Firm

2016 2017 2018 2019

Q3 Q4 Q1

2020

Q3 Q4Q2

2021 Contract Person-MonthBalance

Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q1Q3 Q4 Q1 Q2 Q3 Q4

APPENDIX 3:

BACK-TO-OFFICE REPORT (BTOR) ON FIELD INSPECTION

APPENDIX 3: BACK-TO-OFFICE REPORT (BTOR) ON FIELD INSPECTION Page 1



Ministry of Water Resources and Meteorology Uplands Irrigation and Water Resources Management Sector Project

ADB Loan 3289 – CAM [SF]

Field Inspection of Core Subprojects 22-25 February 2016

Respectfully submitted to the Deputy Director General of Technical Affairs and Project Director, Ministry of Water Resources and Meteorology: The field inspection of the core subprojects was successfully completed and I am pleased to inform your Excellency about the findings, observations and recommendations of the Project Management and Implementation Consultants Team. Objectives of the inspection:

1. Establish the field offices in both Taing Krasaing and Prek Chik subprojects

2. Establish the schedule of joint survey with contractor to firm-up bill of quantities

3. Assess mobilization of contractor in TK and agree on work schedule of the contractor to facilitate work items on the head works during the dry months

4. Familiarize with the features of the subprojects

5. Identify the take-off points of the proposed secondary canals

6. Assess probable issues on resettlement on main and secondary canals

Participants: A. From PMIC:

1. Jose A. Galvez – Team Leader

2. Lim Dalika – Deputy Team Leader

3. Vong Dara – Construction Management Engineer, Kampong Thom

4. Vuth Sivorng – Construction Management Engineer, Battambang

5. Chap Samoeun – Social Safeguards/ Resettlement Specialist

B. From MOWRAM:

6. Keo Sovathapheap – Deputy Director, DFWUC

C. From PDWRAM:

7. He Keun – Irrigation Officer, Kampong Thom

8. Pheng Sathay - Deputy Director, Battambang Activities and schedule:

1. 22 February – Travel to and stay overnight in Kampong Thom.

2. 23 February – Courtesy call and meeting with Director, PDWRAM Director, meeting with the Project Manager of Contractor, inspection and confirmation of field office, inspection of main canal, short discussions with commune leaders and farmers at Korkoah commune, and inspection of headworks and secondary canal at Tipo commune. Stay overnight at Kampong Thom.

3. 24 February – Continue inspection of main canal extension and secondary canal at Chrob commune. Travel to Prek Chik subproject, stay overnight at Pursat.




4. 25 February – Meeting with commune leader, inspection of several proposed field office and confirm one which is about 500 m from the headworks, short meeting of Resettlement Specialist with farmers at Praek Chik commune, and inspection of portion of main canal and location of proposed secondary canals. Travel back to Phnom Penh.

Findings, observations and recommendations: A. Taing Krasaing Subproject

1. During the meeting with the PDWRAM Director, he reiterated the request of residents near

the headwork for the construction of bridge across the spillway. It was explained that the current contract does not include a bridge but this could be considered with proper documentation of the request supported by signatures and or thumbprints of the affected people. This request should be forwarded before works start at the spillway to integrate the bridge footings with the design of the stilling basin. Mr. Sovathapheap will remind the Director about the documentation

2. The field office was confirmed along the NR # 6 about 0.7 km from the tail end of the main canal. The space is suitable for office at the ground floor and accommodation of staff at the 2nd floor. The rent is $300 per month excluding electricity and water.

3. The contractor has virtually completed mobilization of equipment and key personnel and establish equipment depot at PK 13+300, materials depot at PK 10+500, a sub-office at PK 4+300 and Project Manager’s office in a building adjacent to the field office of PMIC. The contractor has mobilized 10 key personnel including the Project Manager. The list of mobilized equipment is in Attachment 1.

4. Joint survey started on 24 February 2016 and staking along the main canal completed about 2 km according to the data submitted by the Construction Engineer.

5. Contractor agreed to start work on the head works structures in March instead of last week of April to take advantage of the dry season.

6. On resettlement issues, the existing main canal has only one, at the junction of NR#6. A house is sitting very close to the canal prism on top of the left embankment. Further negotiations/consultations may be necessary but constructing the section as concrete channel, about 30 m long, could avoid relocation of the house. Details will be prepared for His Excellency’s consideration. There are, however, probable resettlement issues on the Secondary canal at Tipo and main canal extension at Korkoah. These issues could be avoided with appropriate design and re-alignment. For instance, the main canal extension could first make use of the creek at end of the existing canal and then water is diverted downstream into a new canal alignment that will completely avoid the village residential area. In Tipo, the first 1.5 km of the canal could be a closed conduit to avoid any resettlement issues. All of these would require coordination and consultation with the affected people together with the commune and village leaders.

7. In view of the above, the contract on the main canal could be pursued without resettlement complications.

B. Prek Chik

1. The field office was confirmed at Prek Chik commune about 0.5 km from the head works.

The space is suitable for office at the ground floor and staff accommodation at the 2nd floor. The rent is $250 per month excluding electricity and water

2. The Resettlement Specialist met with some farmers at the commune pagoda and briefed them about the project construction. The villagers are very eager to see the construction to start.

3. The main canal has no resettlement issue as the right of way is existing and portion of the left embankment was improved by the Ministry of Rural Development recently.




4. The location of the proposed secondary canals is also mostly without any residential area but land acquisition may be necessary. Detailed assessment could only be conducted after the canal alignment is established.

5. Availability of design data such as topographic map and aerial map is yet to be confirmed. Otherwise, appropriate contracting out to collect these data would be necessary.

6. In view of the above, the contract on the main canal could be pursued without resettlement complications.

Prepared by: Jose A. Galvez Team Leader/Water Resources Specialist




Attachment 1

List of Mobilized Equipment at Taing Krasaing

Required Mobilized

Task 1: Preliminary

1. Vehicle 4 seat No. 2 2

2. Trailer No. 4 2

3. Motorbike No. 5 15

4. Survey set 3 set 2 2

5. Fuel tank 12000 li No. 2 1

6. Safety helmet No. 50 20

7. Safety shirt No. 50 50

8. Safety boots Pairs 50 20

9. Other tools set 1

Task 3: Excavation, embankment fill and compaction

1. Excavator 1 m3 No. 25 25

2. Dump truck 16 m3 No. 25 25

3. Vibrating roller 15 ton No. 6 6

4. Sheep foot roller 15 ton No. 6 4

5. Water bowser 12000 li No. 5 3

6. Bull dozer D5 No. 6 9

7. Loader 1.5 m3 No. 1 1


Task 5: Improvement of structure works

1. Excavator 1 m3 No. 5 11

2. Dump truck 16 m3 No. 5 5

3. Backhoe No. 1

4. Bull dozer D3 No. 2

5. Roller 15 ton No. 2 3

6. Handheld vibrating roller No. 2 1

7. Plate compactor No. 5 2

8. Concrete mixer No. 20 19

9. Vibrator No. 20

10. Service truck No. 3

11. Generator 45 kw No. 2

12. Water pump 100 dia No. 8 5

13. Water bowser 12000 li No. 1


Office equipment

1. Computer 3

2. Table 1

3. Desk 3

4. Chair 7

5. Printer 1

6. Stationaries & other items set 1

Number on 24 Feb 16No. Equipment Description Capacity Unit

APPENDIX 4:

TAING KRASAING INVOLUNTARY RESETTLEMENT REPORT

APPENDIX 4: TAING KRASAING INVOLUNTARY RESETTLEMENT REPORT Page 1



UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT SECOR PROJECT

Report of Social Safeguard/Resettlement Specialist on Taing Krasaing (TK) Involuntary Resettlement

TAING KRASAING MAIN CANAL REHABILITATION

Brief Report of Field Mission:

The TA Resettlement Consultants undertook a field mission to the Sub-Project area, Taing Krasaing main canal irrigation system rehabilitation, which is located in Santuk district, Kampong Thom province from 2-4 March 2016. The Resettlement Consultants were accompanied by Mr. Nhek Thany, PDWRAM representative. Participation at the project site was also provided by Mr.Cheng Saroeun, Hydraulic Structure Engineer, Mr. Doeur Davuth, Material Quality Control Engineer, Ms. Heng Thavy, Assistant Engineer, Mr. Phim Hann, Village Chief of Santuk Krao Village, Mr. Thai Ra, Chief of Sala Santuk Village, and Mr. Prum Aun, Commune Chief of Chhroab Commune.

The purpose of the mission was to examine the resettlement issues associated with the proposed rehabilitation of Taing Krasaing main canal rehabilitation. The specific focus was to investigate the land acquisition documents related to the resettlement impacts associated with the design plan which was done by the project engineer.

Schedule:

2 March Travel to Sub project Taing Krasaing, transact walk at the proposed secondary canal Kakoah Commune

3 March Check the demarcation and measure the affected residential house/plots and visit the proposed secondary canal at Tipou Commune

4 March Visit the proposed secondary canal at Chroab Commune and back to PP.

Mission Finding:

Transact Walk/Screening. To avoid the resettlement issues of the 38 HH families living in Suntuk Krao Village due to the extension plan of the main canal. As coordinated by Mr. Nhek Thany, MOWRAM representative, the TA consultant team has done the transact walk along the proposed secondary canal from the off take through the paddy rice, south of the village, to the link point of the existing canal constructed in Pol Pot regime. According to the result of the site inspection, Mr.Cheng Saroeun, Hydraulic Structure Engineer, recommended that there is a need to partly rehabilitate the off take/creek by digging up and widening the new canal and partly concreting it to avoid erosion. He said that from that section to the downstream area, a canal is available to download the water for irrigation. The commune council of Kakoah Commune and the village chief also stated that in 2015, they joined with the project working team to make the alignment by posting markings and measuring the length along the proposed canal, which the villagers requested the Project to support and improve as the Project is being implemented.




Checking of the demarcation points. By checking the demarcation points and measuring the central line (50 meters) from house to house, the TA Resettlement Consultant and other TA consultants, supported by the village chief and the house owners, found that 16 residential/plots in Sala Santuk Village, Kakoah Commune will be affected. Found near the area were fruit trees, a ring well, and one grave yard. There are also three residential houses located on the channel embankment.

Creek inspection Existing creek

Paddy rice Linkage point with the existing canal




Boundary demarcation Measuring the residential lot

Discussion on land acquisition Meet with FHH on land requirement

Residential house in the existing channel embankment




There are 16 residential house/plots in Sdok Sdom Village, Chhrob commune that could be affected by the Project.

Residential house in the existing channel embankment

Meeting with owners

Affected residential houses/plot in Sdok Sdom Village, Chhroab Commune




Site visit at the proposed secondary canal in Tipou commune. The proposed secondary canal in Tipou Commune has been checked by the TA consultant team. Mr.Cheng Saroeun, Hydraulic Structure Engineer, stated that the existing canal can be used and a close channel/flume can be constructed to stream water to the pump station.

Site visit proposed secondary canal in Chhroab Commune. Mr. Prum Aun, Chhroab Commune Chief, identified the proposed secondary canal which has been built during the Pol Pot regime. There is also an existing 800m canal built by TSSD.

Proposed secondary canal Existing secondary canal

Discussion with the villager about the project Trapaing Trom Primary School




Outcome of site inspection: After completing the site inspection, the number of affected residential houses/plots are the following:

Main Canal There are 16 affected residential houses/plot in Sala Santuk Village, Kakoah Commune There are 16 affected residential houses/plots in Sdok Sdom Village, Chroab Commune

Secondary Canal The three proposed secondary canals in Kakoah, Tipou and Chroab commune will not be

expected for land acquisition, resettlement, and compensation (LARC).

Reported by: Chap Samoeun Resettlement Specialist

Discussion with Chroab Commune Chief Existing canal built during Pol Pot’s regime, proposed as secondary canal

Existing secondary canal, 800 meters support by TSSD

Sign board of TSSD




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Pham La

Kheiv Say

Born Maly

Grave yard

Boundary within Satuk Kroa and Sala Santuk village

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There are three houses located on the channel embankment close to road No.6

Santuk Krao village There are 38 HH.families will be affected if extention of main canal

APPENDIX 5:

DIAGRAM OF VARIOUS ELEVATIONS ALONG MAIN CANAL

APPENDIX 5: EXISTINGSTRUCTURE CROSS MAIN CANAL Page 1

UPLANDS IRRIGATION AND WATER RESOURCES MANAGEMENT SECTOR PROJECT, CAMBODIA (ADB LOAN 3289-CAM):

PROJECT MANAGEMENT AND IMPLEMENTATION CONSULTANT

DIAGRAM OF VARIOUS ELEVATIONS ALONG MAIN CANAL

uplands irrigation and water resources management sector project...

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