Nepal: Rural Water Supply and Sanitation Improvement Project (IDA Credit No. 5446-NP and IDA Grant No. H945-NP) Implementation Review and Support (May 26 - June 11, 2019) Aide Memoire 1. During May 26 -June 11. 2019, a Bank Team' led by Joep Verhagen (Task Team Leader) carried out the Implementation Review of the Rural Water Supply and Sanitation Improvement Project (RWSSIP). This Aide Memoire (AM) summarizes the findings on the status of the project implementation and agreements reached with the relevant agencies at the wrap-up meeting held on June 11, 2019 which was chaired by Mr. Deependra Nath Sharma, Secretary, Ministry of Water Supply (MoWS). As agreed during the wrap-up meeting, the AM will be publicly disclosed as required by the Bank's Access to Information Policy. Annex 1 presents a list of people met during the review; Annex 2 presents the updated Result Framework. I. OVERALL STATUS AND KEY PROJECT DATA Project Data Ratings Previous New Approval Date May 29, 2014 Achievement of U MU PDO Credit/Grant Signing Date July 11, 2014 Implementation U MU Progress Effectiveness Date November 10, 2014 Project U MS Management Closing Date June 30, 2020 Procurement U MU Credit Amount SDR 32.4 m (eqv. US$ 50 m) Financial U MU Grant Amount SDR 14.3 m (eqv. US$ 22 m) Management Credit Amount Disbursed USS33.72 (67.4%) Safeguards MU MU Grant Amount Disbursed US$15.79 (71.7%) Management (as of June 30, 2019) Monitoring and MU MU Evaluation Cumulative Disbursement US$49.51 million Counterpart MS MS (As of June 30. 2019) (SDR 35.52 million, 68.8%) Funding Ratings: S=Satisfactory; MS = Moderately Satisfactory; MU= Moderately Unsatisfactory; U=Unsatisfactory 2. Lifting Threat of Suspension. On February 26, 2019, the team assessed that all remedial actions described in the 'Threat to Suspend Disbursement' dated December 18, 2018, were implemented to the satisfaction of the Bank and the 'Threat of Suspension' was lifted on March 8, 2019. 3. Progress towards Project Development Objective (PDO). Since the last Implementation Review in January 2019, the progress towards likelihood of achieving the PDO has significantly accelerated. Component I has completed 101 Batch X schemes and approximately 200 schemes are nearly completed. Under Component 2, an additional 80 schemes have been visited by the backstopping facility and Memoranda of Understanding (MOU) have been signed with six municipalities. Despite this acceleration, the current PDO targets can only be partly achieved by the Project closing date of June 30, 2020; hence, the progress towards the PDO has been upgraded to Moderately Unsatisfactory. 4. Implementation Progress. Since its reinstatement of the Fund Board (FB) in January 2019, the FB has agreed to provide fiduciary, environmental and social safeguards, and implementation oversight as required. 1 The team comprised of Joep Verhagen (Sr. WSS Specialist), Shyam K.C. (Sr. Water and Sanitation Specialist). Chandra Kishor Mishra Procurement Specialist), Yogesh BomN MalIa (Sr. Financial Management Specialist). Annu Rajbhandari (Environment Specialist). Dron Pun (Environment Specialist-Consultant), and Ishwor Neupane (Social Development Specialist-Consultant) 1 Both, the FB (Component 1) and the Project Management Unit (PMU) of Component 2, implemented 14 out of the 17 'agreed actions' by their respective due dates. However, the team found that those 'agreed actions' meant to strengthen internal implementation supervision mechanisms were not completed by FB and PMU. Though the team recognizes the significant improvements that were made to implementation progress there is a need to significantly strengthen fiduciary and implementation oversight (refer para 11). As a reflection of the mixed progress, implementation progress has been upgraded to Moderately Unsatisfactory. 5. Monitoring and evaluation. The regular monitoring activities have been recommenced. However, the team assessed that monitoring of implementation activities needs strengthening and that a number of agreed measures such as the use of mobile, geo-referenced, monitoring applications and citizen's report card, had not been implemented. Therefore, the rating for monitoring and evaluation has been retained at Moderately Unsatisfactory. 6. Component 1: Access to Improved Water Supply and Sanitation and Promotion of Improved Sanitation and Hygiene Practices. Physical implementation of Component I has accelerated beyond the rate of progress prior to the dissolving of the FB in July 2018. 1 lowever, the team concluded that significant additional attention needs to be paid to strengthening internal implementation supervision and fiduciary oversight mechanisms. * An additional, 18,067 people were provided with improved water supply through the completion of 101 Batch X schemes. Approximately 200 Batch X schemes are nearly completed. It needs to be noted that it is highly likely that a number of schemes with overhead tanks will not be completed before the Project end- date of June 30, 2020. * Sanitation-related targets have been achieved or even surpassed with 128 (out of 130) village development committees (VDC) that have been declared open defecation free (ODF) and 169,398 (out of 150,000) households have achieved total sanitation. * Repair and Rehabilitation (R&R) of earthquake affected schemes (phase 1): 243,000 (out 372,000) people have benefitted from a repaired scheme. The design of 203 Phase 11 schemes has been finalized. The post- construction support to Batch IX and X schemes still needs to be initiated and is unlikely to be completed by the current Project end-date given the current rate of progress. * In June 2018, it was agreed that the FB would produce 6-monthly citizen report cards, use the mobile monitoring app developed by Component 2 to geo-tag all elements of all Batch X schemes, and redesign the grievance redressal management (GRM) system. None of these actions has been completed. * The schemes with overhead tanks are technically complicated and need additional, well-qualified, technical supervision to ensure structural and technical integrity of the schemes. SOs are not able to provide quality supervision. * Discussion with Support Agencies (SA), Support Organizations (SO) and other stakeholders confirmed the finding of the integrity workshop that the performance of the SAs needs improvement. 7. Component 2: District Level Institutional Strengthening. Implementation of Component 2 continued though there is a need to accelerate the pace of implementation: * A MoU has been signed with all six municipalities that are being supported by Component 2. A total of 370 (out of 1,000) schemes have been visited by the technical backstopping team. * The mobile monitoring application that has been developed by Component 2 has been used by the Project for the detailed documentation of more than 3,500 schemes. An additional, 300 schemes have been documented by UNICEF, DFID, the FB, and the Department of Water Supply and Sewerage Management (DWSSM). All collected data are publicly available on The mobile monitoringapps are available on 2 To strengthen PMU's capacity to management the implementation of five large, time-based contracts, contracts with a total value of approximately US$4 million it was agreed in June 2018 to hire a senior contract management specialist. This agreed action remained uncompleted at the time of the mission. II. KEY POINTS DISCUSSED AND AGREED ACTIONS 8. Project restructuring. To ensure that the Project can achieve its targets, the Results Framework (RF) needs to be revised. During a technical mission in March, 2019, the team agreed on a revised RF and budget for the following two scenarios: (1) restructuring without a six-month extension; and, (2) restructuring with a six- month extension. In addition to the revision of the RF, an estimated US$9.3 million (no extension) or US$5.2 million (6-months extension) of Project funds needs to be cancelled. 9. Component 1: Access to Improved Water Supply and Sanitation and Promotion of Improved Sanitation and Hygiene Practices. The following key actions to strengthen implementation supervision and fiduciary control were discussed and agreed to be completed by August 31, 2019. * Address observations by internal and external auditors and finalize the implementation of a time-bound action plan. * Develop a check-list to strengthen fiduciary controls and practices at the community level. After a no- objection by the Bank and approval of the Board of FB, the check-list will be signed off upon completion of the implementation of every Batch X scheme by the respective SO, SA, and ED of the FB. * Redesign the GRM-system to ensure improved accessibility and confidentiality and carry out a six-month citizen report exercise for all Batch X schemes. * Use mobile monitoring application to geo-reference all schemes in Batch X under implementation. SA to use this mobile monitoring application to carry out an online verification and full physical verification of 25% of randomly selected schemes. * Fund Board to initiate the surveying of the 100 R&R schemes identified under Component 2. 10. Component 2: District Level Institutional Strengthening. * Complete the hiring of a senior contract management specialist (July 15, 2019). * Revise and resubmit the action plan for the remaining project period (July 15, 2019). III. FIDUCIARY COMPLIANCE 11. Workshop on Strengthening Internal Controls. On May 20, 2019, the FB and World Bank team jointly conducted a workshop that discussed overall observations of the internal auditor of Component 1, the role of SO, the SA, and the leadership of the FB to ensure better control environment in program execution. During the workshop the following issues were discussed: * Weaknesses of controls over cash management: Cash is widely used at the community level and in combination with often weak basic controls - such as difficulties at the Water and Sanitation User Committees (WSUC) and even SO levels to maintain books of accounts - it raises the possibility of leakage and misuse of Project funds at various levels of the Project. In addition, the SOs indicated there is a risk that documentation to record their actions and activities could be inconsistent or not enforced. * Monitoring: The consistency and veracity of the monitoring reports of the SAs - which are tasked with monitoring of the SOs - will need strengthening as questions were raised regarding the performance of the SAs. * Complaints Handling: The clarity on how complaints are being handled, what complaints have been reported, and whether the ones concerning fraud and corruption have been shared with the Bank, as required under the Anti-Corruption guidelines, need to be improved. 3 * Competency ofSOs. Concerns regarding the suitability or competency of some SOs were raised. Some of these referred to possible complaints related to rent-seeking behavior by SOs, or the possible lack of adequate competencies of some SOs, which may not be communicated to the Bank or project management. This may be related to the perceived lack of clarity around complaints handling arrangements (including ensuring the safety and anonymity of complainants). In addition to accelerate the implementation of structural measures to strengthen implementation supervision and fiduciary controls, the workshop advised the team to undertake frequent field visits to identify implementation-related issues. IV. Procurement Performance 12. The team noted that the procurement of key non-consulting activities of Component I has been re-initiated. However, there is a need to further accelerate procurement of approved activities. Although new officials of Component 2 have obtained access to Systematic Tracking of Exchanges in Procurement (STEP), the PMU requires support of procurement and contract management consultant as soon as possible to effectively implement and supervise the project activities. 13. WSUCs and SOs must strictly adhere to agreed community procurement procedures and payments to vendors/suppliers and community workers must be done through bank accounts instead of cash payments. Following the findings of the workshop (refer para Error! Reference source not found.), FB should review and strengthen current community procurement guidelines. The team observed that procurement activities exceeding the threshold of NPR 10 million for community procurement were being implemented by WSUCs and SOs. Moreover, technically complex and high-value activities, such as the construction of overhead-tanks, are procured and supervised by SOs and WSUCs. This is beyond the capacity of WSUCs and SOs and proper arrangements for quality assurance of ongoing construction must be in place without any delay. 14. The team assessed that procurement performance has improved as compared to the previous review in January 2019 but there remain a number of important areas for improvement, especially as the community-level. To reflect this, the procurement rating has been upgraded to Moderately Unsatisfactory. V. Financial Management (FM) Performance 15. As of May 31, 2019, the expenditures incurred by FB and PMU components are about NPR 464.63 million (19.36%) and NPR 63.97 million (17.33%) respectively. Total Project expenditures are about NPR 528.60 million (19.09% of the approved budget). The low absorption rate is due to non-activity during the disrupted period of FB and delays in procurement. As per budget information, the counterpart fund appears adequate. 16. The Project has been maintaining books of accounts as required by the Government rules and regulations. The team reviewed payment vouchers on a sample basis and it was found to follow the financial regulations. However, in case of PMU, the Project team has been reminded to comply with terms and conditions of the agreements signed with consultants regarding payment and insurance policies. The Project has maintained required ledgers such as main credit/grant register, subsidiary credit/grant register, designated accounts. The authorized signatories for PMU have changed and revised signatory letter needs to be submitted to IDA. 17. There are no outstanding trimesters Financial Management Reports (FMR) under FB component Two trimesters (first and second of FY19) FMRs under MoWS have been revised and submitted to the Bank. There are some delays noted in timeliness on submission of FMRs in both components and there are quality issues related to FMRs under PMU component. 18. In case of FB, the internal auditor in its FY18 report has raised some internal control weaknesses such as non-PAN/VAT registered suppliers, untimely booking of expenses, insufficient supporting documents on travel expenses, bank reconciliations not carried out regularly. The internal audit up to second trimester of FY19 has 4 been carried out in both FB and PMU components but are reports pending. The team emphasized the need for timely completion of internal audit. 19. There are no outstanding audit reports. The audit reports for FY18 of both Components were submitted with substantial delays. OAG has raised some critical observations through its management letter on the areas of procurement, internal control and policy related issues. The review team suggests preparing time bound action plan on audit observations by July 31, 2019. 20. The team recommends both the components to coordinate with the Office of the Auditor General (OAG) for timely completion of the audits. Out of 37 the Batch IX schemes pending audits, the FB informed that 34 schemes audit reports were received. For three schemes audit reports were not received. FB conducted physical verification and desk review of documents. The team suggested to formally submit the reports on usage of funds for these three Batch IX schemes. The FB has been reminded to maintain a database of non-responsive SOs and take appropriate remedial measures. The team also suggested to develop checklist to address some of the critical fiduciary issues raised by the auditors.2 21. The FB has recommenced the mandated fiduciary oversight activities. However, as the team assessed that a number of issues need to be addressed urgently, the rating for FM has been upgraded to Moderately Unsatisfactory only. The rating for counterpart funding was retained as Moderately Satisfactory. 22. Disbursement. As of June 30, 2019, total disbursement is about USD 49.51 million (SDR 35.52 million) including designated account advance, which is about 68.76%. Prior to Project restructuring, the disbursement forecast for FY20 is US$12 million. The project disbursement for Ql of FY20 is US$4 million. VI. ENVIRONMENT AND SOCIAL SAFEGUARD MANAGEMENT Environmental Safeguards 23. As agreed in the last review, the environmental specialist is now on board. A field visit was conducted to four completed Batch X gravity schemes (Kalapani, Jungepani, Jungkot and Garpa in Rolpa district). The review of the safeguard progress showed improved compliance to Environmental and Social Management Framework (ESMF). It was noted that the Environmental and Social Management Plan (ESMP) checklist had been circulated to all the SAs and is being used during the final monitoring of completed schemes to capture non-compliance issues. Implementation of mitigation measures was found to be not satisfactory in few schemes. 24. The FB informed that, to date, the environmental safeguards compliance of 188 out of 236 Implementation Contract Completion Reports (ICCR) received has been reviewed. The team raised concerns of effective compliance monitoring for the 583 geographically-dispersed schemes. It also recommended to more strictly enforce that the final payment to SOs is made only after addressing the ES issues identified in the ICCR. The Bank team further recommended FR to include a summary sheet with major ES issues from the ICCR to flag critical environmental issues to the Local Governments (LG). Finally, the team recommended to prepare an overview of major environmental and corrective actions of each completed ICCR to support selection of schemes for monitoring. FR will share bimonthly environmental and social safeguard compliance status and progress to the Bank. 25. FB is following up on that 60 schemes that have submitted water safety plans and has procured a laboratory for water quality analysis for Batch X schemes. It also initiated the hiring of a specialist to support design of water treatment plants. Based on the overall improvements, without major issues to be addressed, the rating for environmental safeguard was upgraded to Moderately Satisfactory. 2 Issues raised by the auditors are: non-compliance of contract terms by SOs: books of accounts not maintained/updated: cash transactions in payments of expense. suppliers and salaries: inadequate supporting documents maintained; non-compliance of income tax provisions overhead cost charged under project cost; and. non-compliance with procurement regulations. 5 Social Safeguards. 26. The team noted delay in the implementation of action agreed during the June-2018, and subsequently, January-2019, reviews missions: the community score cards reporting of 150 schemes is behind the schedule; as of 3r' June, only four SOs had reported back the results of 20 schemes to FB. Secondly, the GRM has not yet been revised and during the review mission it was found to be even non-functional. 27. The team observed slow progress in finalizing the guidelines of Gender ESI, Jaagaran and WTSS/Jeevika which was pending for considerable time. The Fund Board mentioned that all guidelines would be distributed after July 31", 2019. The social safeguards rating has been retained as Moderately Unsatisfactory. Overall, safeguard management rating thus remains Moderately Unsatisfactory. 28. Next Review: A technical consultation is planned in September 2019. Next implementation review is planned for December 201 9. Table 1: Summary of Agreed Actions Component I and Component 2 Submit third trimester FMRs of FY 19. August.31, 2019 Component I Develop and implement Fiduciary Checklist to be used by SOs, SAs. and FB. July 31. 2019 Update and implement action plan to address observations by the internal and external August 31, 2019 auditors. SOs to use mobile monitoring application to geo-reference all schemes in Batch X under August 31, 2019 implementation and SA to use this mobile monitoring application to carry out 100% online verification and full physical verification of 25% of randomly selected schemes. Re-develop GRM to improve accessibility and anonymity, and follow-up. August 31, 2019 Review community procurement guidelines and update in the POM. August 31, 2019 Complete community score cards of 350 schemes under implementation (Batch-X) and August 31, 2019 share report with Bank. Provide additional implementation supervision for schemes with overhead tanks in the July31. 2019 lerai. Complete water safety plan for 76 remaining schemes (out of 136) high coliform schemes. August 31, 2019 Circulate World Bank Fraud and Corruption guidelines to all SOs, SAs, and WSUCs. July 31, 2019 Include translated guidelines in all future contracts. Develop Standard Operational Procedure (SOP) for internal contract management and July 31, 2019 submit to the Board of FB for approval. Share SOPs with all WSUCs, SOs, and SA. Component 2 Document amendment of standard operational procedures to enhance sustainability of rural August 31, 2019 water supply schemes. 6 Annex 1: List of People Met Ministry of Water Supply I. Honorable Water Supply Minister Ms. Bina Magar 2. Mr. Dipendra Nath Sharma, Secretary, 3. Mr. Tej Raj Bhatta, Joint Secretary, 4. Mr. Chandra Bahadur KC, Joint Secretary/Project Director, 5. Mr. Chok P. Dhital, Sr. Divisional Engineer/Deputy Project Director, 6. Mr. Madhu Khanal, Engineer, 7. Mr. Mukunda Paudel, Engineer, Department of Water Supply and Sewerage Management 1. Mr. Sunil Kumar Das, Director General, National Planning Commission 1. Honorable Member Dr. Dil Bahadur Gurung 2. Mr. Mahesh Khanal, Programme Director Board of Directors of the Rural Water Supply and Sanitation Fund Development Board 1. Mr. Tej Raj Bhatta, Chairperson, Joint Secretary. MoWS 2. Mr. Bhim Prasad Dhungana, Member 3. Mr. Dhundi Raj Dahal, Member 4. Mr. Sanjeeb Yadav, Member 5. Mr. Sahadev Bogati, Member 6. Ms. Anita Shartma, Member 7. Ms. Radha Kharel, Member Rural Water Supply & Sanitation Fund Development Board 1. Mr. Lila Prasad Dhakal, Executive Director 2. Mr. Sanjay Kumar Mishra, Deputy Executive Director 3. Mr. Binod Dhital, Chief of the Planning and Operations Division 4. Mr. Pravesh Niraula, Chief of the Project Monitoring and Evaluation Division 5. Mr. Tika Prasad Adhikari, Chief of the Human Resource/Program Development Division 6. Mr. Kapil Dev Gyawali, Chief of the Technical Division 7. Mr. Chudamani Pokharel, Chief of the Administration Division 8. Mr. Ramesh Kumar Sharma, Regional Manager 9. Mr. Dibya Khadki, Regional Manager Project Support Team 1. Mr. Gautam Prasad Shrestha, Team Leader 2. Mr. Krishna Rana, Deputy Team Leader 3. Mr. Khem Dallakoti, Procurement Specialist 7 Support Agency (SA) 1. Mr. Laxmi Bhattarai, COEMANCO-Nepal (p) Ltd 2. Mr. Binod Chandra Jha, COEMANCO-Nepal (p) Ltd 3. Ms. Prabba Pokhrel, ETA Consult 4. Mr. Prakash Koirala, ETA Consult 5. Mr. Ishwor Man Tamrakar, ERMC 6. Mr. Upendra Gupta, COEMANCO-Nepal (p) Ltd Support Organizations (SO) 1. Mr. Gobinda Subedi, SDRC Chitwan 2. Mr. Yubaraj Siwakoti, Program Director, SAMARA-Nepal, Jhapa 3. Mr. Shankha Buddha Lama, Chairman, STASK Kavre 4. Mr. Ram Singh Yadav, SDRC Janakpur 5. Mr. Rampratap Yadav, Executive Director, Helpline Nepal 6. Mr. Chop Lal Giri, SRDCN, Palpa 7. Mr. Santa Lal Mulmi, SWG Auditors 1. Mr. Parakram Sharma, Parakram Sharma Associates & Chartered Accountants 2. Mr. Thakura Prasad Adhikari, TP Adhikari Associates & Chartered Accountants List of People Met During Field Visit (Component 1) SO: Association for Rural Development (ARD), Kavre, Nepal Scheme Name: Batch-X. Childanda Pure. Yard Connection District: Lalitpur. Location: Konjvosom Rural Municipality, Ward No. 4 1. Mr. Dalnath Timalsina, SO Team Leader 2. Mr. Khadananda Gautam, WASH officer 3. Mr. Shiva Timalsine, WASH Technician 4. Mr. Sudan Gimere, SO WASH Motivator 5. Mr. Tirtha Galang, Ward Chairperson, Ward number 4 of Konjyosom RM 6. Mr. Bahadur Syantang, WUSC -Chairperson 7. Mr. Harkaman Tamang, WUSC Vice Chairperson 8. Mr. Ramchandra Tamang, WUSC Secretary 9. Ms. Sancha Kumari Thing, WUSC Treasure 10. Mr. Ram la! Bhamjon, VMW 11. Ms. Sunoita Bojnon, VHP 12. Ms. Dhanamaya Tamang, WTSS Chairperson 13. Ms- Rukumaya Bomjon, WTSS Member 14. Ms. Baimala Thing WTSS Member 15. Ms. Niru Bomjon, WTSS Member 16. Other Members in WUSC, WTSS and beneficiaries 8 Annex 2: Updated Results Framework, as of June 09, 2019 (Includes Indicators for New Sub-category under Restructured Project) Project Development Objective (PDO): Increase sustainable access to improved water services and promote improved sanitation and hygiene practices in rural areas; and (ii) Develop and implement a long-term support mechanism to promote the sustainability of water supply schemes in selected Districts. PDO Level Results Indicators Unit of Base Cumulative Cumulative Achievement Data Source/ Responsibility Result Indicators Achievement ( End Target Against Frequency Datefor Data Description Measure line March 14, 2019) Value Target Iethodology Collection 492.069 810.000 60.74% Batch-IX 369 (F 49%) schemes People provided with access to Number 0 Every 6 Fund Board population 353.105 improved water points; of months and Batch-X 236 which, female (percentage). physically completed schemes population 138,964 (including 126 completed schemes, 128 130 98.46% Number of VDCs declared Number 0 Every 6 See above Fund Board ODF by the Districts. months Number of schenies visited by the backstopping facility at the Every 6 District Level D-WASH Unit District level; of which Number 0 350 1,000 35% 11 cry 6r e- oUi months MIS PMU-MoWS (percentage of schemes non- functioning). Intermediate Results (Component One): Access to Improved Water Supplies and Promote Improved IIygiene Practices ( 10.312 11,170 92.31% Batch IX-363 completed and 6 Physically Improved community water completed scenes pi tsistutd (new,.vr 9762 taps and points cons ructed env' Number Every 6 Fund Board Fund Board BalchX- 126 expansion rehabilitated inder months completed the project) schemes and I 10 physically completed schemes 550 taps. 9 0 605 954 63,41% Includes 369 Number of water supply schemes in Batch- schemes completed and in N b Every 6 Sd Board IX retroactively operation; ofwhich (Jagaran months financed and Batch Committee established). X 236 physically completed scheme. Number of WSUCs formed 0 913 854 106.90% (those with at least 3 wonci Number Every 6 See above Fund Board members). months Improved public latrines 0 122 200 61.00% constructed under the project Numbervery 6 On average 3 (number) in schools and health onths See above Fund Board public toilets are posts. built in each VDC rained on improved 0 2,636 2,400 (F %) 109,83% hygiene behavior, and Nuber (F 49%) (S%) Every 6 See above Fund Board sanitation practices; of which, (000) (S6%onths female (%) and school children (%). o 12,924 22,000 58.75% Data on this sub- Ilouseholds provided with indicator was not improved and rehabilitated Number Every 6 See above Fund Board captured and it was latrines in the earthquake months omitted during the affected districts. Mid-term Mission, Feb 2018 People provided with improved 0 243,060 372.000 6533% water supply through Every 6 Populations of380 reh abilitat ion of schemes in Number months See above Fund Board physically earthquake affects districts completed schemes 22,584 48,000 47.05% Butch X - 126 Number of household yard completed scheme connections (new or Number Every 6 See above Fund Board and I10 from rehabilitated under the project) months Physically completed schemes. Number of newly constructed 854 0 000% schemes provided with post- Number Every 6 See above Fund Board To be started const rtuction support by the months project 10 163,398 150,000 108.93% Green household (achieved total sanitation) base line data 117823is Number oF 1-lH-Is to achieve total Nbc Every 6 S aF Board recorded in first sanitation months phase. lhrough Mob ap) new green household data recorded 45575 Intermediate Result (Component Two): District Level Institutioual Strengthening Water and Sanitation Units in Municipalities (M WASI I Every 6 Units) formally established Number 0 6 8 75% Eveihs Project MIS PMU- under the Local Government with defined functions M-WASH unit Local Government Level M&E established but due System established and 25% of Everv 6 PMU- to not able to detected functionality issues Number 0 6 8 monihs Pioject MIS MoWSS support logistic, addressed M& E system not fully operated Number of community municipal, private sector Number 0 1159 7000 16.56% livery 6 Project MIS PMU- WASI-1 stakeholders trained by months MoWSS the project 11