Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00004600 IMPLEMENTATION COMPLETION AND RESULTS REPORT < TF17510 > ON A LEBANON SYRIA CRISIS TRUST FUND GRANT IN THE AMOUNT OF US$10 MILLION TO THE Republic of Lebanon FOR THE Lebanon Municipal Services Emergency Project December 17, 2018 Social, Urban, Rural And Resilience Global Practice Middle East And North Africa Region CURRENCY EQUIVALENTS Exchange Rate Effective December 17, 2018 Currency Unit = Lebanese Pound (LBP) LBP 1,506 = US$1 FISCAL YEAR July 1 - June 30 Regional Vice President: Ferid Belhaj Country Director: Saroj Kumar Jha Senior Global Practice Director: Ede Jorge Ijjasz-Vasquez Practice Manager: Ellen Hamilton Task Team Leader(s): Phoram Shah ICR Main Contributor: Zheng Jia ABBREVIATIONS AND ACRONYMS CDR Council for Development and Reconstruction CE Citizen Engagement CEDRE Economic Conference for Development through Reforms with the Private Sector CHUD Cultural Heritage and Urban Development CMU Country Management Unit CPF Country Partnership Framework CPS Country Partnership Strategy DA Designated Account EU European Union ESMF Environmental and Social Management Framework FM Financial Management FY Fiscal Year GDP Gross Domestic Product GoL Government of Lebanon HH Household IMF International Monetary Fund IOI Intermediate Outcome Indicator IRR Internal Rate of Return ISR Implementation Status Report IT Information Technology IUFR Interim Unaudited Financial Reports LCEC Lebanese Center for Energy Conservation LMSEP Lebanon Municipal Services Emergency Project LSCTF Lebanon Syria Crisis Trust Fund M&E Monitoring and Evaluation MENA Middle East and North Africa MFD Maximizing Finance for Development MOF Ministry of Finance MTR Mid-term Review NGO Non-Government Organization NPV Net Present Value OI Outcome Indicator O&M Operations and Maintenance OP Operational Policy OPCS Operations Policy and Country Services PAD Project Appraisal Document PDO Project Development Objective PMU Project Management Unit PV Photovoltaic RF Results Framework RPF Resettlement Policy Framework SW Solid Waste SWTP Solid Waste Treatment Plant TOC Theory of Change UNDP United Nations Development Programme UNESCO United Nations Educational, Scientific and Cultural Organization UNHCR United Nations High Commissioner for Refugees UNICEF United Nations Children's Fund TABLE OF CONTENTS DATA SHEET .......................................................................................................................... 1 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ....................................................... 5 A. CONTEXT AT APPRAISAL .........................................................................................................5 B. SIGNIFICANT CHANGES DURING IMPLEMENTATION ................................................................8 II. OUTCOME ...................................................................................................................... 9 A. RELEVANCE OF PDOs ..............................................................................................................9 B. ACHIEVEMENT OF PDOs (EFFICACY) ...................................................................................... 10 C. EFFICIENCY ........................................................................................................................... 16 D. JUSTIFICATION OF OVERALL OUTCOME RATING .................................................................... 17 E. OTHER OUTCOMES AND IMPACTS ......................................................................................... 18 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 19 A. KEY FACTORS DURING PREPARATION ................................................................................... 19 B. KEY FACTORS DURING IMPLEMENTATION ............................................................................. 20 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 21 A. QUALITY OF MONITORING AND EVALUATION (M&E) ............................................................ 21 B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ..................................................... 22 C. BANK PERFORMANCE ........................................................................................................... 23 D. RISK TO DEVELOPMENT OUTCOME ....................................................................................... 25 V. LESSONS AND RECOMMENDATIONS ............................................................................. 25 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ........................................................... 27 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ......................... 36 ANNEX 3. PROJECT COST BY COMPONENT ........................................................................... 39 ANNEX 4. EFFICIENCY ANALYSIS ........................................................................................... 40 ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ... 47 ANNEX 6. SUPPORTING DOCUMENTS .................................................................................. 48 ANNEX 7. SUMMARY OF BENEFICIARY SATISFACTION SURVEY ............................................. 49 ANNEX 8. PROJECT ACHIEVEMENTS: SOCIAL INTERVENTIONS .............................................. 50 ANNEX 9. PHOTOS OF PROJECT ACHIEVEMENTS – WORKS AND EQUIPMENT ....................... 58 The World Bank Lebanon Municipal Services Emergency Project (P149724) DATA SHEET BASIC INFORMATION Product Information Project ID Project Name P149724 Lebanon Municipal Services Emergency Project Country Financing Instrument Lebanon Investment Project Financing Original EA Category Revised EA Category Partial Assessment (B) Partial Assessment (B) Organizations Borrower Implementing Agency Government of Lebanon - Ministry of Finance Council for Reconstruction and Development- Lebanon Project Development Objective (PDO) Original PDO The project development objective is to address urgent community priorities in selected municipal services, targeting areas most affected by the influx of Syrian refugees. Page 1 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) FINANCING Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Financing 10,000,000 10,000,000 9,994,074 TF-17510 Total 10,000,000 10,000,000 9,994,074 Non-World Bank Financing Borrower/Recipient 0 0 0 Total 0 0 0 Total Project Cost 10,000,000 10,000,000 9,994,074 KEY DATES Approval Effectiveness MTR Review Original Closing Actual Closing 19-Jun-2014 25-Feb-2015 30-Dec-2017 30-Jun-2018 RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 15-Nov-2017 4.40 Change in Loan Closing Date(s) KEY RATINGS Outcome Bank Performance M&E Quality Highly Satisfactory Highly Satisfactory Substantial RATINGS OF PROJECT PERFORMANCE IN ISRs Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 13-Sep-2014 Moderately Satisfactory Moderately Satisfactory 0 02 19-Jun-2015 Moderately Satisfactory Moderately Unsatisfactory 1.50 Page 2 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 03 29-Dec-2015 Moderately Satisfactory Moderately Satisfactory 1.63 04 12-Feb-2016 Moderately Satisfactory Moderately Satisfactory 1.63 05 07-Apr-2016 Moderately Satisfactory Moderately Satisfactory 2.20 06 27-May-2016 Satisfactory Moderately Satisfactory 2.92 07 16-Dec-2016 Satisfactory Moderately Satisfactory 3.96 08 05-May-2017 Satisfactory Moderately Satisfactory 4.05 09 06-Nov-2017 Satisfactory Moderately Satisfactory 4.40 10 26-Apr-2018 Satisfactory Satisfactory 8.64 11 29-Jun-2018 Satisfactory Satisfactory 8.76 SECTORS AND THEMES Sectors Major Sector/Sector (%) Social Protection 10 Social Protection 10 Transportation 20 Rural and Inter-Urban Roads 20 Water, Sanitation and Waste Management 70 Sanitation 20 Waste Management 40 Water Supply 10 Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Page 3 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Social Development and Protection 16 Social Inclusion 9 Other Excluded Groups 9 Fragility, Conflict and Violence 7 Conflict Prevention 3 Post-conflict reconstruction 3 Forced Displacement 1 Urban and Rural Development 85 Urban Development 85 Urban Infrastructure and Service Delivery 85 ADM STAFF Role At Approval At ICR Regional Vice President: Inger Andersen Ferid Belhaj Country Director: Ferid Belhaj Saroj Kumar Jha Senior Global Practice Director: Junaid Kamal Ahmad Ede Jorge Ijjasz-Vasquez Practice Manager: Franck Bousquet Ellen Hamilton Task Team Leader(s): Chantal Reliquet Phoram Shah ICR Contributing Author: Zheng Jia Page 4 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES A. CONTEXT AT APPRAISAL Context At the time of appraisal in June 2014, Lebanon was experiencing an unprecedented influx of Syrian refugees fleeing the violent conflict in Syria. Lebanon kept its borders open to Syrian refugees and hosted the largest number of Syrians in both absolute and relative terms. It was estimated by the Lebanese authorities that around 1.5 million Syrian refugees entered Lebanon since the onset of the crisis, causing the country’s population to increase by almost 25%. The Syrian crisis and the inflow of refugees had significant social and economic impacts on Lebanon. The Lebanon Economic and Social Impact assessment of the Syrian Conflict by the World Bank and United Nations from 2013 showed that the Syrian conflict resulted in a reduction of Lebanon’s Gross Domestic Product (GDP) growth by 2.9 percent each year during 2012-2014. A longstanding political stalemate further hindered the Government in developing and agreeing on a concerted plan to actively mitigate the impact of the crisis. Lebanon chose not to establish refugee camps, and the majority of the Syrians settled amidst Lebanese communities in urban and rural areas, many of them already poor and underserved. The sudden increase in demand for services provided at the local level placed mayors and municipal councils under mounting pressure. It was at the local level that Lebanese and Syrians interacted, shared living space, competed for jobs and access to services, and local groups and authorities often ended up managing the rising social tensions. Lebanon’s infrastructure was ill-prepared to cope with increased demand from the refugees. The Lebanon Municipal Services Emergency Project (LMSEP) was fully aligned with the Government’s priorities at the time of appraisal, as spelled out in the Roadmap for Priority Interventions for Stabilization from the Syrian Conflict (Roadmap), prepared by the Government of Lebanon (GoL) with support from the World Bank, the United Nations, the European Union (EU), and the International Monetary Fund. The Roadmap aimed to address the needs of the host communities through the following key strategic objectives: (i) restoring and expanding economic and livelihood opportunities, particularly to vulnerable groups; (ii) restoring and building resilience in equitable access to and quality of public services; and (iii) strengthening social cohesion. LMSEP was specifically identified in the Roadmap, as it sought to meet emergency needs, while institutionalizing a mechanism for sustaining support to municipalities to help them deal with the increasing pressure on services. There was an increasing demand for the Bank and other development partners to intervene promptly to help alleviate the tensions on the already fragile situation in the country. In this context, the Bank’s urgent support contributed to lessen the strains on host communities and lower social tensions. LMSEP was the Bank’s first project in the municipal sector that aimed at responding to the Syrian Refugee Crisis. Nevertheless, the Bank had already engaged for quite some time in the municipal sector in Lebanon. In 2000, following the Lebanese civil war which lasted for about 15 years, the Bank approved a US$80 million loan for the First Municipal Infrastructure Project, which aimed to restore selected basic municipal infrastructure and to enable municipalities to address local infrastructure maintenance and rehabilitation needs. In the aftermath of the 2006 conflict with Israel, the Bank supplemented the loan with a grant, focusing on restoring basic services and developing the local economy. The Bank also supported urban development through the Cultural Heritage and Urban Development (CHUD) Project (P050529), which adopted a successful place-based approach in five secondary cities. With its experience in the Page 5 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) municipal sector in Lebanon, the Bank was fully equipped to address the increased service delivery needs. At appraisal, LMSEP was also in line with the World Bank Group’s Country Partnership Strategy (CPS) 2011-2014 progress report that highlighted the exacerbating effect of the Syrian conflict on Lebanon. Theory of Change (Results Chain) The theory of change (TOC) of LMSEP1 (figure 1.1) reflected the shifting paradigm of local response to the forced displacement challenge: from a humanitarian response of creating a parallel assistance system solely for refugees, to a development response of intervening in host communities in a way that benefits both hosts and refugees. The majority of the displaced Syrians in Lebanon were intermingled in urban areas within the host communities; hence the most visible and immediate impacts of the rapid refugee influx were on municipal services. The project design aimed at improving municipal service delivery and reducing tensions through targeted interventions at the municipal level, with a focus on: (i) providing immediate stress relief through emergency services; (ii) ensuring the preparation for a protracted displacement scenario by investing in critical mid-sized infrastructure; and (iii) supporting social initiatives that promote interaction and collaboration. The project design included a combination of quick wins and medium-term development response as well as a combination of infrastructure interventions and accompanying social interventions. The project recognized that a participatory decision-making process would be necessary to identify diverse and urgent community needs due to the influx of refugees and to ensure inclusion of all affected communities. The sub- projects were therefore identified through consultations with communities and municipalities. The key assumptions were: A1) municipalities would be able to improve the reliability and quality of municipal services through investments in community priorities; A2) partner NGOs have adequate capacity to implement social initiatives in a way that provides avenues for interaction between the hosts and refugees; and A3) reliable municipal services and social initiatives will together reduce social tension and build social cohesion. Project Development Objectives (PDOs) The project development objective, as stated in the Grant Agreement and the Project Appraisal Document (PAD), was to address urgent community priorities in selected municipal services, targeting areas most affected by the influx of Syrian refugees. Key Expected Outcomes and Outcome Indicators Achievement of the PDO was measured through following outcome indicators (OIs): OI#1: Direct Project beneficiaries (#), of which women (%). OI#2: Conflict affected people to whom benefits have been delivered within the first year of project effectiveness (#), of which: (i) women; (ii) host population; (iii) refugees. OI#3: Share of implemented sub-projects that correspond to the priorities identified by unions of municipalities (%). OI#4: Beneficiaries reporting improved level of sanitary and/or mobility conditions (%), of which women (%). OI#5: Beneficiaries of mid-size rehabilitated/constructed infrastructure (#), of which women (%). 1While explicit Theory of Change was not a standard practice at project appraisal, the project’s objective, results chain, and guiding assumptions were clearly narrated in the design, which enabled the team to retroactively illustrate the TOC at the ICR stage. Page 6 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Figure 1.1. Theory of Change Page 7 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Components The Project consisted of three components as below. Component 1: Emergency Response (estimated cost: US$3.5 million; completion: US$3.6 million). This component financed the provision of high priority municipal services (Subcomponent 1A) and initiatives that promote social interaction and collaboration (Subcomponent 1B) in the eleven participating unions of municipalities. Allocation of resources among unions would be based on the share of Syrian population (as a proxy of the additional stress on local communities). Initiatives would be selected in consultation with municipalities and communities, with a decentralized approach to decision-making. These initiatives aimed to provide non-exclusionary benefits, addressing some of the most immediate service needs in the unions most affected by the crisis: (i) improving safety and mobility; (ii) mitigating the increasing health and environmental risks associated with the deterioration of water, waste, and sanitation services; and (iii) increasing collaboration and interaction amongst the communities. Subcomponent 1A Service Delivery focused on improving municipal service delivery in areas such as water supply and wastewater, solid waste management, roads improvement, and recreational facilities and community centers. Sub-projects were small in scale and required only simple preparation. Subcomponent 1B Community Activities financed activities that the communities found conducive to reducing social tensions that stemmed from cohabitation of hosts and refugees. Activities were designed to be inclusive and socially cohesive, with a particular focus on women, children and the youth, covering skills exchange, learning, youth employment training, environmental campaigns, etc., as prioritized by communities. Component 2: Rehabilitation of Critical Infrastructure (estimated cost: US$5.5 million; completion: US$5.9 million). This component financed mid-size works to rehabilitate and/or develop critical infrastructure in sectors such as solid waste management, roads improvement, water and sanitation, and community facilities. Due to the larger scale and costs of these works, and given the financing envelope, the number of unions benefitting from this component was limited and priority was given to demand-driven projects contributing to the highest number of beneficiaries. The investments would be identified through consultations among elected officials and community representatives, consolidated at the union level and coordinated with relevant ministries to ensure coherence with sectoral policies. Component 3: Project Implementation Support (estimated cost: US$1.0 million; completion: US$0.5 million). This component financed project management and covered the costs of the Project Management Unit (PMU) housed in the Lebanon Council for Development and Reconstruction (CDR), which was responsible for implementing the Project. This component also funded support needed for implementation of the decentralized, consultative approach. The consultation process was carried out by unions and municipalities, with facilitation support provided by teams of social and technical experts within the PMU, who helped communities translate the identified challenges into concrete proposals for infrastructure and social activities. B. SIGNIFICANT CHANGES DURING IMPLEMENTATION Revised PDOs and Outcome Targets The PDO remained the same throughout the implementation of the project. Page 8 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Revised PDO Indicators A new indicator (OI#6) on indirect beneficiaries at the PDO level was introduced to comprehensively measure the benefits of the services rendered to host communities and displaced Syrians. This indicator measured the population of the union of municipalities where at least one project intervention was implemented. Revised Components The components were not revised. Other Changes The closing date was extended from December 2017 to June 2018 to complete project activities with high quality under the volatile security situation in the country and the region. Rationale for Changes and Their Implication on the Original Theory of Change The above changes had no implication on the project’s original PDO, design or theory of change. II. OUTCOME A. RELEVANCE OF PDOs Assessment of Relevance of PDOs and Rating Rating: High The PDO remained highly relevant to the World Bank Group’s Lebanon Country Partnership Framework (CPF) for fiscal years 2017-22 (Report No. 94768-LB). First, the PDO targeted areas most affected by the influx of Syrian refugees, and explicitly addressed the main development challenge identified in the CPF’s country context and development agenda, i.e., the impact of Syrian refugees on Lebanon. Second, the PDO focused on municipal service delivery, which is fully aligned with one of the two focus areas of the CPF on “expanding access to and quality of service delivery”. Third, the project’s approach of addressing urgent community priorities in municipalities exemplified the CPF’s engagement strategy of intervening at the sub-national level all the way to municipalities for effective service delivery. Fourth, the project was financed through the Lebanon Syria Crisis Trust Fund (LSCTF) which is highlighted in the CPF as part of the Bank’s current engagement outcome with the GoL. This project is also referred specifically in the CPF multiple times as a good example of Bank operations in delivering municipal services and addressing community needs in response to the refugee crisis. The PDO is also highly relevant to Bank’s engagement strategy for the Middle East and North Africa (MENA) region and the current national development priorities of GoL. The PDO is fully in line with MENA Regional Strategy, specifically with the first pillar of “renewing social contract” through quality service provision and citizen engagement, and the third pillar of “resilience to shocks of refugees” through supporting host governments. The PDO is explicitly aligned with the Lebanon Crisis Response Plan 2017-2020 in terms of responding to the Syria crisis, addressing the needs of communities, emphasizing service delivery, and supporting municipalities. Similarly, the PDO is also in line with the national priorities identified recent high- level international conferences: Supporting Syria and the Region conference in London (2016), and the Economic Conference for Development through Reforms with the Private sector (CEDRE) in Paris (2018). Page 9 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) B. ACHIEVEMENT OF PDOs (EFFICACY) Assessment of Achievement of Each Objective/Outcome Rating: High The efficacy of the project is high, as measured by project indicators and supporting evidence. Out of the total 12 results framework (RF) indicators, the project results exceeded 11 end targets and fully achieved the other end target despite being in a fragile, conflict-prone, and stressed state during the unprecedented refugee crisis (Annex 1A). The project fully achieved its PDO of addressing urgent community priorities in selected municipal services, targeting areas most affected by the influx of Syrian refugees: the municipal and social infrastructure investments benefitted both Lebanese and Syrian communities in 11 unions (166 of the 1,200 municipalities in Lebanon). Per OI#1 and OI#6, the project benefitted nearly 475,700 people directly, and 1.4 million people indirectly including Lebanese and Syrians, men and women, compared to targets of 300,000 and 1.35 million respectively. Per OI#4, as a result of the project, 72% of beneficiaries were satisfied with improved sanitary and/or mobility conditions, exceeding the target of 50%. The efficacy assessment is structured around four areas: (1) identifying urgent community priorities in areas most affected by the influx of Syrian refugees; (2a) addressing urgent community priorities through small-scale, incremental improvements in municipal services; (2b) addressing urgent community priorities through mid-size, critical infrastructure; and (2c) addressing urgent community priorities through social interventions. The data is based on the Borrower’s ICR and database of sub-projects, discussions with the PMU, field visits, and interviews with beneficiaries, heads of unions, mayors, consultants, and contractors. Annexes 1B, 7, 8 and 9 provide details. 1) Identifying urgent community priorities in areas most affected by the influx of Syrian refugees The project appropriately targeted areas in Lebanon that were most affected by the influx of Syrian refugees (see III.A for the selection of areas). Project unions were appropriately selected through four steps: (i) analyzing the list of registered refugees in municipalities established by the United Nations High Commissioner for Refugees (UNHCR) and the United Nations Children's Fund (UNICEF), incorporating poverty levels; (ii) establishing with the GoL a set of criteria to screen, incorporating mechanisms of the United Nations Development Programme (UNDP), the Ministry of Social Affairs, and the World Bank; (iii) conducting an on-the-ground rapid assessment to evaluate the needs of municipalities; and (iv) finalizing the list of unions to be financed under the project. According to the latest UNHCR data of registered Syrian refugees in Lebanon (April 2018), all project unions are located in districts that are currently most affected by the influx of displaced Syrians2. The project successfully identified urgent community needs in participating unions and municipalities for all the investments through piloting a consultative approach at the level of unions and municipalities in a historically centralized country. The municipal service sectors under LMSEP were identified through consulting local authorities in project unions. Under Component 3, the project hired social development experts for comprehensive consultations. Per IOI#1, a total of 55 interactive consultations, involving Lebanese and Syrians, women and men, were conducted in project areas to identify and prioritize sub-projects, surpassing the end target of 18. These consultations were structured systematically in the 11 unions and comprised five rounds with elected officials, heads of unions, mayors, NGOs, and community stakeholders. Table 2.1: Themes of the Structured Consultations No Consultation Theme 1 Introduced the consultative process, defined funding allocations proportional to the concentration of the displaced population, and prioritized activities under Subcomponent 1A 2 UNHCR, April 2018. Map of registered Syrian refugees by district in Lebanon . Official data at the union or municipal level is not available. Page 10 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 2 Introduced eligibility criteria and pre-assessed expected costs and beneficiaries 3 Built consensus on prioritizing activities for the entire project, especially for Component 2 4 Introduced approaches and eligibility criteria to select activities under Subcomponent 1B 5 Built consensus and prepared action plans for activities under Subcomponent 1B This consultative decision-making platform was the earliest result delivered to address communities’ urgent needs and priorities. As a result of this structured consultation process, per IOI#2, 65% of beneficiaries felt that project investments fully reflected their needs based on the end-of-project beneficiary survey (covering 70% Lebanese and 30% Syrian respondents), outperforming the end target of 50%. Per OI#3, 100% of implemented sub-projects corresponded to the priorities identified by unions of municipalities under the project (as all the sub- projects were identified through consultations), exceeding the end target of 80%. 2a) Addressing urgent community priorities through small-scale, incremental improvements in selected municipal services (Subcomponent 1A, actual cost US$ 3.0 million) Subcomponent 1A successfully delivered quick-win, wide-coverage improvements in municipal services through 117 small-scale, incremental works and equipment to address the urgent needs of Lebanese and Syrian communities3. Per IOI#3, within the first six months after the Grant became effective, 22 emergency service delivery sub-projects were completed or were under implementation to bring visible results to the host and displaced communities, exceeding the end target of 20. Per OI#2, in the first year of Grant effectiveness, over 300,700 conflict affected people (including Lebanese and Syrians) received benefits from the project, surpassing the end target of 80,000 by 276%. These first-year beneficiaries included over 159,300 (53%) female, over 204,400 (68%) host population, and over 96,300 (32%) displaced population, far outperforming the end sub- targets of 40,000, 60,000, and 20,000 respectively. A total of 117 such small sub-projects, including 56 works and 61 equipment, were completed in the 11 unions. Meaningful results were delivered in the four sectors as designed at project preparation: water supply and waste water; solid waste management; roads improvement; and recreational facilities and community centers. To address cross-sectoral issues in municipal services, multi-purpose equipment was also provided. Beneficiaries comprised 75% of Lebanese and 25% displaced Syrians. Water supply and waste water. Prior to the project, water supply in participating municipalities was insufficient. Residents had short hours to access municipal water due to the lack of electricity or storage facilities and had to buy water from private suppliers at an average of US$1,200/household (HH) per year. Water in schools was not potable. Sewage was directly dumped to the river. The project invested in six unions (Baalbek, Tyre, Zahle, Buhaira, Aarqoub, and Jabal el-Sheikh) and achieved the results shown in Table 2.2. Table 2.2: Results of Small-scale Water Supply and Waste Water Investments Outputs Outcomes - 8 generators totaling 1,700 kva - 77% beneficiaries were satisfied with improved water and sanitation; for water pumping; - Provided and distributed 12,423m3/day of municipal water to 124,572 - 3 pumps for wells; beneficiaries, saving US$1,025/HH/year (US$175/HH/year for municipal water - 1 concrete water tank (500 m3); compared to US$1,200/HH/year on average from private suppliers); - 3 plastic water tanks; - Increased the number of hours/day with access to municipal water; - 2 water tank trucks with total - Provided safe, potable water to 13,902 students in 45 schools, improving capacity of 12.5 m3; students’ health and saving US$154/student/year from buying bottled water; 3Allocation of grants to each union under Subcomponent 1A was divided into three categories (i.e., US$300,000, US$250,000, and US$200,000), proportional to the number of displaced Syrians. Page 11 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) - 4,000 m water supply pipes; - Collected 1,500m3/day of sewage from 3,813 beneficiaries and connected to a - 46 water filters; functional waste water treatment plant; reduced water pollution; and reused the - 2,500 m sewer mains treated effluent for irrigation. Solid waste (SW) management. Prior to the project, participating municipalities faced enormous challenges in SW collection, especially after the Syrian crisis. Streets in cities and villages had ubiquitous garbage due to the lack of SW collection and sweeping facilities. The project invested in eight unions (Baalbek, Qayta’a, Ctr. Bekaa, Shafat, Buhaira, Aarqoub, Estiklal, and Jabal el-Sheikh) and achieved the results shown in Table 2.3. Table 2.3: Results of Small-scale Solid Waste Management Investments Outputs Outcomes - 970 garbage containers with - 79% of beneficiaries were satisfied with improved solid waste collection; total capacity of 262,200 Liters; - Collected 79 tons/day of SW for 42,584 beneficiaries, equivalent to - 5 compactor garbage trucks approximately 23% of total solid waste generated in project municipalities; with total capacity of 38m ;3 - Compacted and transported 41 tons/day of garbage to solid waste treatment - 5 skid steer loaders with plants, equivalent to approximately 16% of total solid waste collected in the brooms; project unions, benefitting 68,966 people; - 1 street sweeper - Swept the streets of city centers and villages in project municipalities. Road improvements. Prior to the project, selected roads in participating municipalities were in poor shape. Roads in Sahel and Estiklal were dark at night, leading to accidents, a sense of insecurity, and lack of outdoor activities in the evening. Traffic was congested in Tyre, a UNESCO World Heritage Site, decreasing the city center’s efficiency and impeding visitors from coming to the city. The project invested in seven unions (Qayta’a, Tyre, Ctr. Bekaa, Zahle, Shafat, Sahel, and Estiklal) and achieved the results shown in Table 2.4. Table 2.4: Results of Small-scale Road Improvement Investments Outputs Outcomes - Rehabilitating and paving of - 74% of beneficiaries were satisfied with improved roads and street lighting; 19 segments of asphalt - Enhanced mobility for 62,481 beneficiaries in 14 municipalities by connecting and roads, totaling 5.2 km rehabilitating existing roads to improve access to markets, schools, clinics, (23,650 m2); playgrounds, and community facilities; - 318 street lights; - Street lighting for 9 km of roads for 43,360 beneficiaries to enhance safety and - 2 boom lifts for maintaining access to shops and public spaces at night (with O&M facilities provided by LMSEP); street lights; - Benefitted 81,825 people with improved parking management in the old city of Tyre - 20 parking meters; for efficiency and attractiveness, as part of the Tyre Traffic Management Master Plan; - 10 small pesticide sprayers. - Reduced insects along roads and public spaces in Estiklal. Recreational facilities & community centers. Prior to the project, participating municipalities lacked public spaces for recreational activities. Fences were needed in existing parks to ensure children’s safety. The public hall in Buhaira needed renovation to continue hosting community events. The project invested in three unions (Baalbek, Buhaira, and Sahel), contributing to addressing these challenges and achieving the results as below. Table 2.5: Results of Small-scale Investments in Recreational & Community Facilities Outputs Outcomes 2 - 2 public gardens of 1,750m - 64% of beneficiaries were satisfied with improved parks and public facilities4; in total; - Created public spaces for 4,000 beneficiaries; - Installation of fences in 2 - Enhanced safety in two public gardens, benefitting 4,250 people; 4The satisfaction level was lower than in other sectors, as beneficiaries reported a lack of plants when the survey took place in December 2017. Trees and flowers financed by other sources were planted in September 2018. Page 12 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) public gardens; - Enhanced quality of community events and activities in the community public hall - Renovation of 1 public hall for 2,250 beneficiaries. Multi-purpose equipment for cross-sector municipal services. Prior to the project, participating municipalities lacked basic equipment to maintain infrastructure or provide municipal services. Municipalities had to rent equipment almost every day from private suppliers at an average cost of $40 per hour. The project invested in seven unions (Qayta’a, Tyre, Ctr. Bekaa, Zahle, Shafat, Sahel, and Estiklal) and achieved the results below. Table 2.6: Results of Small-scale Multi-Purpose Equipment Outputs Outcomes - 13 skid steer loaders; - Reduced operating cost borne of municipalities by US$7,200 per year on average5; - 9 dump trucks; - Used the equipment every day; enhanced maintenance and efficiency in municipal - 4 backhoe loaders; services e.g., road maintenance, repairs of pipelines and amenities, maintenance of - 7 multi-purpose mini vans canals, snow cleaning, tree planting, collecting SW, and delivery of supplies for - 1 tractor municipal services. Appropriate operations and maintenance (O&M) arrangements are in place for all small-scale interventions under Subcomponent 1A. For water supply and waste water, assets and equipment were transferred to the regional water authorities for O&M. The water filters are managed by schools, with support from the union which monitors water quality. The parking meters are managed by a contracted private operator. For all other investments, unions and municipalities are responsible for O&M and have adequate staff and budget (see IV.D). 2b) Addressing urgent community priorities through mid-size, critical infrastructure in selected municipal services (Component 2, actual cost US$ 5.9 million) The project delivered significant results through investments in mid-size, critical infrastructure for water supply, solid waste management, and road improvements to six unions of municipalities. Project stakeholders prioritized three mid-size sub-projects through consultations to address their urgent needs in municipal services6. Per IOI#6, 100% of the infrastructure projects under Component 2 were completed, which exceeded the end target of 80% and fully utilized the allocated funds. Per OI#5, this component benefitted a total of over 629,100, people including both Lebanese and displaced Syrians. Solar pumping of water (Grant: US$1.4 million). This sub-project provided cost-effective, clean-energy water supply to Baalbek Union, which had a population of over 176,700 Lebanese and almost 25,000 registered Syrians. At appraisal, the already-stressed municipalities struggled to meet the increasing water demand due to the influx of refugees. With insufficient grid power, municipalities had to use diesel generators to pump wells, resulting in unreliable water supply and high fuel costs. The sub-project installed 11 photovoltaic (PV) pumping stations for 11 of the 24 wells in the union, replacing nearly 50% of the former diesel systems. At closure, the project provided 2.5 million m3 of clean water annually to over 174,200 beneficiaries, equivalent to 31% of the total water demand in the union. Beneficiaries had access to stable municipal water supply for 12 hours per day. By using solar energy instead of diesel, the project resulted in savings of over 2,300 mw/year of fossil energy and reduced the cost of water by 81%, leading to an estimated cost saving of almost US$355,000/year (based on energy-sector data of Lebanon). 5Interviewed municipalities reported renting equipment before for 180 hours/year at a cost of US$40/hour on average. 6Sub-projects under Component 2 were selected through consultations. Given the limited financing envelope, communities did not prioritize community infrastructure (the fourth type as potential categories in the PAD) under this project. Page 13 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Solid waste management plant (Grant: US$2.8 million). The project upgraded the SW treatment plant (SWTP) in Tyre Union, which had a population of over 361,800 Lebanese and almost 31,000 registered Syrians. Prior to the project, the limited capacity of the SWPT was unable to cope with the increased amount of SW due to the influx of the displaced Syrians. Of the 300 tons/day of SW generated in the union, only 75 tons (25%) were treated at the SWTP. The project upgraded the SWPT to increase capacity, and improve sorting, composting and recycling techniques. At closure, the upgraded SWTP was able to treat 150 tons/day of SW, equivalent to 50% of SW generated in the union, and served over 306,400 beneficiaries. The upgraded SWTP was able to compact, compost and recycle more SW, saving land fill costs and generating revenue from selling compost and recyclable products, equivalent to an estimated saving of US$269,000/year as shown in Table 2.7. Table 2.7: Solid Waste Treatment Plant in Tyre Union Item Old Plant New Plant Total solid waste (SW) treated (tons/day) 75 150 Landfill cost per day (US$) 410 315 Percentage SW going to landfill 55% 30% Unit cost of landfill (US$/ton) 10 7 Average O&M cost per day (US$) 1,960 2,544 Revenue from recyclables per day (US$) 169 495 Percentage recyclable SW 7.5% 11% Unit revenue from recyclables (US$/ton) 30 30 Revenue from selling composting products per day (US$) 0 900 Total clean composting products for sale (tons/day) 0 45 Unit revenue from composting products per day (US$) 20 20 Average treatment cost per ton per day (US$/ton) 29 10 Total treatment cost per day (US$) 2,201 1,464 Solar street lighting (Grant amount: US$1.7 million). The project provided solar street lighting in Sahel, Estiklal, and Jabal El-Sheikh Unions for over 100,000 Lebanese and over 47,900 registered Syrians. Before the project, due to the lack of electricity only a few roads in the three unions had street lights, leading to road accidents, a sense of insecurity, and lack of evening activities. The project installed 798 solar street lights in the three unions. At closure, a total of 20 km of roads, equivalent to 7% of all roads in the three unions, had street lighting. Solar lights were installed in locations prioritized by communities (such as roads with high rates of accidents, entrances to municipalities, main streets, access roads to schools and market places, and streets around public, religious, and sports places), and benefitted almost 148,500 people. Interviews with the heads of unions, mayors, residents and business owners highlighted the transformational impacts of the solar lights. For example, the number of severe or minor accidents per night on the road between the two main municipalities was reduced from five to zero. Some shops opened an extra three hours every evening. Many more people went out at night to the main streets and public spaces. School children, especially Syrians who were at school during the afternoon shift, were able to go home safely after sunset. Residents reported an increased sense of security at night. Moreover, compared to the sodium lights (under the business as usual scenario), the 798 solar lights led to an estimated saving equivalent to 351 mw/year and over $52,700/year of energy costs to the unions. O&M. Table 2.8 summarizes the O&M arrangements for the mid-size sub-project assets. Page 14 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Table 2.8: O&M Arrangements for Mid-Size Infrastructure Mid-size O&M entity O&M cost O&M budget Other O&M measures infrastructure Water supply Bekaa regional Cleaning PV panels Water fee of Fences and surveillance cameras were – solar water once every 4 US$175/HH per year; installed; pumping stations were pumping in authority months and regular budgets of water sheltered with locks; design consultants Baalbek jointly with O&M at authority and union trained O&M engineers and will union US$600/month per for municipal O&M continue providing advice as needed station Solid waste Private Additional EU grant Power, staff, landfill Surveillance cameras were installed; management operator hired cost, and other secured for the union contractor provided handover training – SWTP in by the union O&M cost to cover full cost of to the operator and will continue Tyre O&M of the SWTP for providing advice as needed three years Roads Unions and Change of batteries, Budgets of unions and Batteries were installed high above the improvement municipalities fixtures, controllers, municipalities for ground to prevent stealing and – solar lights and regular O&M, municipal O&M vandalism; boom lifts available; 2 in Sahel, equivalent to technicians from each union were Estiklal, Jabal US$1,052/month trained; O&M manual provided; design El-Sheikh per union consultants will provide advice 2c) Addressing urgent community priorities through community social interventions (Subcomponent 1B, actual cost US$0.6 million) The project achieved fruitful results through community social interventions involving both the Lebanese and Syrians. As recognized by all project stakeholders7, community social interventions were urgent and indispensable to complement municipal services as well as to support the long-term objective of enhancing social cohesion and living conditions. After the refugee crisis, the already-stressed state faced severe challenges, e.g., weak environmental management, youth and female unemployment, lack of meaningful activities for children, lack of basic community health services, and social tension. Based on consultations, communities prioritized 12 social interventions round five themes - environmental awareness, employment training, skills training, health, and social cohesion – for both Lebanese and Syrians, with a focus on women, youth, and children. With the active participation of 16 local NGOs, UNESCO, and with strong support from CDR and the local governments, all 12 social interventions were satisfactorily completed. Per IOI#5, 100% of project unions implemented at least one social activity, surpassing the end target of 80%. All participating NGOs were well- established in Lebanon. Based on interviews and the summary reports of NGOs, the social interventions financed under the project were part of their larger, long-term programs, and thus ensured sustainability after the project. Project results on community social interventions are summarized in Table 2.9. Details are presented in Annex 8. Table 2.9: Results of Project Community Social Interventions Outputs Outcomes Environmental awareness (Central Bekaa, Jabal el-Sheikh, Shafat, and Tyre Unions) - 64 training sessions on sorting, recycling and - Increased environmental awareness among 16,500 children and reusing of solid waste, as well as reforestation; 333 teachers from 86 schools; 6,210 Lebanese youth; 3,850 Syrian youth; 3,085 housewives; and 850 men; 7 Donors, CDR, heads of unions, mayors, residents, NGOs, and the World Bank team Page 15 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) - 442 environmental awareness campaigns for - Created 30 jobs; school children, youth, women, and men; - Trained 58 trainers Employment training (Estiklal and Qayta’a Unions) - 123 vocational training sessions on - Provided certified vocational training for 240 young people, professional sewing, business operations, IT, women and men, including Lebanese, Syrians, and disabled; accounting, management, and communication - 18 trainees found jobs shortly after the training Skills development and learning programs (Bukaira and Baalbek Unions) - 531 training sessions and workshops on - Improved a variety of skills for 1,518 trainees including female and crafts, art, tailoring, knitting, foreign languages, male, Lebanese and Syrians, children, youth, and adults; culture, IT, academic subjects, and sports; - Improved the training facilities for trainees; - 120 classes on science, math, environment, - Created 2 jobs; health, conflict resolution - Supported the unions’ strategic plan in learning programs Health services (Zahle, Sahel, and Arkoub Unions) - Provided 1 mobile clinic and its initial O&M, - Provided affordable medical services to 6,335 patients including serving remote municipalities; women and men, children, Lebanese and Syrians who were unable - Supplied equipment for 1 clinic focusing on to access basic medical services before the project; poor women; - Indirectly benefitted 247,415 Lebanese residents and displaced - Provided 1 ambulance; Syrians with access to basic health services - 314 training and community outreach - Trained 35 women in medical care; sessions on health - Created 9 jobs. Social cohesion for Lebanese and Syrian children (all the 11 participating unions) - Organized a 3-month highly collaborative art - Strengthened social cohesion among Lebanese and Syrian children program among 500 children from 22 schools and participants through interactive, collaborative art program; in 11 unions, including both Lebanese and - Art works were exhibited in Beirut and Washington DC, raising Syrians, in partnership with UNESCO public awareness on the crisis and social cohesion; won the World Bank Vice President Award Justification of Overall Efficacy Rating Measured by the project indicators and supporting evidence as presented above, the operation fully achieved or exceeded its objective. Urgent community priorities in selected municipal services were identified and satisfactorily addressed in areas most affected by the influx of Syrian refugees. Results data and the beneficiary survey explicitly focused on the impacts from this operation and confirm the full achievements of the project in meeting the PDO. The overall efficacy is therefore rated High. C. EFFICIENCY Assessment of Efficiency and Rating Rating: Substantial The ex-post economic efficiency analysis8 for LMESP showed that the economic benefits of the project were substantial. Economic analyses were carried out on 79% of total investments under LMESP through cost-benefit 8The project did not carry out ex-ante economic analysis due to its emergency and consultative nature. Methods for the economic analysis were set at appraisal. Thus, economic analysis was only conducted at project completion. The ex-post economic analysis presented in II.C and Annex 4 is based on the methods established at appraisal. Feasibility studies were satisfactorily conducted for all sub-projects by CDR. For Component 1 (small) investments were technically audited by an independent auditor and compliance was verified; Annex 4 presents the cost-effectiveness analysis for 67.7% of the small investments on works and equipment. For Component 2, cost benefit analyses were Page 16 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) analysis, cost-effectiveness analysis, and cost comparison. The results show high or substantial economic rates of return, including under adverse scenarios, as well as value-for-money. Project investments also generated employment opportunities and other economic benefits for both Lebanese citizens and Syrian refugees. A summary of the analysis is presented below. Details of the economic efficiency analysis are presented in Annex 4. Internal Rates of Return (IRR) estimates for interventions amounting about 65% of investment funds range from 108% for water filters in schools to 19% for road rehabilitation. Thus, the interventions are economically viable. Sensitivity analyses indicate that all interventions remain economically viable even under scenarios of a 20% increase in capital costs, a 20% reduction in benefits, and a combination of both (see Annex 4). Table 2.10: Summary of Economic Benefits of Representative Project Interventions under LMSEP Intervention Proportion of overall Beneficiaries NPV (US$) IRR (%) Cost per investment cost (%) (number) beneficiary (US$) Solar pumping stations 14 174,230 2.9 million 25 8.09 Upgrades to solid 28 306,456 17.2 million 53 9.14 waste treatment plant Solar street lights 17 148,477 Not available 27* 11.25 Water filters in schools 1 13,902 1.0 million 108** 10.29 Concrete water tank 1 5,033 342,470 92** 11.67 Parking meters 1 81,825 359,000 48 1.65 Road rehabilitation 3 62,481 Not available 19-33* 4.83 * Based on estimates from other similar World Bank-financed projects (see Annex 4) ** High IRR because of large cost saving of households from buying bottled water or water from private suppliers Equipment purchased under LMESP was cost-effective when compared with similar equipment under other Bank-financed projects in the Middle East. See Annex 4 for details. The positive benefits for local economic development are highlighted in II.E below. The ‘With and Without Project Scenarios’ are presented in Annex 4. The procedures adopted by the implementing agency have resulted in value for money from investments. Investments were prioritized through a highly participatory process that involved 55 consultations with stakeholders. Nearly all contracts were procured through competitive methods per the Bank’s procurement guidelines. In line with the flexibility allowed by OP8.00, two contracts under Subcomponent 1A were awarded to competitively selected contractors who were concurrently mobilized for the CHUD project to maximize efficiency. Prices paid for equipment were in line with national norms. Collectively, these procedures provided reasonable assurance that investments in unions and municipalities offered value for money. Administrative efficiency was substantial. The original project period of 3.5 years required an extension of six months to allow high-quality completion of project activities as per the original design. The entire Grant of US$10 million was fully disbursed. Five percent of the Grant was used for project management to undertake systematic consultations and a beneficiary survey, as well as to maintain a fully functional PMU. D. JUSTIFICATION OF OVERALL OUTCOME RATING This is a project with innovative features of community consultations with both the host community and the Syrian refugees, that was prepared and implemented under emergency procedures in difficult country conditions. Based on the discussion above and the ratings of High for Relevance of PDO and efficacy, as well as conducted for all sub-projects as shown in Annex 4. Other tangible and intangible benefits are described in II.B, II.E, Annex 4, and Annex 8. Page 17 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) the rating of efficiency as Substantial, the overall outcome of the project is rated Highly Satisfactory. E. OTHER OUTCOMES AND IMPACTS Mobilizing financing for municipal services from other donors. This pilot project created a ripple effect. During implementation, the successful launch of LMSEP mobilized US$79 million from the Kuwait Fund and US$10 million from the Arab Fund to scale up municipal service delivery in Lebanon and meet the extensive demands submitted by unions and municipalities, utilizing the mechanisms piloted by this project. The project also mobilized an additional EU grant to operate the SWTP built under LMSEP. In addition, project unions and municipalities invested over US$275,000 from other sources to complement project investments (e.g., associated infrastructure, accessories). Job creation and local economic development. The project created over 21,000 workdays of permanent employment per year for Lebanese workers and over 25,600 non-permanent workdays per year for Syrian workers in operating the infrastructure and equipment (see Borrower’s ICR Annex II for details). All 46 contracts were awarded to local contractors, suppliers, and consultants, thus contributing to the local economy. Subcomponent 1B invested directly in employment and skills training that likely contributed to more jobs. Focus group discussions under the beneficiary survey and interviews during missions highlighted that infrastructure improved under the project contributed to better operation of local businesses. Public-private partnership. The mid-size solar pumping and the solar panel sub-projects were completed under design-build contracts (the first of such by CDR) that enhanced the sub-projects’ quality and empowered the private sector. The solid waste treatment plant and parking meters in Tyre are operated by the private sector, which have improved management efficiency and the sustainability of assets. Climate change co-benefits. Project investments in mid-size solar systems contributed directly to meeting national targets from solar pumping and solar lighting in the National Renewable Energy Action Plan (2016- 2020)9. These investments resulted in an estimated 1,500 tons/year reduction in CO2 emissions from solar pumping compared to diesel-based power. Compared to sodium lights (the business as usual scenario), the solar lighting system reduced over 400 tons/year of CO2 emissions. The project completed the largest-ever public solar pumping investment in Lebanon. Moreover, the project’s success and dissemination inspired many other unions and municipalities to plan for similar solar systems. Environmental impacts and energy efficiency. The project brought significant environmental benefits by: reducing the dumping of solid waste and waste water without treatment; enhancing the composting and recycling ratio to reduce solid waste; and raising environmental awareness. Beneficiaries reported that the introduction of solar energy reduced the use of diesel generators and thus reduced air pollution. The mid-size solar lighting directly contributed 9% to meeting the national target on energy-efficient street lamps under the National Energy Efficiency Action Plan (2016-2020)10. Citizen engagement (CE). The project pioneered and mainstreamed CE in municipal services at the level of municipalities and communities (see II.B-1). CE was considered successful by CDR, unions, and municipalities. The Mayor of Tyre, for example, found CE an important mechanism introduced by the project, and feedback obtained from CE laid the foundation for positive, sustainable results to meet citizens’ needs. The project also 9 Targets were set for decentralized PV installation by sector. The solar pumping subproject consisted of 1.4 mw PV panels, equivalent to 28% of the realistic target (5 mw) for the public or municipal sector. The solar lighting subproject consisted of 213 kw PV panels, equivalent to 4% of the realistic target (5 mw) under the street lighting sector. 10 The fourth action in the Action Plan “setup and implement a plan for public street lighting” targeted at replacing 9,000 st reet lamps with energy-efficient lights by 2020. Page 18 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) completed a beneficiary satisfaction survey from Lebanese and Syrians, the first such survey in Lebanon, to gather communities’ feedback and close the CE loop. Gender and youth. Five of the six beneficiary-related results indicators were gender disaggregated and showed that over half of the beneficiaries were female. The current CPF identifies this operation as one of the four projects with a strong gender focus. Women reported significant benefits from improved services through the beneficiary survey. As discussed in II.B-2c, Sub-component 1B specifically focused on women, youth, and children through engaging NGOs with relevant expertise and prior experience. Institutional strengthening. Component 3 invested in project implementation support, resulting in a fully- functional PMU and well-organized consultations. The mechanisms established under LMSEP continue to be used by the PMU in other municipal service projects. Through the project, unions and municipalities have become more experienced in engaging communities to identify priorities, and to work on service delivery with the national government, the private sector, and donors. Social cohesion. The project contributed to the long-term objective of reducing tensions from the refugee crisis and enhancing cohesion through inclusive delivery of municipal services to both the host and the displaced communities. Sub-component 1B delivered awareness raising, training, and health services to both communities in the same spaces and facilitated closer interactions between the Lebanese and the Syrians. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME A. KEY FACTORS DURING PREPARATION11 Clear, achievable, and responsive PDO. The PDO was clearly set and was appropriately ambitious given the challenging context. It responded to the urgent priorities in the FY11-14 CPS, the Roadmap, and the Economic and Social Impact Assessment of the Syrian Conflict. Well-structured, sequenced, informed, integrated, and flexible project design. Project design was well structured, with appropriate sequencing of tasks, logical blending of small, quick-win municipal services with mid- size, critical infrastructure to gain credibility with communities and municipalities, while delivering both short- term and longer-enduring gains. The design incorporated relevant global lessons of engaging municipalities and citizens, benefitting both refugees and host communities, and allowing flexibility. The design integrated physical and social interventions to address the multi-dimensional challenges of the fragile, stressed country context during the refugee crisis. Given the emergency and the need for consultations, the project adopted an effective framework approach that allowed flexibility during implementation. Appropriate identification of areas most affected by the refugee crisis in a data-scarce context. Given the lack of census data and the emergency, the project identified areas that were most affected by the influx of refugees. Project unions were appropriately selected (see II.B for identification of project areas). Adequate risk identification and mitigation. The overall risk to achieving the PDO was appropriately rated substantial. The main risks were correctly identified as stakeholder risk (given the political inertia and fluidity) and the technical risk (given counterpart procedures and the pilot consultative approach). These risks were adequately mitigated by maintaining a high-level engagement on the agenda and by streamlining consultations. Institutional arrangements and readiness for implementation. The project design required experience of 11 Key factors on M&E and results framework are in IV.A. Page 19 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) working with municipalities and managing multi-sectoral projects. The CDR, which has adequate project management systems and a track record of implementing donor-funded projects (including the Bank-financed CHUD project that engaged municipalities), was appropriately chosen. The adoption of emergency-response procedures and the complete procurement plan at appraisal resulted in higher levels of readiness and efficiency. B. KEY FACTORS DURING IMPLEMENTATION Despite delayed effectiveness of the Grant, the project started delivering tangible results within a year of effectiveness. The Grant Agreement was signed in September 2014 and the Grant was declared effective in February 2015. By December 2015, Subcomponent 1A was fully committed, and the consultations for sub- projects under Components 1B and 2 were concluded. By March 2016, the project started delivering tangible results to host communities and refugees through the implementation of Sub-component 1A. Moreover, savings from competitive bidding were fully utilized in the same unions for additional equipment and works. The consultative approach, which was critical in identifying urgent community needs in a post-crisis context, took time and led to initial implementation delays. Consultations were implemented by the PMU for the first time and thus required hiring of social experts to assist the PMU. Consultations for Subcomponent 1B were conducted in 2015 and brought together 160 local NGOs, with the scope covering relevant topics such as women’s rights and skill development, environmental awareness, health care, education, scouts, children’s collectives, and community recreation. Similarly, for Component 2, consultations were effectively organized. The decentralized decision-making approach through consultations allowed communities and municipalities, through their unions, and in collaboration with their constituents, to identify their most urgent needs. A robust screening process was in place to select sub-projects. After gathering community priorities through consultations, sub-projects were selected through a screening process. The selection process for sub- projects included: administrative screening according to criteria in the operations manual12; and technical and operational screening. Of the 26 proposals submitted through consultations, 18 were selected for subsequent screening and eleven proposals13 were selected for award under Subcomponent 1B; these sub-projects covered all the unions. Similarly, following consultations, a total of nine mid-size infrastructure proposals were evaluated based on a combination of pass/fail and score-based criteria14 and three sub-projects were selected under Component 2. The screening facilitated the selection of the most relevant and technically sound sub-projects. Meaningful partnerships were established with line ministries and other agencies, as needed, for quality implementation and operation of sub-projects. The PMU, with support from the Bank, ensured coordination with relevant line ministries when needed. For example, for solar pumping and solar lighting (Component 2), the Ministry of Energy and Water was consulted and supported CDR in designing the project and providing oversight during implementation through the Lebanese Center for Energy Conservation (LCEC). The Department of Traffic in the Ministry of Transportation was involved in the installation of parking meters in Tyre. Despite implementation delays, by the end of the project disbursements reached 100%. In addition to initial delays in effectiveness and the time taken for consultations, the implementation of Component 2 was also delayed due to (i) approvals required for some sub-projects from other government entities; (ii) challenges in 12 The key criteria included: eligibility of NGO as indicated by registration, administrative procedures, financial reports, etc. and implementation timeline for the proposed activity, etc. 13 Proposals from Zahle and Sahel Unions did not meet the initial deadline and were provided with extension to submit their proposals. 14 The criteria included among other things, project cost within the ceiling specified (pass/fail), any other agency working on the project/duplication (pass/fail), complexity of legal arrangements (pass/fail) and scoring system for following criteria – implementation time-line, beneficiaries, unions benefitting from the activity, alignment with national policies, job creation potential, commitment for O&M, complementary initiatives, and feasibility design availability. Page 20 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) securing land for the sorting facility for the originally selected solid waste sub-project, which was then replaced by solar street lighting in urban areas in the same unions; and (iii) the lengthy decision-making processes (e.g., each variation order in procurement had to go through the CDR’s board for approvals). These issues were resolved in a timely manner with due diligence from the client and support from the Bank team (see IV. C). The project was closed with only a six-month extension of the Grant closing date, which was required to complete the remaining activities satisfactorily15. Given the volatility of the security situation in the country and the region, a 6-month extension of the Grant closing date was required to complete all activities. This also allowed the client to put in place necessary O&M arrangements for completed sub-projects. IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME A. QUALITY OF MONITORING AND EVALUATION (M&E) M&E Design The outcome indicators were well designed to measure the achievement of the PDO and the intermediate outcome indicators were clearly measurable and time-bound. The RF comprised six PDO indicators and six IOIs (i.e., at least one for each component, in addition to a few process indicators). The RF included a combination of indicators that measured progress and achievements in the first year of effectiveness (recognizing the need to provide immediate relief), and others that measured progress throughout the project (see footnote 1). The definitions and methodology to collect data for each indicator were clear. The PDO indicator that measured direct beneficiaries was calculated, based on how many people would directly benefit (e.g., for a water pump, by measuring how many people can benefit directly from the additional water supply, based on the capacity of that particular water pump). However, since most municipal services were non-exclusionary, and brought benefits to a larger beneficiary group indirectly, the indicator measuring indirect beneficiaries was introduced in early 2016 to capture the total population of the municipalities and union of municipalities where at least one activity was implemented, and to differentiate them from direct beneficiaries. The indirect beneficiary indicator was disaggregated into host population and refugees. In addition, the indicator measuring the number of conflict affected people receiving benefits in the first year of Grant effectiveness provided information on how well the emergency services were delivered and urgent needs were met. Annual targets from PDO indicators were well. The targets were defined at appraisal, based on similar projects, taking into account the emergency nature and the fragile, constantly changing situation on the ground. Due to the demand-driven, framework approach of the project, targets for beneficiaries of mid-size rehabilitated/constructed infrastructure were to be defined during implementation. All target values remained unchanged, except for the target of the indicator ‘Conflict affected people receiving benefits in the 1st year of project effectiveness’, which was increased from 60,000 to 80,000 in February 2016 (see Annex 1). Institutional responsibility for M&E was clearly established, with the PMU given overall responsibility to collect information from the unions and municipalities where the activities were planned. M&E Implementation M&E systems were implemented as per the original design. The PMU took prime responsibility for the required arrangements for M&E. Data sources and responsible agencies for data collection were defined for all indicators. 15 Since there was no major change for LMSEP, a mid-term review (MTR) was not carried out to focus on achievement of the PDO. Page 21 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) The data was collected, and indicators were updated as per the agreed frequency. Semi-annual progress reports on key activities, progress, and results were prepared by CDR and were submitted to the Bank on time. In addition to the results framework, with the Bank team’s support, the PMU developed a system of capturing information on each equipment, works, and social interventions financed by the project. By the end of the project, the PMU had developed a full database of the 132 sub-projects under LMSEP. The database included the specifications of works or equipment, locations, beneficiaries, results, etc. Information collected through this database was then fed into the RF for reporting on OIs and IOIs and provided additional information on results. A beneficiary feedback survey was conducted that fed into two indicators. At appraisal, no baseline survey was carried out due to the emergency and demand-driven nature of the project. A well designed ex-post survey was carried out. The survey sample included not only Lebanese, but also displaced Syrians (i.e., 70% Lebanese population and 30% Syrians). The survey yielded positive results (Annex 7). M&E Utilization The semi-annual reports, the database on sub-projects, and the RF were utilized to monitor project progress and furnish reports to donors. The M&E system was comprehensive and provided the status on progress. For example, implementation delays in Component 2 affected the indicator on direct beneficiaries and remedial measures were put in place to expedite the work on this component. The M&E system also contributed to the decision on extending the closing date. In addition to utilization of the M&E system by the implementing agency for internal monitoring, the progress reports were shared regularly with the donors. The results were also showcased in dissemination such as the Bank’s featured story on this project16 and in the International Beirut Energy Forum17. Justification of Overall Rating of Quality of M&E The overall rating of Quality of M&E is Substantial based on the discussions above on M&E design, implementation, and utilization. B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE Environmental Safeguards. The Project triggered OP 4.01 (Environmental Assessment) and was classified as Category B. An ESMF was prepared for LMSEP, cleared by the Bank, and was disclosed by appraisal. The ESMF included an environmental and social screening tool for sub-projects in order to: exclude all Category A interventions; identify sub-projects that require the preparation of a safeguards instrument; and the type of instrument needed. The ESMF also identified the type of risks/impacts and mitigation measures that should be taken for each type of sub-project and included a generic Environmental and Social Management Plan that specified the minimum requirements for civil works sub-projects. The implementing agency successfully classified sub-projects according to the ESMF screening tool, and Category A sub-projects were excluded. Screening forms were prepared for all sub-projects and none required the preparation of a safeguards instrument18, except for the SWTP facility. For the SWTP, a comprehensive ESIA was prepared, consulted, cleared by the Bank and approved by the Ministry of Environment. The ESIA addressed environmental and social risks/impacts and included measures to mitigate and monitor those impacts; it also included institutional 16http://www.worldbank.org/en/news/feature/2016/07/14/helping-lebanese-communities-cope-with-syrian-refugees 17https://www.youtube.com/watch?v=9b366tKRs98&t=12s. 18 Subcomponent 1A purchased ten small pesticide sprayers for controlling insects along the streets and had negligible environmental impacts. Therefore OP 4.09 on pest management was not triggered. Page 22 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) arrangements and capacity building requirements to implement those measures. Environmental safeguards performance was consistently rated satisfactory during implementation. Social Safeguards. The project triggered OP 4.12 (Involuntary Resettlement). A Resettlement Policy Framework (RPF) was prepared for the project based on the requirements of OP 4.12 and relevant Lebanese laws and regulations. It was cleared by the Bank and disclosed in Arabic and English by appraisal both locally and on the World Bank’s external website. The RPF identified procedures and measures to be put in place in case of impacts on squatters or encroachers or the involuntary taking of land. The overall safeguards performance was consistently rated satisfactory throughout project implementation. Procurement. All contracts were procured based on the Bank’s Procurement and Consultant Guidelines. The project was prepared under OP8.00 (Rapid response to crises and emergencies), which enabled CDR to award two contracts to contractors who had already been selected competitively under the CHUD project. A total of 46 contracts for works, goods and consultancy services were procured and successfully implemented (16 small-scale works, equipment and related consultancy contracts under Subcomponent 1A; 12 contracts with NGOs and UNESCO, and three other contracts under Subcomponent 1B; seven contracts under Component 2; and eight consultancy contracts under Component 3). Procurement plans were prepared and adhered to diligently. Prior and post reviews19 carried out by the Bank found that procurement processing and contract management were overall satisfactory. Recommendations provided by the Bank were taken on board (for example, technical specifications of equipment were upgraded as per Bank recommendation to reduce O&M costs). The reviews also recommended streamlining procurement processing within CDR. In addition, the CDR was recommended to balance risks between the contracting parties, especially given the currency fluctuation. These were discussed extensively at successive missions and where possible, mitigation measures were taken, e.g., expected delays were integrated in procurement planning and contracts were amended when the risks were unfairly borne by the contractor (such as currency exchange risk). The complaint mechanism was in place and the complaint received on the Baalbeck solar pumping contract was resolved in 90 days. Financial Management (FM). Adequate FM arrangements were in place during project implementation to ensure proper use and accountability of project funds. FM performance was satisfactory throughout the life of the project. A dedicated financial officer, financed by the grant, was assigned to the project, due to the large number of small contracts. Audits were carried out by an independent auditor and the audit reports were submitted to the Bank on time. All audit reports had unqualified clean auditor’s opinions. Interim Un- Audited Financial Reports (IUFRs) were acceptable and provided on time. The project experienced some delays in disbursement as funds were requested to flow through the MoF treasury account to the project Designated Account. The overall FM performance is rated satisfactory. C. BANK PERFORMANCE Quality at Entry The Bank mobilized resources efficiently and responded quickly to the strong, strategically relevant demand for support to address the emergency related to the severe refugee crisis. This project was the first under LSCTF and was one of the earliest engagements on forced displacement after the Syrian crisis. The project was processed under OP8.00 and took less than five months from initiation to the Regional Vice President’s approval. 19Cumulatively, the successive Post Procurement Reviews included 5 contracts (19%) of goods, works, and consultants for a value of US$3.5M (67%), out of 27 eligible contracts (US$5.2M) for post review. Page 23 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) The Bank mobilized a multi-disciplinary team and worked in a collaborative manner under a fragile, fragmented environment to enhance the quality of project design and to address poverty, gender, and social development aspects of service delivery. To tackle complex challenges, the Bank team comprised experts in urban development, civil engineering, energy, safeguards, procurement, financial management, disbursement, M&E, legal, local governance, human development, conflict, and social cohesion. The project incorporated poverty, gender, and social dimensions in municipal services, as these were particularly important in the emergency response to the refugee crisis. The Bank also brought together the client, the LSCTF, donors, and other development partners (e.g., UN agencies) to coordinate and build consensus for the project. The Bank team managed the project design in a comprehensive manner. Given the emergency nature and fragile context of the project, the Bank team: (i) brought development partners together to define the project scope; (ii) incorporated global lessons in the design; (iii) adopted a framework, consultative approach; (iv) established comprehensive criteria and operational mechanisms for consultations and sub-project selection; (v) used appropriate framework instruments for environmental and social safeguards assessments and compliance; (vi) conducted adequate fiduciary and institutional assessments; (vii) reached agreement on the procurement packages to increase the implementation readiness of the project, especially for small works; (viii) proposed methods for economic analysis during sub-project selection; (ix) identified risks correctly and incorporated appropriate mitigation measures; and (x) facilitated the design of an appropriate M&E system (see III.A and IV.A). Quality of Supervision The Bank provided hand-holding support to the PMU to take key decisions in a timely manner and expedite implementation, particularly in following areas: (i) brought together different stakeholders and facilitated discussions to expedite implementation; (ii) developed a progress reporting mechanism through project sheets to monitor progress, quality, and results of each sub-project; (iii) provided technical support for hiring NGOs for community activities under Subcomponent 1B, including guidance on templates for NGO contracts and payment terms; (iv) provided technical support to facilitate a timely decision on replacing a proposed solid waste treatment sub-project under Component 2 by a solar street lighting sub-project in the same unions due to unavailability of land; (v) shared sample questionnaires for the beneficiary satisfaction survey and guided the sampling and survey methods; (vi) conducted extensive training for the PMU on fiduciary and safeguards topics; and (vii) worked closely with the PMU and provided detailed guidance that contributed to the project’s satisfactory compliance of safeguards and fiduciary requirements. The Bank also played a key role in ensuring that O&M arrangements were in place for sustaining project investments (see II.B). The Bank mobilized additional support to help the client achieve the PDO, with a consistent focus on development impact. Subcomponent 1A generated numerous sub-projects in dispersed locations; Subcomponent 1B generated a number of transactions with some delays in payment to NGOs due to administrative processes; and the mid-size infrastructure under Component 2 was complex. To address these challenges, the Bank enhanced technical support to the implementing entity in engineering (Subcomponent 1A and Component 2) and in social development (Subcomponent 1B). Local consultants and Bank experts were mobilized to provide technical guidance and frequent supervision to expedite implementation. A combination of in-country implementation support missions, video-calls, and mobilization of local consultants helped troubleshoot in a timely manner and devise quick resolution for bottlenecks. A total of 11 implementation support missions, comprising core team members, were conducted over the four years of implementation. Eleven thorough, candid, and timely implementation status reports were produced. To help expedite implementation progress that was delayed in the initial period, the task team arranged frequent video conferences and fielded additional missions. The team’s efforts of bringing colleagues with diverse expertise, as Page 24 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) well as getting different stakeholders onboard, was critical in achieving results on the ground. In addition to high-quality supervision support, the Bank also worked with the clients to enhance the visibility of LMSEP. The project was featured on the Bank’s homepage twice and three short videos were produced20 by young Lebanese film makers under the Bank’s guidance. One social cohesion activity was exhibited in Beirut and Washington DC and attracted a broad audience (Annex 8). The project received two Bank awards: FY18 Sustainable Development Vice Presidency Unit Award, and the FY18 Mashreq Excellence and Innovation Award. Justification of Overall Rating of Bank Performance Bank performance is rated Highly Satisfactory based on the discussions above on Bank Performance in Ensuring Quality at Entry and Quality of Supervision. D. RISK TO DEVELOPMENT OUTCOME The O&M arrangements are appropriate, but risks exist in maintaining development outcomes. All project unions and municipalities have appropriate O&M arrangements in place to sustain project outcomes, as discussed in II.B. Unions and municipalities were empowered through the project and plan to seek funds to expand/maintain the quality of service delivery after the project. However, the political and macroeconomic instability in Lebanon, national fragility and regional security issues, and fiscal constraints pose risks to maintaining the development outcomes. The impact of the refugee crisis is massive, and despite the project’s achievements, it will continue to add pressure to the already-stressed country and municipalities in terms of service delivery. Close follow up from the central government and from the Bank/donor community is needed to address the sustainability of project outcomes. V. LESSONS AND RECOMMENDATIONS An integrated approach that targets both host communities and refugees, and combines place-based and people-based methods, is critical when designing an emergency response. The majority of the displaced Syrians have settled amidst Lebanese communities and many of these host communities are already poor and underserved. Traditional humanitarian support on addressing the needs of refugees has often resulted in heightened tensions between the host communities and refugees. The shift in locating refugees from dedicated camps to regular urban settlements also means that traditional humanitarian response with a focus on creating a parallel assistance system solely for refugees may not be the best solution. LMSEP therefore adopted a development-oriented ‘place-based’ response of improving services and infrastructure in the urban areas that are most affected by the refugee crisis, benefitting both host communities and refugees. The project also combined ‘people-based’ social interventions. LMSEP exemplifies a humanitarian-development nexus, which is critical for an emergency response. Local authorities are on the frontlines of emergency responses. The local authorities play the main role in managing the increased demand for services, jobs and the rise of social tensions due to the rapid influx of refugees. For a successful intervention for effective emergency response, it is critical to intervene at the local/municipal levels. The project worked closely with local governments through CDR in identifying and 20See footnote 18 and 19. https://www.youtube.com/watch?v=Oc7tOrLFgnY; http://www.worldbank.org/en/news/feature/2017/11/09/butterfly-promoting-peace-through-arts Page 25 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) responding to local needs. Through this process, the project also built the capacity of the local governments in establishing an inclusive decision-making mechanism, as well as in implementing community-level sub-projects. A consultative and framework approach, rather than relying on a centralized plan of pre-defined solutions, works effectively in implementing local solutions in emergency situations. The combination of a consultative decision-making system and a framework approach adopted by the project was critical in identifying the needs of communities and in responding to these needs in a rapidly changing context. The decentralized, participatory approach also resulted in high ownership and satisfaction from beneficiaries, though sufficient time needed to be allocated for an effective consultative process. Defining the scope of the project clearly and allowing for flexibility facilitated the successful achievement of results. Both quick wins and mid-/long-term improvements are necessary to restore trust and the social contract. In an emergency context, where there is mounting pressure and perceived competition over resources and services, quick, visible improvements in municipal services were critical for building trust in local authorities. On the other hand, mid-size, developmental solutions, though taking longer time to prepare, provided larger, more lasting impacts. The two-pronged approach adopted by the project was a meaningful model, as evidenced by high beneficiary satisfaction. Social interventions are as important as physical interventions for ensuring the socio-economic recovery of the most affected communities. Social interventions were core elements of the project design, along with service delivery. Social activities under LMSEP intentionally engaged both Lebanese and Syrians, including a unique opportunity for Lebanese and Syrian children to co-create. Such interactive processes served as an instrument to reduce social tensions through avenues for communities to understand each-other’s culture. Moreover, while competition over jobs oftentimes is a driver of tensions, social initiatives such as skills training and learning programs under LMSEP were beneficial in mitigating such tensions. Further, social initiatives complemented physical investments (e.g., solid waste improvements paired with environmental awareness on recycling), resulting in sustainable developmental impacts. Other lessons include: (i) Bank operational policies that allow certain flexibility and exceptions in the Bank procedures are beneficial in emergency contexts such as natural hazards, man-made disasters, or conflicts (see II.C, IV.B, and IV.C); (ii) taking advantage of established institutional arrangements facilitated effective emergency response (see III.A); and (iii) close Bank implementation support played a critical role in achieving results despite the difficult country context (see IV. C). . Page 26 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS A. RESULTS INDICATORS A.1 PDO Indicators Objective/Outcome: To address urgent community priorities in selected municipal services, targeting areas most affected by the influx of Syrian refugees. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Direct project beneficiaries Number 0.00 300000.00 475692.00 19-Jun-2014 29-Dec-2017 29-Jun-2018 Female beneficiaries Percentage 0.00 50.00 53.00 19-Jun-2014 29-Dec-2017 29-Jun-2018 Comments (achievements against targets): 159% Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Conflict affected people Number 0.00 60000.00 80000.00 300712.00 receiving benefits in 1st year of project effectiveness 19-Jun-2014 29-Dec-2017 12-Feb-2016 29-Jun-2018 Conflict affected ppl Number 0.00 30000.00 40000.00 159377.00 Page 27 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) receiving benefits in 1st yr 19-Jul-2014 29-Dec-2017 12-Feb-2016 29-Jun-2018 of proj. effectiveness– female Conflict affected ppl Number 0.00 40000.00 60000.00 204408.00 receiving benefits in 1st yr of proj. effectiveness – host 24-Jul-2014 29-Dec-2017 12-Feb-2016 29-Jun-2018 population Conflict affected ppl Number 0.00 20000.00 96304.00 receiving benefits in 1st yr of proj. effectiveness – 19-Jul-2014 29-Dec-2017 29-Jun-2018 refugees Comments (achievements against targets): 376%. The end target was increased from 60,000 to 80,000 in February 2016 based on initial feedback from consultations. The final achievement, measuring beneficiaries of Subcomponent 1A, far exceeded the target as larger number of small subprojects and reinvestment of grant savings on subprojects reached a higher number of beneficiaries compared to initial estimates. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Share of implemented Percentage 0.00 80.00 100.00 subprojects that correspond to the priorities identified by 19-Jun-2014 29-Dec-2017 29-Jun-2018 unions of municipalities Comments (achievements against targets): 125% Page 28 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Beneficiaries reporting Percentage 0.00 50.00 71.50 improved level of sanitary and/or mobility conditions, of 19-Jun-2014 29-Dec-2017 29-Jun-2018 which women Comments (achievements against targets): 143% based on a comprehensive beneficiary satisfaction survey. Women represented 53 percent of the sample, in line with the gender distribution among beneficiaries. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Beneficiaries of mid-size Number 0.00 600000.00 629163.00 rehabilitated/constructed infrastructure, of which 19-Jul-2014 29-Dec-2017 29-Jun-2018 women Comments (achievements against targets): 105%. At approval, the original target value was "to be decided" after identification of subprojects. The end target was determined at 600,000 in March 2017 when subprojects under Component 2 were identified after consultations. Women accounted for 53 percent of the beneficiaries of mid-size infrastructure. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Indirect project beneficiaries Amount(USD) 0.00 1350000.00 1397461.00 19-Jul-2014 29-Dec-2017 29-Jun-2018 Page 29 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Comments (achievements against targets): 104%. This indicator was added in early 2016 after discussion with donors to comprehensively capture project results. The unit of measure is Number, not USD, which cannot be fixed by the ICR team. A.2 Intermediate Results Indicators Component: 1. Emergency Response Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Consultations held on Number 0.00 18.00 55.00 prioritization of subprojects 19-Jun-2014 29-Dec-2017 29-Jun-2018 Comments (achievements against targets): 306%. Five rounds of systematic consultations were carried out across 11 participating unions. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Beneficiaries that feel project Percentage 0.00 50.00 65.00 investments reflected their needs - total 19-Jun-2014 29-Dec-2017 29-Jun-2018 Beneficiaries that feel Percentage 0.00 50.00 53.00 project investments reflected their needs - 19-Jun-2014 29-Jun-2018 women Comments (achievements against targets): 130%. Page 30 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Emergency service delivery Number 0.00 20.00 22.00 subprojects completed or under implementation in the 19-Jun-2014 29-Dec-2017 29-Jun-2018 first six months after project effectiveness Comments (achievements against targets): 110%. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Service delivery / community Number 0.00 40.00 132.00 subprojects implemented in participating unions 19-Jun-2014 29-Dec-2017 29-Jun-2018 Comments (achievements against targets): 330%. A large number of small sub-projects were selected based on consultations and the screening process; thus far exceeded the end target. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Unions implementing at least Percentage 0.00 80.00 100.00 one social activity under component 1b 19-Jun-2014 29-Dec-2017 29-Jun-2018 Comments (achievements against targets): 125%. Page 31 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Component: 2. Rehabilitation of Critical Infrastructure Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Consultations held on Number 0.00 18.00 55.00 prioritization of subprojects 19-Jun-2014 29-Dec-2017 29-Jun-2018 Comments (achievements against targets): 306%. Five rounds of systematic consultations were carried out across 11 participating unions. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Beneficiaries that feel project Percentage 0.00 50.00 65.00 investments reflected their needs - total 19-Jun-2014 29-Dec-2017 29-Jun-2018 Beneficiaries that feel Percentage 0.00 50.00 53.00 project investments reflected their needs - 19-Jun-2014 29-Jun-2018 women Comments (achievements against targets): 130%. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Service delivery / community Number 0.00 40.00 132.00 Page 32 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) subprojects implemented in 19-Jun-2014 29-Dec-2017 29-Jun-2018 participating unions Comments (achievements against targets): 330%. A large number of small sub-projects were selected based on consultations and the screening process; thus far exceeded the end target. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Average completion rate of Percentage 0.00 100.00 100.00 infrastructure projects under component 2 19-Jun-2014 29-Dec-2017 29-Jun-2018 Comments (achievements against targets): 100%. Page 33 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) B. KEY OUTPUTS BY COMPONENT Objective/Outcome 1 addressed urgent community priorities in selected municipal services with an aim to provide immediate relief, targeting areas most affected by the influx of Syrian refugees. 1. Direct Project beneficiaries (#), of which women (%). 2. Conflict affected people to whom benefits have been delivered within the first year of Project effectiveness Outcome Indicators (#), of which: (i) women; (ii) host population; (iii) refugees. 3. Share of implemented sub-projects that correspond to the priorities identified by unions of municipalities (%). 4. Beneficiaries reporting improved level of sanitary and/or mobility conditions (%), of which women (%). 1. Consultations held on prioritization of sub-projects 2. Beneficiaries that feel project investments reflected their needs, of which women Intermediate Results Indicators 3. Emergency service delivery sub-projects completed or under implementation in the first six months after project effectiveness 4. Service delivery/community sub-projects implemented in participating unions 1. Consultations held 2. Implemented xxx sub-projects in 11 Unions of Municipalities in following municipal services: • Solid Waste: compactors, dump trucks, garbage containers, skid steer loaders, backhoe loaders, street Key Outputs by Component sweeper truck, SUV, multi-use small vans (linked to the achievement of the • Water Supply and Waste Water: water tank trucks, plastic water tanks, construction of RC water tanks, Objective/Outcome 1) generators, sub-pumps, water filters for schools, small works for sewer network, main water line maintenance • Road Improvements: road asphalt work, street lights, boom lift for street lights • Recreational/Community Facilities: public gardens, fences of gardens, maintenance of public halls Objective/Outcome 2 addressed urgent community priorities in selected municipal services with an aim to provide mid-sized infrastructure, targeting areas most affected by the influx of Syrian refugees. 1. Direct Project beneficiaries (#), of which women (%). Outcome Indicators 2. Share of implemented sub-projects that correspond to the priorities identified by unions of municipalities (%). 3. Beneficiaries reporting improved level of sanitary and/or mobility conditions (%), of which women (%). Page 34 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 4. Beneficiaries of mid-size rehabilitated/constructed infrastructure (#), of which women (%). 1. Consultations held on prioritization of sub-projects 2. Beneficiaries that feel project investments reflected their needs, of which women Intermediate Results Indicators 3. Service delivery/community sub-projects implemented in participating unions 4. Average completion rate of infrastructure projects under Component 2 1. Consultations held Key Outputs by Component 2. Delivered three mid-sized infrastructure projects: (linked to the achievement of the • Installed 11 solar PV pumping systems in Union of Baalbek Objective/Outcome 2) • Upgraded existing solid waste treatment plant in Union of Tyre • Installed around 800 solar street lights in Union of Sahel, Estiklal and Jabal El Sheikh Objective/Outcome 3 1. Direct Project beneficiaries (#), of which women (%). Outcome Indicators 2. Share of implemented sub-projects that correspond to the priorities identified by unions of municipalities (%). 3. Beneficiaries reporting improved level of sanitary and/or mobility conditions (%), of which women (%). 1. Consultations held on prioritization of sub-projects 2. Beneficiaries that feel project investments reflected their needs, of which women Intermediate Results Indicators 3. Service delivery/community sub-projects implemented in participating unions 4. Unions implementing at least one social activity under Subcomponent 1B 1. Consultations held 2. Supported 12 social initiatives (11 Unions of Municipalities + 1 Art Competition in partnership with UNESCO) involving communities: Key Outputs by Component • 4 activities aimed at raising environmental and social awareness (linked to the achievement of the • 3 activities aimed at providing skills training and learning programs Objective/Outcome 2) • 1 activity aimed at providing employment training • 3 activities aimed at providing mobile health services and nurse training program • Art competition and exhibition for school children Lebanese and Syrian Page 35 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION A. TASK TEAM MEMBERS Name Role Preparation Chantal Reliquet Task Team Leader Haneen Ismail Sayed Lead Operations Officer (Human Development) Hassine Hedda Senior Financial Officer (Finance and Disbursement) Sima W. Kanaan Lead Social Specialist (Conflict and Institutional Development) Mei Wang Senior Counsel Mazhar Farid Legal Analyst Guido Licciardi Urban Development Specialist Balakrishna Menon Parameswaran Lead Social Specialist (Local Governance and Finance) Husam Mohamed Beides Lead Energy Specialist Zeyad Abu-Hassanein Senior Environmental Specialist Chaogang Wang Senior Social Development Specialist Rima Abdul-Amir Koteiche Senior Financial Management Specialist Salim Rouhana Senior Urban Specialist Caroline Bahnson Senior Operations Officer (Conflict, Resilience and Social Cohesion) Lina Fares Senior Procurement Specialist Anna Victoria Gyllerup Senior Operations Officer (Results Framework and Quality) Andrianirina Michel Eric Ranjeva Finance Officer (Finance and Disbursement) Charlene D’Almeida Program Assistant Fadi Riachi Consultant (Civil Engineering) Nathalie Gebrayel Consultant Supervision/ICR Phoram Shah Task Team Leader (ICR) Guido Licciardi Task Team Leader (Supervision) Chantal Reliquet Task Team Leader (Preparation and Supervision) Page 36 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Chaogang Wang Lead Social Safeguards Specialist Caroline Bahnson Senior Operations Officer Ramzi Afif Neman Senior Program Officer Ayah Mahgoub Senior Urban Development Specialist Mohammad Farouk Ibrahim Kandeel Senior Environmental Safeguards Specialist Rima Abdul-Amir Kotiche Senior Financial Management Specialist Rock Jabbour Financial Management Analyst Lina Fares Senior Procurement Specialist Noushig Chahe Kaloustian Social Development Specialist Dario Zanardi Social Development Specialist Zheng Jia Urban Development Specialist Emiliana Gunawan Senior Program Assistant Charlene D’Almeida Program Assistant Victoria Bruce-Goga Program Assistant Vahe Kevork Vassilian Team Member Nahida Sinno Consultant (Private Sector) Elie Mahfouz Consultant (Civil Engineer) Fadi Riachi Consultant (Civil Engineer) Wendy Schreiber Ayres Consultant (Senior Economist) Lamia Zaki Consultant Freddy Bartaa Driver George Eid Eid Driver Naji Khnayzir Driver B. STAFF TIME AND COST Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation Page 37 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) FY14 34.923 231,184.35 FY15 2.450 45,880.13 Total 37.37 277,064.48 Supervision/ICR FY15 23.839 138,348.67 FY16 20.207 219,027.48 FY17 29.753 438,407.30 FY18 22.380 489,137.58 FY19 11.486 110,453.13 Total 107.67 1,395,374.16 Note: The project supervision and ICR cost was US$896,613, following standard allocation for project preparation and supervision. The project code (P149724) had three budget sources associated - Bank budget (BB) for supervision, TF018411, and TF0A3931. The BB and TF018411 (US$896,613 in total) were used for supervision and ICR of this project. The TF0A3931 ($498,761 in total) was a grant from the Italian Republic and was used to conduct technical assistance on regional and urban development, land use management, and disaster risk management to support Lebanon in parallel with the project. Activities under TF0A3931 are reported as per policy to the donors and disclosed accordingly. The supervision and ICR cost shown as US$1,395,374 in the table above included the full cost of TF0A3931 which was beyond the supervision or ICR for LMSEP. Page 38 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 3. PROJECT COST BY COMPONENT Amount at Approval Actual at Project Percentage of Approval Components (US$M) Closing (US$M) (US$M) Emergency Response 3.50 3.57 102% Rehabilitation of Critical 5.50 5.94 108% Infrastructure Project Implementation 1.00 0.49 49% Support Total 10.00 10.00 100% Page 39 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 4. EFFICIENCY ANALYSIS Project Efficiency Rating: Substantial An ex-post economic efficiency analysis carried out for LMSEP shows that the economic benefits of the investments are substantial and are well above the cost of capital. Economic analyses were carried out on 79% of total investments under LMESP through cost-benefit analysis, cost-effectiveness analysis, and cost comparisons. The results show high or substantial economic rates of return including under adverse scenarios, as well as value-for-money. These investments are also generating employment opportunities for both Lebanese citizens and Syrian refugees. The box below summarizes the core benefits of LMSEP. Box 1: Core benefits of LMSEP • About 1.14 million Lebanese and 253,000 Syrians living in 166 municipalities benefited from the project. • High or substantial economic rates of return. • LMSEP was cost-effective compared with equipment purchases and works undertaken in other Bank- financed projects in the Middle East and elsewhere. • Significant employment generation. • Strong institutional strengthening through extensive community consultation. Mid-size infrastructure The efficiency of investments in mid-size infrastructure - solar water pumping stations, upgrading of a solid waste treatment plant, and solar street lighting - is substantial. These investments were identified during implementation as per the framework approach and hence no economic analysis was carried out for these investments at arppraisal. Almost sixty percent of project investments in goods, works, services were in mid-size infrastructure: solar water pumping stations at a cost of US$1.4 million (14%), upgrading of a solid waste treatment plant at a cost of US$2.8 million (28%), and installation of solar street lights at a cost of 1.7 million (17%). The results of the cost - benefit analyses of these three investments are provided below. Solar Water Pumping Stations The efficiency of solar pumping station investments is substantial. The solar water pumping stations were installed at 11 wells in villages in the Union of Baalbeck. These pumping stations were installed at a cost of US$1.4 million and produced about 30 percent of the water consumed in the area. The annual cost of maintenance is estimated to be three percent of the capital cost over a period of 20 years. The quantifiable benefits are reductions in energy costs. The main data underlying the analysis are: (i) construction period of one year; (ii) benefits start to flow from year two and continue for 20 years; (iii) the solar pumping stations produce 2.5 million cubic meters of water each year; and (iv) the cost of producing water falls from US$0.19 per cubic meter to US$0.03 per cubic meter. Table 1 presents the net present value and internal rate of return for the solar pumping stations in the Union of Baalbeck, as well as the results of the sensitivity analysis Table 1: Economic Analysis of the Solar Water Pumping Stations in Baalbeck Base case Scenario 1 Scenario 2 Scenario 3 (costs up by (cost up by 20%) (benefits down by 20% and benefits down 20%) by 20%) Net present value US$2.9 million US$2.5 million US$2.0 million US$1.6 million Page 40 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Internal rate of return 25 percent 20 percent 19 percent 15 percent Benefit cost ratio 2.1 1.5 1.4 1.0 The solar pumping stations also provide significant environmental benefits that have not been quantified, e.g., significantly lower carbon dioxide emissions and pollution, compared with diesel-operated pumps (see II.E). Upgrades to the Solid Waste Treatment Plant The efficiency of the upgrades to an existing solid waste treatment plant in Ain Ba’al in Tyre is substantial. A total of US$2.8 million was spent to upgrade the solid waste treatment plant (SWTP). The O&M costs will only rise by 30% despite the capacity of the SWTP being doubled, due to economies of scale and more efficient treatment. The main economic benefits are (a) reductions in the cost of disposing waste in a landfill, (b) increase in revenues from selling compost and recyclable materials, and (c) the value of a reduction in carbon emissions. The main data underlying the analysis are: (i) construction period of one year; (ii) benefits flow from year two and continue for 20 years; (iii) the plant doubles its efficiency, processing 150 tons of waste per day, in contrast to the earlier capacity of 75 tons per day; (iv) incremental revenues from selling recyclables and compost rise to US$737 per day for a total of US$269,000 per year; (e) the operation of the plant reduces carbon emissions compared to the old plant, and the total reduced cost of carbon is estimated at US$1,164,462 in 2019 which will rise in 2038 to US$1,795,620 with the increase in shadow price of carbon (SPC) every year21. Table 2 presents the results of the economic analysis for the SWTP in Ain Ba’al in Tyre. Table 2: Economic analysis for the Upgrades to the Solid Waste Plant in Ain Ba’al in Tyre22 Base case Scenario 1 Scenario 2 Scenario 3 (costs up by (cost up by 20%) (benefits down by 20% and benefits down 20%) by 20%) Net present value US$17.2 million US$16.7 million US$16.6 million 16.0 million Internal rate of return 53 percent 44 percent 51 percent 43 percent Benefit cost ratio 6.1 4.9 5.9 4.7 The upgrades to the SWTP in Tyre resulted in significantly higher efficiency compared to the old plant. The upgrades led to incremental revenue (US$737 per day) in excess of incremental operating and maintenance costs (US$584 per day). These benefits led to a 66% reduction of treatment cost per ton, from US$29/ton of the old plant to US$10/ton of the upgraded plant financed under the LMSEP. The O&M cost of treating the waste falls from US$26/ton to US$17/ton. The EU has entered into an agreement with the government to pay the O&M costs of the SWTP for the next three years. Such O&M subsidies are generally required for SWTPs in most countries; most SWMPs also require some level of subsidies to cover their capital costs23. Investments in the SWTP provided significant environmental benefits that have not been quantified, e.g., prevention of contamination of surface and groundwater through improvements in the sorting process before and after composting. Moreover, only 30% of the waste entering the plant is now diverted to a landfill, in contrast to 55% previously, and that too in a more compact manner. This will reduce the costs associated with 21 The World Bank used the CURB (climate action for urban sustainability) tool, data of the Tyre SWTP, and proxy data from Byblos (another Lebanese coastal city, a CURB pilot for solid waste), to calculate the reductions in carbon emissions due to the operation of the Tyre SWTP. Solid waste is a pilot sector at the World Bank in calculating SPC. 22 Low SPC was used in the ICR calculation to examine economic viability of all scenarios. High SPC will lead to higher IRR and NPV. 23 World Bank. (June 2017). “Decision Maker’s Guides for Solid Waste Management Technologies.” Page 41 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) landfills, such as lost land value; the risks of air, soil, and water contamination; the risk of a disastrous collapse; and the risks to human and animal health. All of these costs are substantial in the long-run. Solar Street Lighting in the Unions of Sahel, Estiklal, and Jabal El-Sheikh, as well as Conventional Street Lighting in the Union of Estiklal The efficiency of solar street lighting is substantial. Some 17% of project funds for investments were spent on installing about 800 solar street lights in the Unions of Sahel, Estiklal, and Jabal El-Sheikh that are home to about 148,000 people. An additional 1% was spent on installing conventional street lights in Sahel and Estiklal, home to 24,000 people. Data are not available to quantify the benefits of street lights installed under the project. However, according to people interviewed for the Beneficiary Satisfaction Survey, the street lights have provided several important benefits. These include: (i) an increased perception of safety; (ii) fewer accidents (from five major or minor accidents per day to zero after the installation of the street lights, according to an informant); (iii) increased mobility after dark; and (iv) longer opening hours for businesses (three additional hours per day, according to some business owners). Street lights have been found to generate significant benefits in other World Bank-funded projects. For example, in the Uganda Support to Municipal Infrastructure Development Program, the EIRR for street light investments was 27%. Solar street lighting also contributed significantly to saving energy costs. Compared to sodium lights (in the business as usual scenario), the 798 LMSEP solar lights led to an estimated saving equivalent to 351 mw/year and over US$52,700/year of energy costs to the unions, based on the energy sector data of Lebanon. Small-scale Works and Equipment The benefits of activities undertaken under Sub-component 1A are likely to be substantial. About 30% of project funds was invested in small-scale equipment and works in communities hosting substantial numbers of Syrian refugees. Such equipment included compactor garbage trucks, dump trucks, water tankers, backhoe loaders, boom lifts for street lights, generators, and utility vehicles. This equipment is being used in various ways to improve the quality of life of the residents and displaced communities. For example, the water tankers are delivering water to places that did not have access to piped water supply. The compactor garbage trucks are collecting garbage in towns that have experienced a large increase in garbage because of the influx of refugees. The dump trucks and backhoe loaders are being used for repairs to roads and drainage systems. Small-scale works included repairs to roads, trunk water and sewerage lines, installation of water filters at schools, and rehabilitation of public gardens. According to the Beneficiary Satisfaction Survey, the benefits of these investments have been significant, as the works have reduced the risk of contaminating water, improved environmental quality, and helped to ease tensions between the host communities and Syrian refugees. Water Filters The efficiency of the investments in water filters in the municipality of Tyre is high. Water filtration systems were installed at 45 schools in the Union of Tyre, benefiting about 14,000 students and teachers, including Syrian refugees. Capital costs to install the water filtration systems in the 45 schools were US$143,060 and the annual costs for maintenance, including replacement filters, were estimated to be about nine percent of the capital costs over a period of 10 years. The quantifiable benefits are reductions in costs of bottled water. The main data underlying the analysis are: (i) construction period of one year; (ii) benefits start to flow from year two and continue for 10 years; (iii) about 1,007 households save US$1,025 per year on water; and (iv) the Page 42 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) concrete tank supported under the project accounted for 10 percent of the benefits of providing clean water to the households. Table 3 presents the results of the economic analysis for the water tank in Ablah. Table 3: Economic analysis for the water filtration systems in schools, Union of Tyre Base case Scenario 1 Scenario 2 Scenario 3 (costs up by (cost up by 20%) (benefits down by 20% and benefits down 20%) by 20%) Net present value US$1.0 million US$974,746 US$755,403 US$728,154 Internal rate of return 108 percent 90 percent 85 percent 70 percent Benefit cost ratio 7.0 5.7 5.3 4.2 The investments in water filtration systems at schools are likely to provide significant health benefits that have not been quantified, e.g., prevention of waterborne illnesses, thereby avoiding the direct costs of treatment and the indirect costs of absenteeism from schools. Reinforced Concrete Water Tank The efficiency of construction of a reinforced concrete tank in Ablah, Zahle Union is high. A reinforced concrete water tank with a capacity of 500 m3 was constructed in Ablah, Zahle Union. The tank delivers about 4,500 m3 of potable per week to about 5,033 residents (1,007 households), both Lebanese and Syrian. Capital costs comprise a total of US$58,743 to construct the water tank. The annual costs for maintenance are US$49,000 per year over a period of 10 years. The capital and O&M costs of providing clean water to households in Ablah accounted for about 10 percent of the total costs required to provide clean water; the other connected investments such as the trunk and lateral piping systems were supported by other projects. The quantifiable benefits are reductions in the costs of water purchased from private vendors. The main data underlying the analysis are: (i) the construction period of one year; (ii) benefits start to flow from year two and continue for 10 years; (iii) about 1,007 households save US$1,025 per year on water; and (iv) the concrete tank supported under the project accounted for 10 percent of the benefits of providing clean water to the households. The table below presents the NPV and IRR for the water tank in Ablah. Table 4: Economic Analysis for the Concrete Water Tank in Ablah Base case Scenario 1 Scenario 2 Scenario 3 (costs up by (cost up by 20%) (benefits down by 20% and benefits down 20%) by 20%) Net present value US$342,470 US$331,281 US$190,717 US$179,528 Internal rate of return 92 percent 77 percent 56 percent 47 percent Benefit cost ratio 5.8 4.7 3.2 2.5 As with the investments in water filtration systems at schools, the concrete water tank is likely providing significant health benefits that have not been quantified. The quality of water is monitored by the water authority, and good quality water is likely to reduce the direct costs of disease treatment and the indirect costs of loss of time at work or in school. Compactor Garbage Trucks Cost effectiveness of the investments in compactor garbage trucks is substantial. The project provided five compactor garbage trucks to three unions: one 10 m3 truck each to Baalbek and Central Bekaa unions, and three 6 m3 trucks to Qayta’a Union. The total costs of equipment were US$292,434, and the total annual operating and maintenance costs are estimated at US$125,800. The five trucks serve about 69,000 people. Solid waste Page 43 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) collection in the municipalities that received the trucks has improved visibly. Collection increased by 20 percent, from 214 tons per day to 255 tons per day. The total costs of collection using the new trucks (including capital and operations and maintenance costs) are about US$17.40 per ton, substantially below the average of US$50– US$100 per ton24 for upper-middle income countries. Regular trash collection provides significant non- quantified benefits including: (i) reduced incidence of diarrhea and acute respiratory infections; (ii) reduced risk of flooding and damage to houses and infrastructure due to clogged drains; and (iii) increased attractiveness of the urban area to investors, residents, and visitors25. Road Rehabilitation The efficiency of the investments in roads is likely substantial. About 5.2 kilometers of roads were paved in the Unions of Central Bekka, Zahle, and Sahel Municipalities at a cost of US$301,681, benefiting about 62,500 people. Although no quantitative data are available on the benefits accruing from these projects, evidence from similar investments in other countries indicates that the benefits exceed costs. Benefits associated with improved urban roads are: (i) travel time savings; (ii) travel cost savings; (iii) reductions in vehicle operating costs; (c) enhanced access to jobs, markets, health facilities schools, and other services at lower cost than otherwise available (reflected in enhanced land values); and (iv) promotion of economic growth in the region through enhanced trade, increased efficiency, and higher productivity. The table below provides a summary of the EIRR for urban roads under various World Bank-supported projects. Table 5: Economic Benefits of Rehabilitating Road Networks (US$ millions) Project EIRR (%) Ethiopia Urban Institutional and Infrastructure Development Program 19.3 Tanzania Dar es Salaam Metropolitan Development Project 32.3 Uganda Support to Municipal Infrastructure Development Program 27.5–33.0 Papua New Guinea Roads Maintenance and Rehabilitation Project 27.0 The unit costs of paving roads under LMSEP were well below the average for countries in the Middle East and North Africa, according to the 2013 World Bank publication: Infrastructure and Employment Creation in the Middle East and North Africa of 2013 (report no. 74918). Parking Meters The efficiency of investments in parking meters in Tyre municipality is high. Some 20 solar parking meters were installed in the commercial core of Tyre municipality to manage 300 parking spaces and improve traffic management, reduce traffic congestion, and improve the attractiveness of the city center, benefitting about 81,825 residents of Tyre municipality. Capital costs comprised a total of US$134,817 and the annual costs for maintenance is estimated to be about 5 percent of capital costs over a period of 10 years. The quantifiable benefits are the revenues raised by the municipality through a private operator. The main data underlying the analysis are: (i) construction period of one year; (ii) benefits start to flow from year two and continue for 10 years; and (iii) the municipality earns US$200 per day (US$73,000 per year). Table 6 presents the results of the economic analysis for the parking meters in the Tyre municipality. 24 The World Bank. (2018). What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050. 25 Ibid. Page 44 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Table 6: Economic Analysis of Parking Meters in Tyre Municipality Base case Scenario 1 Scenario 2 Scenario 3 (costs up by (cost up by 20%) (benefits down by 20% and benefits down 20%) by 20%) Net present value US$359,000 US$333,200 US$251,500 US$225,800 Internal rate of return 48 percent 39 percent 37 percent 30 percent Benefit cost ratio 2.7 2.1 1.9 1.4 Public Parks The efficiency of investments in public parks is likely substantial. Two public gardens covering 1,750 square meters were created in Baalbeck Municipality at a cost of US$67,129: one has transformed a former dumpsite of approximately 400 square meters to a fenced green area; and the other has provided a residential neighborhood with a 1,350 square meter public park. The parks serve about 4,000 men, women, and children, both Lebanese and Syrian. The parks in Baalbeck are important for providing opportunities for Lebanese and Syrians to meet, play, and socialize together. Numerous studies have shown the social, environmental, economic, and health benefits parks bring to a city and its people, e.g., they attract tourists, serve as community signature pieces, and offer a marketing tool for cities to attract businesses and conventions, as well as host festivals, concerts and athletics events. They also raise the prices of homes near the parks. Table 7 summarizes the quantitative results of the economic analysis of representative interventions. Table 7: Summary of Economic Benefits of Representative Project Interventions under LMSEP Intervention Proportion of overall Beneficiaries NPV (US$) IRR (%) Cost per investment cost (%) (number) beneficiary (US$) Solar pumping stations 14 174,230 2.9 million 25 8.09 Upgrades to solid 28 306,456 503,000 7 9.14 waste treatment plant Solar street lights 17 148,477 Not available 27* 11.25 Water filters in schools 1 13,902 1.0 million 108** 10.29 Concrete water tank 1 5,033 342,470 92** 11.67 Parking meters 1 81,825 359,000 48 1.65 Road rehabilitation 3 62,481 Not available 19–33* 4.83 * Based on estimates from other similar World Bank-financed projects ** High IRR because of large cost saving of households from buying water from private suppliers Equipment The costs of equipment purchased under LMSEP were less than similar equipment purchased under other Bank-financed projects in the Middle East. Table 8 presents the unit costs of LMSEP equipment in comparison to those purchased under another municipal services project in a Levant country. Table 8: Unit Costs of Equipment under Bank-financed projects in the Middle East Equipment type LMSEP Project A Cost per beneficiary Compactor garbage truck26 US$77,937 US$72,930 US$4.24 26 The compactor truck under the LMESP has a capacity of 10 m3, and the truck under Project A has a capacity of 8 m3. Page 45 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Dump truck (4 tons) 27 US$30,267 US$58,845 US$3.32 Boom lift for street lights US$44,900 US$77,610 US$6.09 Skid steer loader US$26,000 US$35,311 US$3.97 Backhoe loaders US$55,000 US$55,421 US$3.85 Administrative Efficiency Administrative efficiency was substantial. All LMSEP activities were completed by the revised closing date of June 30, 2018. At the time of closing, US$9.8 million, i.e., 98 percent of the Grant, had been disbursed. While 5% of the Grant was used for project management, a substantial portion was utilized to undertake intensive consultations with the host communities and Syrian refugees to identify the priority investments. Procedures adopted during LMSEP implementation are likely to have resulted in value for money. Investments were prioritized through a highly participatory process that involved 55 consultations with both host communities and Syrian refugees. Second, most contracts were procured through national competitive bidding. In line with the flexibility allowed by OP8.00, two contracts under Subcomponent 1A were awarded to competitively selected contractors who were concurrently mobilized for the CHUD project to maximize efficiency. The Bank’s post-procurement review concluded that procurement processes in LMSEP were acceptable, and that the procurement risk was moderate. Third, prices paid for equipment were in line with national norms. Both the national and sub-national governments maintained complaint handling mechanisms to allow citizens to bring suspected cases of fraud and corruption to the attention of the authorities. Collectively, these procedures provided reasonable assurance that LMSEP provided value for money. With and Without Project Interventions. Under the counterfactual scenario, i.e., without LMSEP, the target municipalities would not have been able to meet the increased demand for municipal services due to the influx of Syrian refugees; this would have increased tension between the Lebanese hosts and the refugees. Without the project, the additional trash generated by the refugees would not have been picked up, clean water would not have been made available in schools and towns, the lack of street lights would have increased the sense of insecurity, and a lack of sewerage systems would have resulted in contaminated streets and waterways. Global experience shows that failing to increase municipal services to serve an influx in population leads to tensions and even violence between host communities and refugees. Investments supported under LMSEP are core urban public goods and services, including roads, water and sanitation services, and solid waste collection and disposal, which would not be provided without significant public interventions. Experience from LMSEP shows that in addition to the necessary support for financing urban services and infrastructure, the expertise that the Bank offered in support of the design and implementation of interventions was valuable to the unions and municipalities. Experience in LMSEP and in other countries also shows the significant value for money of such investments. Job creation and other economic benefits Facilities and equipment provided by the project have resulted in 47,000 new permanent workdays per year. Of these, 21,350 workdays have benefited Lebanese workers and 25,650 have benefited Syrian refugees. The largest source of incremental employment is the solid waste plant in Ain Ba’al Tyre. 27 The dump truck under the LMESP and Project A is 4 tons. Page 46 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS The team engaged with the borrower throughout the ICR preparation process. The list below presents key topics/queries on which borrower’s comments were requested: 1. Calculation of direct and indirect beneficiaries • The borrower clarified the method used for calculation. For Equipment: o Number of residents in a municipality = X o Number of equipment provided = Y o Number of equipment needed to serve all population within jurisdiction = Z • Direct Beneficiaries = X * Y/Z • Indirect Beneficiaries = X • For Civil Works e.g. Road paving, Sewer/water lines, and other construction component the method used for calculation is as follow: • Direct Beneficiaries = number of residents living adjacent to locations of works • Indirect beneficiaries = X. 2. Sub-project database The borrower shared the database of all sub-projects and highlighted information on beneficiaries, location of investment, screening results, results, etc. This also included data on social activities. 3. Sub-projects under Component 2 The borrower shared the detailed comments on sub-projects under component 2, with details on project funding, funding from local authorities, benefits of these sub-projects in terms of cost savings, etc. For the Solid Waste Treatment Plant in Tyre, the borrower’s comments also included costs and benefits before and after the project intervention. 4. O&M arrangements for sub-projects The borrowers also updated the team on the latest O&M arrangements for the sub-projects. After several rounds of commenting during the ICR preparation process, the borrower had no comments on the draft ICR document per their email dated December 17th, 2018, except that the borrower pointed out minor technical edits in tables showcasing outputs and outcomes in Tables 2.2 and 2.4. Page 47 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 6. SUPPORTING DOCUMENTS 1. Project Concept Note 2. Project Appraisal Document (Report No. PAD1018) 3. Project Legal Agreement 4. MSEP project operations manual 5. Aide Memoires 6. Implementation Status Reports 7. Environmental and Social Safeguards Documents (ESMF, ESIA, RPF, etc.) 8. Restructuring Paper (Report No. RES30353) 9. Borrower’s Implementation Completion Report (Borrower’s ICR) and Annexes 10. Beneficiary feedback survey Page 48 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 7. SUMMARY OF BENEFICIARY SATISFACTION SURVEY A combination of household surveys and focus group discussions was undertaken by the PMU, with support from a senior social expert, to obtain beneficiary feedback on the impact of LMSEP interventions in the 11 unions of municipalities - water supply and sanitation, solid waste management, road and streetlights, parks, and public places, particularly on service access and quality - as well as whether beneficiaries’ needs were reflected in these interventions. The household survey was conducted with a sample of 1100 Lebanese and Syrian women and men in the ratio of 70-30; the sample also comprised 50% women. Beneficiaries were selected from the three municipalities with the highest number of beneficiaries for each type of municipal service. In addition, five focus group discussions (FGDs) were carried out, including participants from across gender, age, occupation, education, and distinct nationality groups. For example, members of Lebanese social associations, Business Association, Market Association, groups of 15-to17-year-old high school students, women’s association, and Syrian refugees were included in the FGDs. The results of the survey are summarized in the table below. Service improvements under LMSEP interventions have been widely appreciated. Around 65% of the respondents consider that the LMSEP interventions reflect their needs. Around 71% of beneficiaries were satisfied with improvements in mobility and sanitary conditions. Indicator Satisfaction level Beneficiaries felt their needs are reflected 65% Beneficiaries satisfied with their mobility and sanitary conditions 71% Beneficiaries satisfied with water and sanitation 77% Beneficiaries satisfied with solid waste 79% Beneficiaries satisfied with roads and street lights 74% Beneficiaries satisfied with parks and amenities 64% The survey indicated two limitations: (i) absence of a baseline survey, due to the emergency and demand driven nature of the project; and (ii) due to multiple actors/donors working in the unions on service provision, at times it was difficult to assess changes brought exclusively by LMSEP interventions. The survey thus indicated the need to enhance awareness about LMSEP and recommended that unions of municipalities should implement better communication strategies to raise citizens’ awareness. Page 49 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 8. PROJECT ACHIEVEMENTS: SOCIAL INTERVENTIONS Environmental Awareness: Solid Waste, Recycling, Reforestation 1. Creating Community Awareness regarding Sorting and Recycling Garbage (Central Bekaa Union) • Partner NGO: Sawa for Development Organization • Beneficiaries: 100 youth/school children and teachers and 35 housewives • Results: 35 trained housewives are now trained as trainers and they are organizing visits in municipalities to train people. 2. Together, Through Partnership, We Can Change Reality (Jabel El Sheikh Union) • Partner NGO: Rashaya Child Care Organization & The Progressive Scouts Organization • Beneficiaries: 9,500 students, in 13 villages, from 20 schools (5,500 Lebanese Youth; 3,500 Syrians youth; and, 500 Scout members) • Results: o Increased environmental awareness through 126 awareness campaigns targeted at youth o Created 30 jobs (for rehabilitation of camp ground, playground and garden) 3. My Forest (Shafat Union) Page 50 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) • Partner NGO: Environmental Scouts Organization & Halba Women Collective • Beneficiaries: 710 Lebanese & 350 Syrian students from 6 public & private schools in the area • Results: o Increased environmental awareness around recycling, sorting and reforestation through 54 awareness raising campaigns targeted at students o Development and distribution of about a 1000 board game as a tool to raise awareness amongst school kids and the board game received an award 4. Adopting a Comprehensive Solid Waste Management Plan for the Caza (Tyre Union) • Partner NGO: Cultural & Social Cohesion Organization • Beneficiaries: 5,709 direct beneficiaries (1500 mothers ages 19-60; 400 men ages 19-60; 3500 school children aged 5-18; 100 school teachers and staff; Journalists; 32 official government representatives; 30 schools; 20 NGO’s and CSO’s; and, 10 committees of volunteers) • Results: Increased environmental awareness through 262 awareness sessions targeted at women, households, refugee settlements, school children and teachers (linked to project’s investment in component 2 – rehabilitation of a solid waste treatment plan) Page 51 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Skills Training and Learning Programs 5. The Developmental, Cultural, and Educational Program for Syrian Migrants and Lebanese Hosting Community (Buhaira Union) • Partner NGO: The Women’s Social Development Organization • Beneficiaries: 1,050 direct beneficiaries (including 400 Syrian children) • Results: women, youth and school children trained through 151 training sessions on arts and craft skills, educational and science programs, cultural awareness and sports activities, etc. 6. Human Resources Development Youth Club (Baalbeck Union) • Partner NGO: Lebanese Cultural Development Organization, Baalbeck Cultural Club & Baalbeck & Neighbors Development Organization • Beneficiaries: 468 direct beneficiaries • Results: trained school children and youth for technical and soft skills through 1051 training sessions (for example, technical skills training sessions were organized for computer, surveillance systems, maintenance of mobile phones, sewing & handicraft; after school classes on foreign language & sciences; and, health and environmental awareness sessions) Page 52 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 7. Teach Me Before You Feed Me (Qayta’a Union) • Partner NGO: Welfare & Development Organization in Akkar • Beneficiaries: 200 Lebanese and Syrian youth • Results: o soft and technical skills development for Lebanese and Syrian youth aged between 17 and 25 years old, through 98 sessions on various topics (for example, vocational training, communication skills, etc). o With the help of the job center mangaed by the NGO, around 13 trainees were able to find jobs in the area. Employment Training 8. Silver and Gold… After effort and education (Estiklal Union) • Partner NGO: Heart Bloom for the disabled organization • Beneficiaries: 25 adult & young women (13 Lebanese & 12 Syrians), out of which 4 with disabilities. • Results: o women received skills development opportunity focusing on training in sewing. The training was accompanied with educational sessions on basic personality & health care to boost beneficiaries’ self-esteem. o 5 trainees (among which one is physically disabled) were able to find jobs while the majority are satisfied to use the newly acquired skill at home. Page 53 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) o profit made from the products will go to supporting and training disabled individuals as well as the operation of the gallery and product exhibition space. Healthcare Services 9. Ambulance (Sahel Union) • Partner NGO: Union Sport club Org • Beneficiaries: 68,760 registered population of Lebanese residents and 38,144 Syrian displaced living in the Union • Results: o provision of a well-equipped ambulance to transport critically ill patients from their communities to far away hospitals to get specialized health care. More than 310 Lebanese & Syrian persons were assisted in a span of 5 months. o 2 nurses and a driver appointed for operation of the ambulance. o Al Wehda Club established a committee to supervise the work of the team 10. Mobile Clinic (Aarqoub Union) • Partner NGO: Arkoub sons collective organization • Beneficiaries: More than 30,000 Lebanese residents; 10,000 seasonal residents; and 7,000 Syrian displaced individuals living in the area • Results: Page 54 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) o Mobile dispensary car with equipment and medical supply was bought and the dispensary has a set program to visit the towns (7 municipalities in Arkoub union and 2 other municipalities in surrounding areas) and the program is broadcast to public and also attached to billboards in municipalities. o Since April 2017, around 2,125 patients were screened, and more than 2,373 medicines were distributed free of charge. o The NGO recruited a physician, nurse & driver to operate this mobile facility. 11. Nurse Aid Training Program (Zahle Union) • Partner NGO: YWCA for Lebanon • Beneficiaries: • Results: o Rehabilitation of Primary health-care Center: ▪ An average of 300-315 patients per month on average, from host and refugee communities, were provided with affordable and quality medical care. Around 60% of the visitors to the center are Syrians residing in the area & who are being treated at the center free of charge. ▪ Doctors were able to provide diagnostics and treatment in one location. ▪ Enhanced quality and affordability of healthcare for patients from vulnerable communities. Previously, patients who needed further medical exams had to go to Zahle or to private clinics which was inconvenient and costly. A doctor offered her services to 127 patients free of charge during the month of March 2017. ▪ An awareness-raising session on breast cancer was organized with the LAU for the benefit of 40 women and young women. o Nurse Aid Training: ▪ 1 trainee decided to pursue her studies in nursing ▪ 2 trainees were hired before graduation at Riyak Hospital, ▪ The rest of the trainees are currently seeking work opportunities and the YWCA is networking with local hospitals to find them employment Page 55 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Social Cohesion through Art and Culture 12. Butterfly Art Program and Exhibition Exhibition in Beirut Souks Exhibition in Washington, DC (World Bank Headquarters) • The World Bank Group and UNESCO teamed up with the government of Lebanon to strengthen mutual understanding and foster dialogue between host communities and refugees. • Through the "Butterfly" initiative Lebanese students and their refugee peers have worked together to produce artworks now being showcased in at the World Bank headquarters in Washington, DC. Page 56 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) • The initiative was designed and implemented in partnership with the World Bank Group's Art Program and consisted of 132 artistic workshops, organized in 22 Lebanese public schools across the country. The thematic focus of this activity was coexistence, with Lebanese and displaced children expressing their experiences through their own creativity in artworks. Around 88 boxes, 22 canvases, 22 stories (one for each canvas) and small stories were produced by children in collaboration with teachers and artists, under the guidance provided by UNESCO and the World Bank Group's Art Program. It created a unique opportunity for Lebanese and Syrian displaced children and adolescent youth to work collectively, while exploring each other’s culture and heritage, thus serving as an instrument to ease the tensions across different communities. Link to Video: https://www.youtube.com/watch?v=auxGO2fEBnw • Art exhibition was organized on 13/10/2017 for duration of two weeks in Beirut Souks and World Bank main offices in Washington DC. The opening took place in Beirut Souks and Washington WB main offices simultaneously, with the presence of Minister of Education, Ministry of Displaced, CDR, WB, UNESCO, Unions’ and Municipalities’ representatives, Schools directors, Teachers, Painters, and Children, in Beirut Souks, in video conference with DC vice president of the WB Mr. Hafez Ghanem, Marina Galvani, and WB Team. The following links are from media coverage for the event: o World Bank Website: http://www.worldbank.org/en/news/feature/2017/11/09/butterfly-promoting-peace-through- arts o Al Jazeera http://www.aljazeera.net/news/cultureandart/2017/10/14/500-%D8%B7%D9%81%D9%84- %D9%8A%D8%AC%D8%B3%D8%AF%D9%88%D9%86-%D9%81%D9%86%D9%8A%D8%A7- %D8%AA%D9%84%D8%A7%D8%AD%D9%85- %D8%A7%D9%84%D8%B3%D9%88%D8%B1%D9%8A%D9%8A%D9%86- %D9%88%D8%A7%D9%84%D9%84%D8%A8%D9%86%D8%A7%D9%86%D9%8A%D9%8A%D9%86 o Media in Lebanon First page of Annahar (attached) https://www.lbcgroup.tv/news/lebanon/340575/‫فراشة‬-‫ي‬ ‫ف‬-‫أسواق‬-‫بيوت‬‫ ر‬/ar ‫عي‬-‫الفن‬-‫ي‬ http://aliwaa.com.lb/‫أقسام‬-‫أخرى‬/‫تربية‬-‫شباب‬/‫طالب‬-‫لبنانيون‬-‫وسوريون‬-‫ينشدون‬-‫السالم‬-‫والحب‬-‫ي‬ ‫ف‬-‫فراشة‬/ https://www.google.com.lb/amp/s/aawsat.com/home/article/1053191/‫معرض‬-«‫»فراشة‬-‫يقدم‬-22- ‫لو‬-‫زيتية‬-‫تزين‬-‫بيوت‬ ‫يحة‬ ‫ ر‬-‫وواشنطن‬%3famp o Media in Turkey http://m.yenisafak.com/ar/world/2795369 Page 57 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) ANNEX 9. PHOTOS OF PROJECT ACHIEVEMENTS – WORKS AND EQUIPMENT Water and Waste Water Small works and equipment: 1. Ablah Sewer Network: Before After 2. Water Filters in schools in Tyre Union: 3. Water tank in Ablah: Page 58 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 4. Water network in Jabel El Sheikh, Central Bekaa, Zahle and Baalbeck Unions Road and Related Improvements 5. Asphalt Works in Sahel, Central Bekaa and Zahle Unions 6. Equipment: Skid Loader and Backhoe loader in various Unions Page 59 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 7. Parking meters in Tyre Solid Waste Management 8. Dump truck and garbage compactor truck in various Unions Community Facilities 9. Gardens in Baalbeck Page 60 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) 10. Construction of Public Hall in Kefraya Municipality, Union of Buhaira Mid-Size Infrastructure Water and Waste Water 1. Solar PV Pumping (Baalbeck Union): Installed 11 solar PV pumping systems powering 11 wells in the Union. The PV system will supply clean energy to existing submersible water pumps for producing potable water will serve the population of Baalbek union, via variable frequency drive technology (VFD), with an eventual total production capacity of 1.43 MWp. Page 61 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Road and related improvements 2. Solar Lighting (Unions of Jabel El Sheikh, Sahel, Estiklal): Installed around 800 street lights (266 in each of the three unions) Page 62 of 63 The World Bank Lebanon Municipal Services Emergency Project (P149724) Solid Waste Management 3. Solid Waste Treatment Plant (Tyre Union): upgrading of existing facility with additional equipment and increased capacity to treat the waste. The Solid Waste Treatment Plant (SWTP) will be serving 32 Municipalities within the union of Tyre. Page 63 of 63