OCTOBER 2016 INDIA Country Snapshot The World Bank Group Standard Disclaimer: This volume is a product of the staff of the International Bank for Reconstruction and Development/The World Bank. The findings, interpretations, and conclusions expressed in this paper do not necessarily reflect the views of the Execu- tive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Copyright Statement: The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without per- mission may be a violation of applicable law. The International Bank for Reconstruction and Development/The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA, telephone 978-750-8400, fax 978- 750-4470, http://www.copyright.com/. All other queries on rights and licenses, including subsidiary rights, should be addressed to the Office of the Publisher, The World Bank, 1818 H Street NW, Washington, DC 20433, USA, fax 202- 522-2422, e-mail pubrights@worldbank.org. Photos credits: World Bank Photo Library Cover Design and Text layout: Duina Reyes openindia.worldbankgroup.org COUNTRY SNAPSHOT India’s progress in economic and human top 10 percentile of fast growing nations and development is one of the most significant has become a prominent global voice. Prog- global achievements of recent times. Between ress on human development has been remark- 2005 and 2010, India’s share of global gross do- able: life expectancy more than doubled from mestic product (GDP) increased from 1.8 to 2.7 31 years in 1947 to 65 years in 2012, and adult percent. Since 2005, 137 million people were literacy more than quadrupled from 18 percent lifted out of poverty using the national poverty in 1951 to 74 percent in 2011. While India has line, including 85 million who exited poverty in made significant progress in reducing absolute 2010-12. India is home to globally recognized poverty, it is still home to 270 million poor peo- companies in pharmaceuticals, steel, and space ple. Significant development challenges remain. technologies, and the country is a leader in the Helping India address these challenges is cen- use of information technologies for e-govern- tral to the World Bank Group’s goal of reducing ment and public service delivery. In line with poverty and boosting shared prosperity. these transformations, India is now among the ECONOMIC OVERVIEW and subdued growth in rural wages. Sustained growth in manufacturing and modern services, as well as growth in personal credit have under- pinned urban consumption. Investment momen- INDIA tum remained subdued despite concerted growth 2015 in public spending, largely due to global excess ca- pacity and deleveraging of corporate and bank bal- Population, million 1,311 ance sheets. Nevertheless, early signs of recovery GDP, current US$ billion 2,073.5 in private investments have emerged in Q1 FY17, with capital formation growing by 6.1 percent saar GDP per capita, current US$ 1,611 is seasonally adjusted annual rate, despite a mod- Sources: WDI eration in public investments. Manufacturing remained an important growth Economic growth in India remains robust. Support- driver. While services remains the largest contrib- ed by favorable policies and good monsoons, this utor to growth in gross value added, manufacturing year is expected to see some convergence in rural gained prominence in FY16, registering 9 percent year on year in the four quarters ending June 2016. and urban economies, but sustaining growth in the External demand remained subdued, but exports medium-term will require a significant pickup in pri- showed signs of pick-up in mid-2016, driven by vate investments. services. In volume terms export growth turned positive after 5 quarters in Q1 FY17 at 3.2 percent Recent Developments year on year. Partly reflecting weak investment, im- port growth remained firmly in the negative terri- tory, pulling down trade deficit to its lowest-ever GDP growth accelerated to 7.5 percent year on level at 0.1 of GDP in Q1 FY17. year in the four quarters ending June 2016. This was an increase from an average of 6.5 percent The upper house of Parliament passed a con- in the preceding twelve quarters.1 This acceleration stitutional amendment to introduce a Goods has been led by urban consumption and public in- and Services Tax (GST) in August 2016. The frastructure investments. Rural consumption has amendment also passed the lower house and has been constrained by two successive drought-years been ratified by 18 of 31 state legislatures, receiv- ing Presidential assent on September 1, 2016. This critical reform will create a single Indian market 1  FY16 refers to fiscal year ending 31st March 2016. and has the potential to greatly simplify indirect India Country Snapshot 1 openindia.worldbankgroup.org taxes. Lower taxation of capital goods and exports ed in the near term on account of stable com- will boost growth directly; fewer inter-state trade modity prices. The Government amended the RBI barriers and a simplified tax system will boost pro- act to reflect an inflation target of 4 (+/-2) percent ductivity. These significant dividends are unlikely and establish a monetary policy committee. These to materialize immediately, however, given numer- measures boost the credibility of the central bank, ous steps to full implementation. The Government enhancing its ability to meet the medium-term in- has set an ambitious target to implement GST na- flation target. The normal monsoons, which also tionwide by April 2017. replenish India’s reservoirs, will further support a stabilization in prices over the coming year. Outlook Challenges Economic activity is expected to accelerate gradually. GDP is projected to expand by 7.6 per- There are significant downside risks in the cent in FY17, before accelerating to 7.8 percent by near term. First, continued uncertainties in the FY19. Initially, growth will be driven by a rebound global environment, volatility in commodity prices, in agriculture due to normal monsoons, which broader spillovers from Brexit on world trade, and along with civil service pay revisions will support a further slowdown of the Chinese economy could broad-based consumption growth and offset con- further delay a recovery of external demand. Sec- tinued weakness in exports and private invest- ond, the government has set ambitious targets for ment. In later years, growth will be underpinned raising revenues from divestments and spectrum by a recovery in private investments, as the recent auctions. If these are not met, there is a risk that push to accelerate infrastructure spending and a growth-enhancing capital and social spending may better investment climate (due in part to the pas- be cut to meet fiscal targets, or that fiscal targets sage of the GST and Bankruptcy Code) ‘crowd in’ may be missed, which would undermine the cred- the private sector. International trade conditions ibility of fiscal policy. Third, the expected boost to are expected to recover, but at a subdued pace. rural consumption from favorable monsoons could be dampened by deleveraging of debt incurred Inflationary pressures are likely to remain mut- by farmers over the previous two drought years. TABLE 1 2013 2014 2015 e 2016 f 2017 f 2018 f Real GDP growth, at constant market prices 6.6 7.2 7.6 7.6 7.7 7.8 Private Consumption 6.8 6.2 7.4 8.2 7.6 7.4 Government Consumption 0.4 12.8 2.2 8.6 9.0 8.8 Gross Fixed Capital Investment 3.4 4.9 3.9 7.7 9.8 10.2 Exports, Goods and Services 7.8 1.7 -5.2 5.7 7.2 7.6 Imports, Goods and Services -8.2 0.8 -2.8 6.6 8.6 8.8 Real GDP growth, at constant factor prices 6.3 7.1 7.2 7.6 7.7 7.8 Agriculture 4.2 -0.2 1.2 3.5 2.5 2.5 Industry 5.0 5.9 7.4 7.5 7.6 7.6 Services 7.8 10.3 8.9 8.9 9.1 9.2 Inflation (Consumer Price Index) 10.9 10.9 10.9 10.9 10.9 10.9 Current Account Balance (% of GDP) -4.7 -1.6 -1.2 -1.1 -1.2 -1.2 Financial and Capital Account (% of GDP) 2.7 2.7 2.7 2.7 2.7 2.7 Net Foreign Direct Investment (% of GDP) 1.4 1.4 1.4 1.4 1.4 1.4 Fiscal Balance (% of GDP) -6.5 -7.1 -6.5 -6.8 -6.5 -6.4 Debt (% of GDP) 65.5 64.7 65.2 67.1 67.1 66.6 Primary Balance (% of GDP) -1.9 -2.3 -1.6 -2.0 -1.8 -1.6 Sources: World Bank, Macroeconomics and Fiscal Management Global Practice, and Poverty Global Practice. Note: f = forecast. 2 openindia.worldbankgroup.org Fourth, private investment also faces several do- mestic impediments in the form of corporate debt Figure 1: Poverty Rate, 1993-94 to 2011-12 overhang, stress in the financial sector, and regula- % population below the poverty line tory and policy challenges. If these bottlenecks are 60 not alleviated, subdued private investment would 50.1 50 45.3 create downside pressures on India’s potential 41.8 37.2 growth. 40 33.8 31.8 29.8 30 25.7 25.7 20.9 21.9 Restarting private investments and creating 20 13.7 jobs for women will be critical for sustained 10 rapid growth into the medium- to long-term. Private investment growth continues to face several 0 Rural Urban National impediments in the form of excess global capacity, corporate debt overhang, stresses in the financial 1993-94 2004-05 2009-10 2011-12 sector and regulatory and policy challenges. The Source: National Sample Surveys, “Thick Rounds”: 1993-94 to 2011-12 recent passage of the GST and Bankruptcy Act will provide a significant boost in the medium-term. But sustaining the pace of reforms, particularly in the Consumption growth of the bottom 40 percent of land, labor and banking sectors, will be required to the population has risen, but lags behind growth of drive a meaningful pick-up in investments. In ad- average consumption. dition to accelerating the accumulation of physical capital, India needs to unlock the potential of its Poverty rates among Scheduled Tribes remain human capital. Currently nearly three out of four high. Welfare indicators for Scheduled Tribes and Indian women are not in the labor force. Creating Scheduled Castes are improving, but Scheduled conditions for women to re-enter the labor force Tribes in 2012 still experienced levels of poverty would boost India’s growth potential. (43 percent) seen in the general population 20 years earlier in 1994 (45.5 percent).4 RECENT SECTOR TABLE 2: POVERTY RATES IN LOW-INCOME STATES DEVELOPMENTS   Share of Population Share of Poor Poverty rate Bihar 8.6 13.3 33.7 Trends in poverty and shared prosperity Chhattisgarh 2.1 3.9 39.9 India has made remarkable progress in reduc- Jharkhand 2.7 4.6 37.0 ing extreme poverty in the past decade. The pov- Madhya Pradesh 6.0 8.7 31.7 erty rate declined from 45.3 percent in 1994 to 21.9 Odisha 3.5 5.1 32.6 percent in 2012 (Figure 1). The pace of progress has Rajasthan 5.7 3.8 14.7 picked up. Since 2005, 137 million people were lift- ed out of poverty, of which 85 million people moved Uttar Pradesh 16.5 22.2 29.4 above the official poverty line between 2010 and Total for LIS 45.1 61.5 29.8 2012.2 India has outstripped the first Millennium Development Goal (MDG) of halving the proportion of people whose income is less than $1.90 a day.3 Gains have been widespread, but low-income states are falling further behind. Although pov- erty has declined everywhere, it is increasingly concentrated in the poorer states—also the most 2 Estimates are based on the national (official) poverty lines. populous—which have lagged in both growth and The sharp decline in poverty between 2009-10 and 2011-12 re- responsiveness of poverty to growth. The low-in- flects, at least in part, the fact that 2009-10 was afflicted with severe drought. At the $1.90 poverty line, the scale of progress is equally staggering: between 2004-05 and 2011-12, nearly 1690 million people moved out of poverty. 3 India’s poverty rate at the PPP $1.90/ day poverty line has 4 World Bank staff estimates based on the official poverty lines fallen from 46 percent (1993-94) to 21.3 percent (2011-12). and National Sample Survey consumption expenditure data. India Country Snapshot 3 openindia.worldbankgroup.org come states (LIS), as a group, have a poverty rate livelihoods projects, revolutionizing agriculture that is twice that of other states, and are home to through support of the Green—and more recently a disproportionate share (61.5 percent) of India’s White (milk)—Revolutions, and improving health poor people. (Table 2) outcomes by helping to combat polio, tuberculosis, and HIV/AIDS. Despite large gains on the poverty front, India continues to lag behind world—and in some The WBG Country Partnership Strategy instances regional—averages on human devel- (FY2013-2017) (CPS) presents a program of opment outcomes. India ranks 135 out of 187 on support that aims to help India reduce pov- the United Nations’ 2013 Human Development In- erty and boost shared prosperity. With contin- dex (HDI). India’s child malnutrition rates are the ued strong focus on economic development and highest in South Asia: 38.7 percent of children five inclusive growth, India has the potential to make and under are malnourished. Over one-fourth (650 a dramatic contribution to poverty reduction on a million) of people globally who lack access to sani- global scale, comparable to China’s contribution in tation live in India. India accounts for 59 percent poverty reduction over the last two decades. The of the 1.1 billion people globally who practice open WBG seeks to work with India to address its key defecation.5 With the exception of Afghanistan, In- challenges in providing for platforms for growth, dia has the second lowest life expectancy at birth managing spatial transformation, and increasing (66.2 years) in South Asia.6 India still accounts for the country’s human development potential. In one-third (nearly 300 million people) of the globe’s pursuit of this vision, WBG support to India focuses illiterate people. on three engagement areas — integration, urban- rural transformation, and inclusion — with sus- Development Progress, Challenges and tainability, governance, and gender issues cutting across the entire program. For an interactive view WBG Contributions of the World Bank Group Strategy, please see the new web-based app OpenIndia.worldbankgroup. Despite significant development progress and org poverty reduction, India’s development agenda remains a complex work in progress. As detailed The CPS emphasizes a shift in WBG focus towards in the government’s 12th Five-Year Plan, the chal- stronger engagement in India’s low-income lenges are many, cutting across all sectors, all 35 and special category states where many devel- union states and territories, across rural and ur- opment challenges are particularly concentrated,7 ban areas, and impacting the lives of its 1.2 billion Taken together these states are home to over 60 people. Regional disparities persist, with the seven percent of India’s poor people, have gross state do- poorest states accounting for 61.5 percent of In- mestic products (GSDP) that lag far behind the all- dia’s 270 million poor people. India average, and struggle with low human-devel- opment indicators that are comparable to some of The World Bank Group (WBG) partnership with the poorest countries in the world. Accordingly, the India is strong and enduring, spanning nearly CPS seeks to have low-income and special category six decades. Since its first International Bank for states account for at least 30 percent of combined Reconstruction and Development (IBRD) loan to IBRD and IDA commitments by 2017, up from 12 Indian Railways in 1949, the WBG’s financing, ana- percent in 2012. lytical work and advisory services have contribut- ed to the country’s development. WBG-supported A significantly scaled-up program is being de- activities, for example, have had a considerable im- livered in the context of a strengthened part- pact on universalizing primary education, empow- nership between the Government of India and the World Bank Group focusing on “six plus ering rural communities through a series of rural 7 Low Income and Special Category States include: Bihar, 5  WHO/UNICEF Joint Monitoring Programme for Water Sup- Chhattisgarh, Jharkhand, Madhya Pradesh, Odisha, Rajasthan, ply and Sanitation Data Update with estimates for 2014. Uttar Pradesh, Uttarkhand, Himachal Pradesh, West Bengal, and 6   World Development Indicators, 2013.  the North East States. 4 openindia.worldbankgroup.org two” priorities areas of engagement. The May order to strengthen the “line of sight” between pro- 2014 national elections brought to power the gram objectives, higher order country outcomes, National Democratic Alliance (NDA), led by Prime and the twin goals. Already completed and/or well- Minister Narendra Modi. In its first year, the new advanced analytical work across eight multi-sec- government announced an ambitious reform agen- toral development issues (Box 2) as well as things da, and launched an array of new high-impact ini- learned from across the three CPS engagement tiatives. Spearheaded by Prime Minister Modi and areas have confirmed the broad orientation of the WBG President Jim Kim, the Bank Group agreed to scale up support in priority areas of engage- ment consistent with the CPS. Cutting-edge global Box 1: WBG’s Priority Areas of Engagement knowledge, and financing is being mobilized from In 2014, Prime Minister Modi requested WBG’s support on a across the World Bank Group to help: rejuvenate series of high-impact initiatives of the Government of India: the Ganga river; develop smart cities and improve Power for All: 24/7 electricity for all by 2019. urban service delivery; improve rural sanitation and end open defecation; provide 24/7 electricity, Swachh Bharat: 100 percent rural sanitation and open- including an ambitious push on solar energy; and defecation free India by October 2, 2019. provide youth with training and skills develop- Skilling India: By 2020, 500 million youth equipped with skills ment. The Bank Group will also scale up engage- to ensure India’s global competitiveness and inclusive growth. ment in two additional areas, helping to modernize India’s massive railway system and improve India’s Ganga Rejuvenation: A clean and healthy Ganga, whose basin has a population of about 450 million people. business climate (Box 1). Smart Cities: 100 smart cities that use information technology A robust analytical program has helped reca- to solve urban issues by 2024. librate the strategy to better align it with the AMRUT: Comprehensive provisioning of municipal services in World Bank Group’s twin goals of ending ex- 500+ cities. treme poverty and promoting shared prosperi- ty by improving living standards for the bottom Business Climate: “Doing Business” ranking of 50 or above. 40 percent of all countries. The WBG is working Railways: Expand capacity, modernize infrastructure, and to deepen understanding of trends in poverty and promote self-sustainable financing by 2020. inclusion, and the drivers of poverty reduction in Box 2: Eight Clusters: A Muti-Sectoral Approach to Knowledge Work 1. Poverty and Shared Prosperity aims to better understand the multiple dimensions of poverty and shared prosperity in India, and identify ways the Bank Group can support the Government of India to meet its goal of inclusive growth. 2. Water consolidates and sharpens the Bank Group’s engagement in water in India to promote water security, to show the necessary trade- offs with respect to the use of a finite resource that is over allocated, and to show the links between water and the economy. 3. Urban is designed to provide a platform to address challenges and opportunities posed by India’s spatial transformation and the CPS’ strategic shift toward urbanization. 4. Service Delivery seeks to assist in improving the access, quality, and accountability of core government services with an emphasis on LIS. 5. Human Development Outcomes community of practice undertakes strategic analytic and advisory activities to help identify, assess and improve the determinants of key human development outcomes in India. 6. Public-Private Partnership (PPP) supports Government of India PPP programs to increase access to basic services, achieve incremental efficiencies in service delivery, and improve governance in target sectors. 7. Social Inclusion and Gender helps to establish links between social inclusion, gender, Scheduled Tribes, and the twin goals through analytical work, piloting and learning, and direct operational support. 8. Economic Integration explores opportunities to maximize the economic potential of ongoing and planned infrastructure investments along India’s Eastern Corridor by focusing on diagnostics and interventions that could better connect producers to markets, strengthen competitiveness, and support integration domestically, regionally and globally. India Country Snapshot 5 openindia.worldbankgroup.org strategy, and provided rationale for recalibration and increased focus in a few areas. Integration Enhanced efforts to increase India’s market in- tegration can significantly boost the country’s economic growth. Better integration—connect- ing India’s diverse regions and sectors—will result in a more balanced growth among Indian states, helping low-income states converge more quickly with their faster-growing neighbors. Areas where special attention is needed to promote integration The World Bank is financing India’s Eastern Dedicated Freight include transportation, power supply, investment Corridor where electrified railway lines will reduce GHG facilitation, health and employment. emissions by 2.25 times over 30 years. Environment friendly transportation is being piloted in five cities, and a multimodal project is working to link India’s north east with Bangladesh and Addressing India’s massive transport infra- Myanmar. structure gap. Although India’s transport network is one of the most extensive in the world, accessi- Key WBG support in the transport sector focuses bility and connectivity are limited. Only 20 percent on the reform and development of railways, high- of the national highway network (which carries 40 ways and rural roads, intermodal transport inland percent of traffic) is four-lane, and one-quarter of the rural population lacks access to an all-weather waterways, and on improving road safety. WBG road. The entire railway system is grappling with is- projects aim to improve transport connectivity by sues of financial sustainability. There is a renewed upgrading and maintaining 7,000 kilometers (km) interest to develop inland waterways to promote of state highways, improving urban mobility infra- efficient and environmentally friendly transport. structure, significantly increasing rail transport capacity on the Eastern Freight Corridor, and im- proving the financial sustainability of the railway sector. In 2015 IFC invested $250 million in a com- pany that acquires road assets s from developers in financial stress, freeing up resources and providing much needed funds to complete their projects. It is essential to further strengthen India’s en- ergy sector to improve availability and reli- ability of power for economic development. Over the past decade, India has nearly doubled its installed generation capacity, becoming a global leader in renewable energy. It has also improved its transmission network, developed electricity exchanges and enacted major energy-related leg- To help India fulfil the promise of 24/7 power supply, World islation. Despite these achievements, an estimated Bank projects are supporting Andhra Pradesh and Rajasthan to improve the financial strength and operation of their electric- 300 million people do not have access to electric- ity distribution companies. Six northeastern states are being ity, while those who are connected to the grid must helped to strengthen their power transmission and distribution cope with an unreliable supply. Problems include: networks. Going forward a new thrust on solar power will sup- port the creation of solar parks, together with transmission lines intermittent power supply; energy demand that far needed to carry surplus energy from these parks to solar-poor outstrips supply; below market pricing of electrici- sates. The World Bank supported Grid Connected Rooftop Solar ty; constraints on the coal and gas supply that force Program, will finance the installation of at least 400 MW of solar Photovoltaic (PV) installations that will provide clean, renew- generating stations to operate below capacity; and able energy, and reduce greenhouse gas emissions by displacing high rates of loss in distribution. At the state level, thermal generation. the power sector faces especially acute financial 6 openindia.worldbankgroup.org difficulties with accumulated losses in the distri- well as deepen Indian capital markets, IFC launched bution sector amounting to 1.5 percent of India’s an offshore (Maharaja) and an onshore (Masala) GDP. Since Prime Minister Modi’s pronouncement bond program. These programs are attracting new that everyone in India will have 24/7 electricity by classes of investors to India, lengthening maturi- 2019, there have been steps to tackle these chal- ties and developing yield curves, while enabling lenges, including launching the Ujwal Discom As- IFC to mobilize long-term Rupee financing. IFC also surance Yojana (UDAY) program to address losses. invested in the first green bonds in India to help At the same time, the government has prioritized construct green residential buildings, facilitate de- development of alternative sources of energy. velopment of affordable housing, and create more jobs. IFC’s issuance of these bonds also contrib- Key WBG support focuses on supporting the “Pow- uted to establishing a sound benchmark for rupee er for All” initiative. Support involves significantly bond prices, thereby catalyzing capital markets de- increasing renewable energy sources such as solar, velopment. wind, and biomass. In solar power, the government is working toward a five-fold increase in energy Improving a healthy investment climate—with generation, from 20 gigawatts (GW) to 100 GW, an eye to increasing private investment—is a and adding 60 GW of wind capacity by 2022. Bank priority of the government. In the aftermath of Group support aims to help improve rural and the global financial crisis, India’s gross domestic urban power supply, help restructure the worst savings rate declined significantly to 32 percent performing state utilities, strengthen the national of GDP, constraining much-needed investment to transmission corridor, and increase renewable address the infrastructure gap, alleviate capac- sources of energy. The first phase of lending for ity constraints, and raise potential output. The re- power sector reforms in Rajasthan as well as sup- duced availability of domestic financing sources, port for power generation in the northeastern re- combined with the need to maintain high invest- gion and development of solar rooftop power were ment rates, highlights the importance of a healthy investment climate that creates opportunities for launched in 2016. Three new IBRD solar power domestic and foreign investors. Policies that distort projects are planned for 2017. key markets are detrimental to India’s investment IFC has been supporting medium- and small-scale climate.8 project developers in the solar photovoltaic (PV) and wind businesses, domestic equipment sup- pliers to the renewable energy industry, and ex- perienced foreign partners seeking to bring their renewable energy expertise to India. IFC was one of the earliest international financiers of wind and solar projects in India starting in 2009, when the country had minimal renewable energy capacity. Its main goal at the time was to show that clean energy projects were commercially viable and could be scaled up. Less than a decade later, IFC’s portfolio in Indian wind and solar power exceeds $700 million and includes 3 GW of solar and wind, while advisory support on PPPs to the Gujarat and The new LED street lights in Jaipur make it possible for shop- Odisha governments helped set up 5MW and 4MW keepers in this street market to stay open longer. IFC advised the governments of two Indian cities – Bhubaneshwar and Jaipur solar rooftop projects respectively. IFC helped de- – to structure a PPP for financing, upgrading, operating and velop contractual models and contributed to dem- maintaining the public lights system. These cities are now real- onstrating technical and economic feasibility of izing energy savings in the tune of 70-80% and fiscal savings for the government of around $1 million per year. rooftop-based solar power to attract the private sector. Diversification of financing for infrastructure 8 International Labor Organization, modelled estimate for is important. To help diversify funding sources as 2013. India Country Snapshot 7 openindia.worldbankgroup.org Key WBG contributions include a focus on reforms the challenge and the ambitions of the government, that will improve the business climate by reducing there is scope for deeper and more intense engage- the regulatory burden on businesses and increas- ment. Support includes ongoing rural livelihoods, ing transparency. Bank and IFC engagement on the vocational training, technical education projects, as WBG’s Ease of Doing Business initiative focuses well as the increased engagement in tertiary edu- on the Doing Business reform memo and support- cation. Projects under preparation—including the ing its implementation and focusing on a range of Skills Employability Enhancement Project—aim to business regulations issues. A major technical as- introduce reforms to provide sustainable expansion sistance (TA) effort is ongoing to support India’s of the training system using performance-based fi- goal of dramatically improving its Doing Business nancing and significant involvement of private sec- ranking. Work is also underway to develop and tor, as both a provider of relevant technical skills implement state-level ranking of the business cli- and as an employer. These projects are informed mate, aimed at promoting “competitive federal- by the findings from a multi-state assessment of ism” and in turn improving the investment climate government-sponsored skills-training programs. across India. The other area of focus is on competi- Future analytical work on skills will increasingly tiveness. The Manufacturing Plan Implementation seek to incorporate a more holistic understanding TA and the Uttar Pradesh Growth and Inclusion of what is meant by “skills”—looking at both life Report, have formed the basis of policy dialogue and technical skills throughout the whole life cycle with authorities in Bihar, Tamil Nadu, Maharashtra, of a worker, from birth to formal education and be- and Uttar Pradesh on competitiveness and private- yond, identifying productivity challenges faced at sector development strategies. Future work in this each stage. area will broaden the dialogue to other states and is expected to deepen state-level engagement on India and its neighbors have not fully realized private-sector competitiveness to support Govern- their potential for growth through regional and ment of India efforts on the “Make in India” cam- global integration. Although some progress has paign launched by the government in 2014. been made, South Asia remains one of the least in- tegrated regions in the world with regard to policy, Jobs are key to achieving the twin goals of pov- trade, and infrastructure. This lack of integration erty reduction and shared prosperity. Over the directly affects India’s economic development and last two decades, eight million people annually en- hampers management of shared natural resources, tered the labor force in India. Job creation, which such as cross-boundary river basins. It aggravates has remained relatively flat over a long period, will the isolation of the underdeveloped northeast In- continue to be a tremendous development chal- dian states from trade and transit routes and lim- lenge as India grapples with how best to provide its access to necessary energy resources, such as opportunities to its burgeoning young workforce. oil and power. The government’s regional integra- At present, only 16 percent of the workforce de- tion goal is focused on seizing opportunities for rives its income from regular wage employment, increased trade and investment in South Asia, but and more than half are engaged in agriculture. In- also in emerging East Asian economies. dia has the third lowest—and decreasing—female labor force participation rate in the South Asia re- The WBG promotes regional integration, espe- gion; only 27 percent of women ages 15 and older cially in: (i) the integrated management of natural are working. resources and regional public goods; (ii) the pool- ing of power resources; (iii) trade and transport The WBG is scaling up its support for the govern- regional facilitation; and (iv) business dialogue. A ment’s “Skill India” initiative. Ensuring that India’s new Nepal-India Power Transmission and Trade young people have the skills needed to take full Project will finance construction of a cross-border advantage of employment opportunities, as they transmission line to increase the trade of electric- arise, is essential for India’s development—its ity (up to 150 MW) between the two neighboring global competitiveness and long-term economic countries. Analytical work will continue to under- prospects, and, more importantly, for poverty re- pin dialogue on critical regional issues. On the Bud- duction and upward mobility. Ongoing Bank proj- dhist Circuit Program, IFC is working closely with ects are yielding good results, but given the scale of the Ministry of Tourism and the governments of 8 openindia.worldbankgroup.org Uttar Pradesh and Bihar to develop an integrated service delivery, a series of state-level urban and Buddhist tourism trail across two states in India municipal development lending operations will and Nepal. Building on recent momentum for im- help at least 220 cities develop and implement new proved regional integration, more attention will be and/or updated urban management systems and paid to regional connectivity, especially as it relates the Karnataka Municipal Reform Project will help to transport, trade logistics, and trade in electricity. another 230 cities across the state implement a new e-governance and/or Geographical Informa- Rural-Urban Transformation tion Systems (GIS) mapping system. Analytical and advisory work on urban-related issues is expected India is undergoing a massive rural-urban to figure prominently in the program, and will un- transformation—one of the largest of the 21st derpin future lending operations. A recently com- century. For the first time since independence, pleted study on the social dimension of urbaniza- India has seen a greater absolute growth in tion is meant to contribute to policy dialogue on urban population than in its rural population. the role social protection systems and safety nets The number of towns increased from about 5,000 can play in a country with a growing urban poor in 2001 to 8,000 in 2011, and some 53 cities now population. IFC, supports an eco-cities program have a population exceeding one million. Today, that promotes energy efficiency, renewable energy, 31.1 percent of the population lives in cities, and and clean technology in delivery of municipal ser- the share is expected to rise to 50 percent in the vices. It also contributes to replacing ageing infra- next 20 years. Accelerating urbanization is central structure and promoting both supply and demand to India’s growth, development, and poverty reduc- for green homes. tion, but it cannot be done without an equally pro- Faster economic growth has accelerated deg- nounced focus on sustainable rural development. radation of the environment and depletion of Rural areas are often poorly connected to cities, re- scarce natural resources essential for sustain- sulting in weak value chains for agricultural prod- ing growth and eliminating poverty. India’s long- ucts and slow rates of off-farm job creation. term growth is predicated on its ability to address Accommodating the needs of an additional 10 environmental problems such as soil erosion, wa- million urban dwellers each year will be a stra- ter and air pollution, growing water scarcity, and tegic policy issue for many years to come. Pro- the declining quality of forests. In Northern India, viding them with adequate services such as water, the aquifers are receding by an alarming four cen- sewerage, drainage and transportation, and creat- timeters annually. The challenge is further exac- ing opportunities for further economic develop- erbated by environmental stresses resulting from urbanization processes that are often chaotic, and ment will be a challenge. The needs are particularly from private-sector development. The cost of envi- dire in India’s growing slums. Investments—both public and private—have not kept up with demand. Weak urban planning, ineffective regulations gov- erning land management and use and distorted land markets hinder the development of vibrant, livable cities. Urban governance is a major issue across all states and cities, and urban service de- livery institutions have limited autonomy, account- ability, and performance incentives which leads to less responsiveness to its citizens. Key WBG support for urban development focuses on government efforts at the national, state, and city levels to help improve the management and livability of medium-sized cities across India. Sup- World Bank projects are supporting India’s ambitious urban port is in three broad areas: institutional capacity vision by helping build; the capacity of urban local bodies in a number of states. Projects also finance water-supply systems, strengthening of urban government; urban trans- sewerage and storm –water drainage networks and systems for port; and water and sanitation. To improve the solid-waste management. India Country Snapshot 9 openindia.worldbankgroup.org ronmental degradation in India was estimated in 2009 to be 6.6 percent of GDP.9 The World Bank Group is making key contribu- tions in environmental protection and biodiversity conservation. Work focuses on developing effective systems and institutions to enable more efficient environmental management and reduction of re- source degradation, including: (i) coastal manage- ment; (ii) industrial pollution management; and (iii) natural resources (particularly water), ecosys- tems and biodiversity. Efforts will intensify to inte- grate sustainability considerations and lower car- bon approaches in designing projects in different The World Bank is supporting India’s efforts to clean and rejuve- nate the iconic Ganga. The National Ganga River Basin Project is sectors, but especially in infrastructure. On coastal helping build 2500 kms of sewer networks and enhance sewage management, the World Bank Group will continue treatment capacity in cities of Rishikesh, Allahabad, Patna and to support the simultaneous economic develop- the Greater Kolkata area as well as several smaller towns along the river. In Patna alone 21 Ghats have been developed and a ment of India’s extensive coastline and preserva- riverside promenade built to improve people’s access to the river. tion of its fragile ecosystems with pilot programs The project is supporting the establishment of key national and in Gujarat, Odisha, and West Bengal. The coastal state-level institutions responsible for cleaning the river. disaster risk reduction project in Puducherry and Key WBG contributions focus on innovative ap- Tamil Nadu also pilots improvements to marine proaches and systems strengthening. Support to fisheries, particularly in inshore coastal areas. On the watershed component of the new Pradhan pollution management, the Bank’s ongoing Ganga Mantri Krishi Sinchayee Yojana scheme in nine Basin Project will help build the National Ganga states will contribute to overall productivity gains River Basin Authority’s capacity to pilot wastewa- in a country where 65 percent of agriculture is ter collection and treatment schemes, and adopt river conservation measures. The Capacity Build- rain-fed. State irrigation projects will also aim to ing for Industrial Pollution project is helping de- improve productivity by promoting water-use ef- ploy technologies and management practices for ficiency, strengthening water-related institutions, cleaning up toxic legacy sites. and building capacity for the management of ir- rigation systems and decentralized management Stepped-up efforts to develop agriculture are of irrigation tanks. By 2017, cereal yields in tar- slowly yielding results, but these are still below geted states are expected to increase by close to government targets. Since 2004/05, agriculture 20 percent for paddy, wheat, and sugar as a result has shown a marked and widespread return to an- of WBG interventions and state-level agricultural nual growth of 3.5 percent, although that is still be- competitiveness projects. These will help translate low the 4 percent target for the last two five-year increased demand for agricultural products into plans. Stressed natural resources, poor rural infra- higher incomes for farmers. structure, inadequate technology, limited access to credit, underdeveloped extension and marketing Access to adequate water and sanitation is criti- services, and insufficient agricultural planning at cal to improving the quality of life and economic the local level contribute to the lackluster perfor- potential of all Indians—in rural and urban ar- mance. Ongoing global food security concerns, pro- eas. Although the government at the national and nounced food-price volatility, and concerns about state level spends $4 billion annually on improving climate change all highlight the urgency of boosting access to rural water supply and sanitation, only India’s agriculture productivity and rural incomes. one-third of rural households have access to piped Agriculture remains the main source of livelihoods water and sanitation.10 The already stressed water for half the population. supply and sanitation delivery system will have to 9   World Bank estimates, 2009. 10 Indian National Census, 2011. 10 openindia.worldbankgroup.org be revamped to respond to the urbanization chal- lenge—an additional 250 million people will mi- grate to cities in the next 20 years. Although more than 70 percent of the urban population has access to tap water and more than 80 percent to basic san- itation, piped water is only available for a few hours per day and raw sewage often overflows into open drains. The economic impact of inadequate sanita- tion in India is estimated at $54 billion or 6.4 per- cent of GDP in 2006. Most of that cost is attributed to premature mortality and health-related costs. Key WBG contributions, spanning two decades World Bank projects have helped introduce innovative and three generations of Rural Water Supply and ICT Solutions to monitor municipal and health services and rural Sanitation (RWSS) projects, focus on strengthen- water supply and sanitation. Intelligent transport systems have been developed for Mumbai and Mysore, rural panchayats have ing governance and institutional arrangements for been digitized, health payment systems in Bihar have been auto- water supply and sanitation services; piloting ser- mated, mobile computer classrooms have given a boost to rural vice delivery models that are efficient, accountable, education, and a world class super-computing facility has been set up for agricultural research. and customer-oriented; improving the financial sustainability of providers; and changing behavior through the flagship national sanitation operation but only if there is a complementary focus on hu- to support the elimination of open defecation in man development and on policies that help make rural areas, namely the support operation to the growth inclusive. For example, a growth strategy Swachh Bharat Mission - Grameen. A successful that focuses on labor-intensive sectors and on the 24/7 water supply pilot is being scaled up in three development of small and medium-size enterprises cities in Karnataka. IFC is helping to address effi- will help create productive employment opportu- ciency and conservation issues in municipal, agri- nities for India’s poor and make growth more in- cultural, and industrial water. For example, a new clusive. Inclusive growth will require significant program focuses on water-use efficiency in major improvements in the quality of services and their water-intensive commodities, and helps private- delivery in the social sectors, including education sector partners adopt water-efficient technologies. and health, better access to safe water and electri- IFC’s Advisory Services are helping India and more cal power, and creating meaningful employment broadly South Asia to become a global leader in and livelihoods opportunities. water sustainability in private-sector operations. World Bank operations in the water sector have A key challenge for inclusion is the continuing provided 3.4 million people with access to an im- decline in female labor force participation. The proved water source and 2.9 million people with large drop in female labor force participation in access to improved sanitation over the last three rural areas since 2005 can largely be explained by years. The additional number of beneficiaries from a sharp decline in the number of agricultural jobs, all ongoing projects is expected to be 9.6 million traditionally the largest source of jobs for women in people with access to an improved water source, India. As agriculture jobs disappear, the creation of and 99.5 million with access to improved sanita- other suitable employment opportunities has been tion - the latter primarily as a result of our sup- slow, leaving many women out of work. But this is port to the Government of India’s flagship Swachh only part of the story. Women’s employment in ur- Bharat Mission. ban India also remains unusually low for a country of its income level, and especially given rising edu- Inclusion cation levels among women. More analytical work is planned to better understand both demand and Inclusive growth is a key priority for the Gov- supply side constraints to women’s employment. ernment as reflected in the 12th Five-Year Plan. At the same time, WBG continues to focus on inclu- Economic integration and rural-urban transforma- sion of women, including robust monitoring to en- tion can benefit a large part of India’s population, sure women participate in the benefits yielded by India Country Snapshot 11 openindia.worldbankgroup.org tively low, and funds could be used more effec- tively. India’s public expenditure on health remains low by international comparisons at a little over 1 percent of GDP. While public financing is expect- ed to increase, it needs to be accompanied by im- proved effectiveness of spending at all levels, great- er access to quality health care, and more effective delivery of health services. Systemic constraints in India’s healthcare include weak accountability ar- rangements and incentives for performance, weak quality assurance, a largely unregulated private health-care sector, limited mechanisms for finan- A family of four, maize growers from the eastern state of Megha- cial protection, weak information and surveillance laya, benefit from the WBG-supported government’s universal systems, and inadequate use of evidence-based health insurance coverage. IFC PPP engagement helped establish the Megha Health Insurance Scheme. This enables the state gov- planning, programming, and management. Out- ernment of Meghalaya to partner with a private insurer to share of-pocket health expenses are high, on average ac- operational and financial responsibilities and make available a network of public and private hospitals across India to address counting for 70 percent of total health spending the health care needs of the state’s population, including those and affect poor households disproportionately. from low- and middle-income households. The WBG contributes to improvements in the operations. In particular, as part of the new Mad- health sector (public and private) with inter- hya Pradesh Higher Education Quality Improve- ventions, mostly at the state level, focusing on ment Project, work is ongoing to better understand strengthening institutions and accountability, employer attitudes and preferences in hiring deci- developing local systems and capacities, and ad- sions, especially for skilled young women. A large dressing government and market failures. Financ- part of the work is anchored in the social dynamics ing, advisory services, and capacity-building initia- in urban areas, which are the hubs for new jobs and tives are expected to almost double the number of skills. Another example is the new Bank-support- poor and vulnerable households covered under the ed Tejaswini project, which aims to help girls and government-sponsored health insurance schemes. young women in the low-income state of Jharkhand For instance, the government of Meghalaya sought to obtain education and skills to improve their em- assistance from IFC and the World Bank to imple- ployment and economic opportunities. ment an expanded health insurance program for all of the state’s 3 million people. The project has since Although India’s health indicators have contin- been partially replicated in Uttarakhand under a ued to improve, progress has not kept pace with WBG supported program and is being studied for the country’s economic growth over the past de- replication by other parts of India. cade. Although they continue to decline, maternal and child mortality rates remain on par with those Improving the nutritional status of India’s chil- in much poorer countries. India faces an unfinished dren is particularly important. Child malnutri- agenda of tackling childhood and infectious dis- tion remains high and widespread. Nearly 40 per- eases and malnutrition, as well as an emerging and cent of India’s children are stunted. Despite India’s rising burden of non-communicable and chronic impressive economic growth in the past decade, diseases. India and China account for the largest malnutrition has declined very little. Stunting rates number of diabetics in the world. Progress on tack- in India are two to seven times higher than those ling communicable diseases such as AIDS, tubercu- in other BRIC emerging-economy countries. While losis, and polio has been significant, but continued nutrition has recently received increased attention attention is needed to secure the gains. Poor people with the restructuring of the Integrated Child De- are highly vulnerable to health shocks with medical velopment Services (ICDS) scheme, there remain expenses contributing to household poverty and very significant programmatic, institutional, tech- compromising efforts to improve health outcomes. nical implementation, and capacity constraints. Public expenditure on health care remains rela- The Bank’s financial, analytical, and technical sup- 12 openindia.worldbankgroup.org port at both the national and state levels focus on strengthening the nutrition policy framework as well as systems and capacities to improve nutrition. Interventions in this area are mostly through the newly restructured ICDS and increasingly through multi-sectoral actions, using government and Bank operations as platforms. For example, Bank sup- ported rural livelihoods projects aim to contribute to efforts to combat high malnutrition by promot- ing healthier nutrition habits among women’s self- help groups. India’s efforts to improve access, equity and In rural areas many of our education, water, sanitation, health quality of education at the primary, secondary and livelihoods projects have a strong focus on disadvantaged and tertiary levels remain a work in progress. groups, including on women. More than 3.34 million women in 100,000 villages have been empowered through our rural liveli- Now that access to primary education has been hood projects largely universalized, the challenge ahead is to im- prove quality, learning outcomes, retention, and lation has not benefitted. In 2012, forty-three access to education by underprivileged children, percent of the Scheduled Tribe population lived often in very remote areas. As the success of ele- in poverty. Human development outcomes among mentary education has resulted in demand for edu- Scheduled Tribes, especially in the Low Income cation beyond elementary level, there is increasing States, are poor compared to all India averages with focus on improving access to secondary education. low literacy rates and high malnutrition and mater- Of those children who finish primary education, nal and child mortality. For example, the under-five 83 percent transition to the next level. Enrollment child mortality rate among children born to ST fam- rates for grades 9–12 are just 40 percent, and of ilies is 15 percent higher than the national average. those enrolled, approximately 15 percent drop out The WBG strategic focus on LIS corresponds to the and one-third fail their examinations. While inequi- higher share of ST in these states. Most projects ties are declining in terms of access and participa- located in areas that have large tribal populations tion at all levels of education for all socio-economic address the needs of ST and new projects will pay and ethnic groups, many inequities persist in the special attention to this vulnerable group. Adviso- type of education facilities and availability of mod- ry Services and Analytics from the Bank will help to ern education techniques. Girls make up 45.6 per- identify the more intractable issues that perpetu- cent of secondary students. ate systems of social exclusion, but also examine in depth why certain issues remain so prevalent, de- WBG’s focus is on improving secondary and tertia- spite progress on several fronts. ry education with greater emphasis on educational quality. The implementation of the Bank-supported Developing an inclusive financial sector re- government-sponsored scheme Rashtriya Madhy- mains a key development challenge in India. amik Shiksha Abhiyan will contribute to the uni- Although reforms during the last two decades have versalization of secondary education. Under this improved financial access, more than 100 million scheme it is expected that secondary enrollment households (60 percent of the population) still will increase from 28 million in 2012 to 40 million lack adequate access to financial services, espe- by 2017. Greater attention is to be paid to teacher cially in rural areas. Increasing household access to training, performance, and accountability—key de- finance, especially for the very poor, is crucial for terminants of quality. Interventions will also help economic growth and poverty reduction. Similarly, improve labor market entry for young adults. access to finance for India’s small and medium en- terprises (SMEs)—which account for more than 40 While poverty has decreased and human de- percent of the country’s exports and manufactur- velopment indicators have improved for most ing output—is critical to provide the working and vulnerable groups over the last two decades, a long-term capital to grow businesses and generate large share of the Scheduled Tribe (ST) popu- employment, and thus crucial to absorb the mil- India Country Snapshot 13 openindia.worldbankgroup.org lions transitioning out of agriculture. Low income sues in India will help further understanding of key states have historically had lower levels of access barriers to financial inclusion, particularly in LIS. to finance. IFC is playing an active role in improving access to India’s efforts to enhance access to deposit ser- finance. IFC seeks to improve the depth and quality vices have received a boost through the bank- of financial services, through: (i) financial product ing correspondent channel, which has helped diversification; (ii) responsible finance (i.e. pro- create more than 100 million no-frills accounts. moting financial awareness and literacy among The new Pradhan Mantri Jan-Dhan Yojana (the clients and transparent reporting by financial in- National Financial Inclusion Mission) encourages stitutions); and (iii) supporting delivery channels people to open bank accounts (125 million were using information and communications technol- opened in just 100 days). Together with Aadhar ogy and agents. New approaches to delivery of fi- (unique identification) and mobile technology, nancial services are key in coming years to expand Jan-Dhan has the potential to create a platform on reach. IFC has already begun work in this regard which many programs and cash transfers can be with government-to-person payments, and will enabled for the poor, initiating wide-spread finan- continue to work on innovation in payments sys- cial inclusion with the banking system. tems, alternative delivery channels, remittances, and government payments. In addition, there is a However, finding a viable business volume that en- strong focus on strengthening the financial infra- ables easy access for deposits and withdrawals re- structure in the country to enable greater access mains difficult. Although overall access to credit has to finance. This includes developing the collateral increased, a lot remains to be done. For instance, registry in India, expanding the use of more eas- more than half of India’s farmers do not have ac- ily available asset types, and supporting the avail- cess to formal credit. The situation is worse with ability of better quality credit information on SMEs respect to other financial services. Only 20 percent and low-income households to facilitate credit ex- have access to crop insurance, and given the high pansion to these segments. IFC has also worked on dependence on weather, are exposed to the vaga- transforming India’s micro-finance sector through ries of nature. Efforts to scale-up new products to selective investments in 14 MFIs and advisory ser- support firm financing, including for India’s SME vices to the Government of India. Forty percent exporters, include export finance, receivable fi- of disbursements in the microfinance space are nance, and factoring products, are important for from MFIs that IFC invested in. IFC assisted in set- India to sustain high levels of growth. ting standards for the sector and seven out of ten new banking licenses recently awarded were to The WBG has supported projects in agriculture fi- IFC-invested MFIs. By 2017, it is expected that an nance and rural cooperatives, microfinance, liveli- additional one million households will have access hoods promotion, and SME financing with a finan- to formal financial services as a result of WBG in- cial inclusion component of more than $2 billion. terventions, and an additional 20 million loans will These projects have had a positive impact and lev- be made to micro, small, and medium enterprises. eraged significant resources from project-support- ed partners. The WBG program promotes integrat- With more than 90 percent of India’s labor force ed approaches to financial inclusion by facilitating in the informal sector, social protection systems access to credit and other financial services to to help people, especially the very poor, absorb farmers and households. Rural state and national and manage economic risks and shocks are livelihoods projects, sustainable and responsible critical to India’s development. Under the 12th microfinance, low-income housing finance, and Five-Year Plan, the government aims to overhaul agriculture insurance are central to the Bank’s the sector by introducing a direct cash transfer response in this area. The Bank will seek to lever- system—the Direct Benefits Transfer (DBT) initia- age its resources and support new products (such tive—for major subsidies and welfare-related ben- as insurance) and use of new technology (such as eficiary payments. DBT represents a fundamental unique identification-enabled financial service pro- shift in Indian welfare policy and is seen by some vision). Analytical work that builds on the Bank’s as a vehicle to lift millions of people out of poverty. substantive experience working on inclusion is- To roll out the program successfully, the capacity of 14 openindia.worldbankgroup.org institutions at the state level must be strengthened. stitutional capacity to prepare for and manage Social protection coverage expanded substantially the impact of natural disasters, and help people with the recent passing of the National Food Secu- protect themselves from natural disasters and re- rity Act, making access to food a legal right. The act cover from them quickly. The National Cyclone Risk entitles two-thirds of the population to subsidized Mitigation Project helps strengthen the capacity of food grains. state disaster-management agencies to mitigate the impact of and respond to cyclones in vulnerable Key Bank contributions focus on enhancing social coastal states. The second phase of the project fo- protection coverage, including for health and dis- cuses on the states of Gujarat, Kerala, Maharashtra, ability insurance, job transition insurance, and pro- and West Bengal. Technical assistance helps build tection in old age. As many programs do not reach government capacity to conduct risk assessments all of their intended beneficiaries, particularly in for geophysical hazards and vulnerabilities, estab- low-income states, the Bank seeks to work with lish building and planning standards, and pilot in- states to expand coverage. Increased use of ICTs novative approaches to risk mitigation. To mitigate in program delivery and management form a cor- risks of and vulnerability to natural disasters, espe- nerstone of this work together with capacity build- cially in coastal areas, the Bank focuses on access to ing and enhancement of human resources at local emergency shelters and on evacuation and protec- levels. Non-lending technical assistance supports tion against windstorms, flooding, and storm surg- the government’s efforts to convert many in-kind es in high-risk areas. By 2017, it is expected that subsidies and support programs to cash assistance 400 cyclone shelters will be completed in targeted through its new DBT initiative. IFC has launched initiatives to build capacity of financial institutions coastal areas and at least three states will have in- to offer long-term micro insurance and micro pen- stalled an Early Warning Dissemination System, sion products to the low-income segment, and has which in turn will help save lives and livelihoods. begun work on creating a national service delivery architecture using technology to ensure sustain- THE WORLD BANK GROUP PROGRAM IN INDIA able access and scale-up of these products. India is very vulnerable to climate change be- cause of high levels of poverty, high population The Country Partnership Strategy is on track to density, heavy reliance on natural resources, achieve its objectives, with many targets already and an environment already under stress. Un- surpassed midway through CPS implementation.12 der a moderate climate-change scenario (an in- Progress has been made to engage more strongly crease in mean annual temperatures of 1.1 to 2.3 with low income and special category states. As of degrees Celsius), the risk of increased frequency the end of August 2016, 22 percent of commitments and severity of natural hazards is likely to increase, in the IBRD/IDA active portfolio was in these states, and densely populated cities will be at extreme compared to only 12 percent at the beginning of risk. Kolkata is among the six fastest-growing cities the CPS period. IFC also focuses on the investments worldwide that are classified to be at extreme risk, whereas Mumbai, Delhi, and Chennai are among the in LIS, and 20 percent of IFC’s total investments in 10 that are classified as high risk. Overall, India is India in FY2013-2016 was in these states. IFC is fo- ranked the second most vulnerable country in the cusing on structuring impactful PPP transactions in world.11 Institutions and mechanisms for enhanced Low Income States. 21 out of 24 closed and ongoing disaster risk management and climate resilience, IFC PPP engagements are in Low Income States,. especially in agriculture and water-intensive sec- including for construction of the largest solar park tors, are either weak or nonexistent. in the world in Madhya Pradesh. IFC interventions demonstrate that breakthrough can happen in the The Bank’s key contributions will help build in- states with lower institutional capacity. 11   Maplecroft’s Climate Change Risk Atlas, 2011. Available 12 See Performance and Learning Review of the Country Part- on www.maplecroft.com nership Strategy for India, September 24, 2015. India Country Snapshot 15 openindia.worldbankgroup.org As of the end of August 2016, the World Bank’s ac- The WBG’s knowledge portfolio complements tive portfolio included 94 lending operations ($27 and underpins investment operations. The WBG billion in commitments, of which $14.3 billion knowledge agenda under the new CPS continues to: were IBRD and $12.6 billion IDA). The pipeline for (i) focus on in-depth analytical work on a few key FY2017 is expected to total $4.6 billion, in line with cross-sectoral questions; (ii) inform design and im- recent years’ commitments, though client demand plementation of future interventions by drawing on is higher. Under the current CPS, the portfolio has impact evaluations; (iii) respond quickly and flex- been rebalanced toward more operations in India’s ibly with demand-driven technical assistance and 14 low-income and special category states. IBRD/ just-in-time knowledge support to help reform and IDA commitments increased from 11.9 percent in implementation; (iv) broker knowledge exchanges FY2013 to 22 percent of the active portfolio. The among countries with comparable development FY2016 disbursement ratio was at 16.6 percent, challenges as well as among states; (v) develop roughly the same as in the preceding year and a sig- flexible programmatic approaches to develop ana- nificant improvement over the 11.1 percent ratio in lytic and advisory activities; and (vi) scale up train- FY2013. Approximately 25 percent of projects are ing capacity. Central to the knowledge program in problem status. are analytical products that aim to inform public debate around key reforms critical to India’s con- India is the largest country in IFC’s investment tinued high economic growth, poverty reduction portfolio. As of June 30, 2016, IFC’s committed and increased prosperity. To better exploit syner- portfolio contained 264 projects amounting to $5.2 gies across the whole program, more multi-sectoral billion, including $214 million syndications. In line analytical advisory activities are planned to ad- with the CPS, IFC commitments in climate change dress pressing development challenges including and LIS—two strategic priorities—have increased issues related to water, urban development, service steadily; about $1.6 billion was committed in sup- delivery, human development determinants, and port of climate change mitigation initiatives and public-private partnerships. Continued support to almost $1 billion has been facilitated in private in- the Development Marketplace will help scale-up vestment in LIS from the start of the CPS in FY13 and replication of sustainable business models to until FY16. India is also IFC’s largest Advisory Ser- deliver public services and livelihood opportuni- vices client. As of the end of FY2016, IFC’s advisory ties to poor people in India’s low-income states. services portfolio consists of 52 active projects to- taling $82 million. 16 openindia.worldbankgroup.org Projects INDIA: ACCELERATING UNIVERSAL ACCESS TO EARLY AND EFFECTIVE TUBERCULOSIS CARE..........................................................................20 INDIA: ANDHRA PRADESH DISASTER RECOVERY PROJECT (APDRP)................................................................................................................21 INDIA: ANDHRA PRADESH RURAL INCLUSIVE GROWTH PROJECT...................................................................................................................22 INDIA: ANDHRA PRADESH RURAL WATER SUPPLY AND SANITATION PROJECT................................................................................................23 INDIA: ANDHRA PRADESH AND TELANGANA MUNICIPAL DEVELOPMENT PROJECT .......................................................................................24 INDIA: ANDHRA PRADESH AND TELANGANA ROAD SECTOR PROJECT.............................................................................................................25 INDIA: ANDHRA PRADESH AND TELENGANA WATER SECTOR IMPROVEMENT PROJECT..................................................................................26 INDIA: ASSAM STATE ROADS PROJECT.............................................................................................................................................................27 INDIA: BIHAR INTEGRATED SOCIAL PROTECTION STRENGTHENING (BISPS) PROJECT.....................................................................................28 INDIA: BIHAR KOSI BASIN DEVELOPMENT PROJECT (BKBDP).........................................................................................................................29 INDIA: BIHAR KOSI FLOOD RECOVERY PROJECT (BKFRP)................................................................................................................................30 INDIA: BIHAR PANCHAYAT STRENGTHENING PROJECT....................................................................................................................................31 INDIA: BIHAR RURAL LIVELIHOODS PROJECT..................................................................................................................................................32 INDIA: BIHAR TRANSFORMATIVE DEVELOPMENT PROJECT.............................................................................................................................33 INDIA: BIODIVERSITY CONSERVATION AND RURAL LIVELIHOODS IMPROVEMENT PROJECT..........................................................................34 INDIA: CAPACITY BUILDING PROJECT FOR INDUSTRIAL POLLUTION MANAGEMENT.......................................................................................35 INDIA: CAPACITY BUILDING FOR URBAN DEVELOPMENT PROJECT..................................................................................................................36 INDIA: CITIZEN ACCESS TO RESPONSIVE SERVICES PROJECT..........................................................................................................................37 INDIA: COAL FIRED GENERATION REHABILITATION PROJECT...........................................................................................................................38 INDIA: DAM REHABILITATION AND IMPROVEMENT PROJECT .........................................................................................................................39 INDIA: EASTERN DEDICATED FREIGHT CORRIDOR I (EDFC 1) ..........................................................................................................................40 INDIA: EASTERN DEDICATED FREIGHT CORRIDOR II (EDFC 2)..........................................................................................................................41 INDIA: EASTERN DEDICATED FREIGHT CORRIDOR III (EDFC 3) ........................................................................................................................42 INDIA: EFFICIENT & SUSTAINABLE CITY BUS SERVICES ...................................................................................................................................43 INDIA: ENHANCING TEACHER EFFECTIVENESS IN BIHAR.................................................................................................................................44 INDIA: FIFTH POWER SYSTEM DEVELOPMENT PROJECT ................................................................................................................................45 INDIA: FINANCING ENERGY EFFICIENCY AT MICRO, SMALL AND MEDIUM ENTERPRISES PROJECT.................................................................46 INDIA: FIRST PROGRAMMATIC ELECTRICITY DISTRIBUTION REFORM DEVELOPMENT POLICY LOAN FOR RAJASTHAN....................................47 INDIA: GRID-CONNECTED ROOFTOP SOLAR PROGRAM..................................................................................................................................48 INDIA: GUJARAT STATE HIGHWAYS PROJECT II ...............................................................................................................................................49 INDIA: HARYANA POWER SYSTEM IMPROVEMENT PROJECT...........................................................................................................................50 INDIA: HIMACHAL PRADESH HORTICULTURE DEVELOPMENT PROJECT .........................................................................................................51 INDIA: HIMACHAL PRADESH MID-HIMALAYAN WATERSHED DEVELOPMENT PROJECT ..................................................................................52 INDIA: HIMACHAL PRADESH STATE ROADS PROJECT .....................................................................................................................................53 INDIA: INTEGRATED CHILD DEVELOPMENT SCHEME SYSTEM STRENGTHENING AND NUTRITION IMPROVEMENT PROJECT..........................54 INDIA: INTEGRATED COASTAL ZONE MANAGEMENT PROJECT.........................................................................................................................55 INDIA: JHELUM AND TAWI FLOOD RECOVERY PROJECT .................................................................................................................................56 INDIA: KARNATAKA HEALTH SYSTEM DEVELOPMENT AND REFORM PROJECT.................................................................................................57 INDIA: KARNATAKA STATE HIGHWAY IMPROVEMENT PROJECT II....................................................................................................................58 INDIA: KARNATAKA URBAN WATER SUPPLY MODERNIZATION PROJECT.........................................................................................................59 INDIA: KARNATAKA WATERSHED DEVELOPMENT 2 .........................................................................................................................................60 India Country Snapshot 17 openindia.worldbankgroup.org INDIA: KERALA LOCAL GOVERNMENT AND SERVICE DELIVERY PROJECT.........................................................................................................61 INDIA: KERALA STATE TRANSPORT PROJECT II..................................................................................................................................................62 INDIA: LOW-INCOME HOUSING FINANCE PROJECT........................................................................................................................................63 INDIA: MADHYA PRADESH HIGHER EDUCATION QUALITY IMPROVEMENT PROJECT (P150394)....................................................................64 INDIA: MAHARASHTRA AGRICULTURAL COMPETITIVENESS PROJECT..............................................................................................................65 INDIA: MAHARASHTRA RURAL SUPPLY AND SANITATION PROGRAM..............................................................................................................66 INDIA: MIZORAM ROADS II REGIONAL CONNECTIVITY PROJECT.....................................................................................................................67 INDIA: MSME GROWTH INNOVATION AND INCLUSIVE FINANCE PROJECT......................................................................................................68 INDIA: MUMBAI URBAN TRANSPORT PROJECT- 2A .........................................................................................................................................69 INDIA: NAI MANZIL – EDUCATION AND SKILLS TRAINING FOR MINORITIES PROJECT.....................................................................................70 INDIA: NATIONAL AIDS CONTROL SUPPORT PROJECT......................................................................................................................................71 INDIA: NATIONAL CYCLONE RISK MITIGATION PROJECT - PHASE- I (NCRMP-I)................................................................................................72 INDIA: NATIONAL CYCLONE RISK MITIGATION PROJECT - PHASE- II (NCRMP-II)..............................................................................................73 INDIA: NATIONAL DAIRY SUPPORT PROJECT....................................................................................................................................................74 INDIA: NATIONAL GANGA RIVER BASIN PROJECT.............................................................................................................................................75 INDIA: NATIONAL HIGHWAYS INTERCONNECTIVITY IMPROVEMENT PROJECT.................................................................................................76 INDIA: NATIONAL RURAL LIVELIHOODS PROJECT............................................................................................................................................77 INDIA: NEERANCHAL NATIONAL WATERSHED PROJECT...................................................................................................................................78 INDIA: NHAI TECHNICAL ASSISTANCE PROJECT...............................................................................................................................................79 INDIA: NORTH EASTERN REGION POWER SYSTEM IMPROVEMENT PROJECT .................................................................................................80 INDIA: NORTH EAST RURAL LIVELIHOODS PROJECT........................................................................................................................................81 INDIA: ODISHA DISASTER RECOVERY PROJECT (ODRP)...................................................................................................................................82 INDIA: PARTIAL RISK SHARING FACILITY FOR ENERGY EFFICIENCY (PRSF) .....................................................................................................83 INDIA: PMGSY RURAL ROADS PROJECT .........................................................................................................................................................84 INDIA: PUNJAB RURAL WATER AND SANITATION SECTOR IMPROVEMENT PROJECT.......................................................................................85 INDIA: PUNJAB STATE ROAD SECTOR PROJECT ..............................................................................................................................................86 INDIA: RAJASTHAN AGRICULTURAL COMPETITIVENESS PROJECT ...................................................................................................................87 INDIA: RAJASTHAN ROAD SECTOR MODERNIZATION PROJECT ......................................................................................................................88 INDIA: RAJASTHAN RURAL LIVELIHOOD PROJECT...........................................................................................................................................89 INDIA: RURAL WATER SUPPLY AND SANITATION PROJECT FOR LOW INCOME STATES ....................................................................................90 INDIA: SECOND KERALA RURAL WATER SUPPLY AND SANITATION PROJECT (JALANIDHI II)............................................................................91 INDIA: SECONDARY EDUCATION PROGRAM....................................................................................................................................................92 INDIA: SUSTAINABLE URBAN TRANSPORT PROJECT (SUTP) AND GEF- SUSTAINABLE URBAN TRANSPORT PROJECT .......................................93 INDIA: SUSTAINABLE LIVELIHOODS AND ADAPTATION TO CLIMATE CHANGE PROJECT...................................................................................94 INDIA: SWACHH BHARAT MISSION SUPPORT OPERATION..............................................................................................................................95 INDIA: TAMIL NADU AND PUDUCHERRY COASTAL DISASTER RISK REDUCTION PROJECT...............................................................................96 INDIA: TAMIL NADU EMPOWERMENT AND POVERTY REDUCTION PROJECT....................................................................................................97 INDIA: TAMIL NADU ROAD SECTOR II...............................................................................................................................................................98 INDIA: TAMIL NADU SUSTAINABLE URBAN DEVELOPMENT PROGRAM (TNSUDP)...........................................................................................99 INDIA: TECHNOLOGY CENTER SYSTEMS PROGRAM (TCSP)............................................................................................................................100 INDIA: TECHNICAL EDUCATION QUALITY IMPROVEMENT PROJECT III...........................................................................................................101 INDIA: TECHNICAL/ENGINEERING EDUCATION QUALITY IMPROVEMENT PROJECT II....................................................................................102 INDIA: TEJASWINI – SOCIOECONOMIC EMPOWERMENT OF ADOLESCENT GIRLS AND YOUNG WOMEN PROJECT......................................103 18 openindia.worldbankgroup.org INDIA: TELANGANA RURAL INCLUSIVE GROWTH PROJECT............................................................................................................................104 INDIA: THIRD ELEMENTARY EDUCATION (SSA III)..........................................................................................................................................105 INDIA: UTTARAKHAND DECENTRALIZED WATERSHED DEVELOPMENT PROJECT PHASE-II.............................................................................106 INDIA: UTTARAKHAND DISASTER RECOVERY PROJECT..................................................................................................................................107 INDIA: UTTAR PRADESH HEALTH SYSTEMS STRENGTHENING PROJECT.........................................................................................................108 INDIA: UTTAR PRADESH SODIC LANDS RECLAMATION PROJECT III...............................................................................................................109 INDIA: UTTAR PRADESH WATER SECTOR RESTRUCTURING PROJECT 2..........................................................................................................110 INDIA: VISHNUGAD PIPALKOTI HYDROELECTRIC POWER PROJECT (VPHEP)................................................................................................111 INDIA: VOCATIONAL TRAINING.......................................................................................................................................................................112 INDIA: WEST BENGAL ACCELERATED DEVELOPMENT OF MINOR IRRIGATION PROJECT ................................................................................113 India Country Snapshot 19 openindia.worldbankgroup.org INDIA: ACCELERATING UNIVERSAL ACCESS TO EARLY AND EFFECTIVE TUBERCULOSIS CARE KEY DATES: Approved: April 8, 2014 Effective: June 27, 2014 Closing: March 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IDA 100 14.41 77.57 Government of India 335 Global Fund 97 Total Project Cost 532 *US$ millions as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Tuberculosis (TB), long associated with poverty, crowding and poor living conditions, remains a significant source of suffering in India with an estimated 2.2 million new cases and 270,000 deaths annually. At the same time, multi-drug resistant TB (MDR-TB), which is difficult and expensive to diagnose and treat, is a threat with estimates as high as 64,000 new cases a year. The nation’s Revised National TB Control Program has successfully ensured coverage of first-line TB services across the country and provides diagnosis and treatment to about 1.5 million TB patients annually. India’s National Strategic Plan for TB Control seeks to further expand access to effective diagnosis and treatment, expand collaboration with the private sector, and scale up services for MDR-TB. This is the third World Bank operation to support India’s TB program since 1998. The project development objective is to support India’s National Strategic Plan for Tuberculosis Control in expanding quality diagnosis and treatment services for TB sufferers. Components include: ■■ New strategies to reach more tuberculosis patients with earlier and more effective treatment in the public sector: Supporting existing strategies for treatment of drug sensitive and drug resistant TB in the public sector. This will be primarily through the financing of first and second line TB drugs and; b) Rolling out daily regimen therapy for drug sensitive TB in five states of India. ■■ Scale up and improve diagnosis of tuberculosis: Improve diagnosis of drug sensitive TB. This will be primarily through financing of enhanced microscopes to revamp equipment across Designated Microscopy Centers and; b) Expansion of access to Drug Sensitivity Testing (DST). ■■ Improve RNTCP management capacity with Implementation of Drugs and logistical module of e-Nikshay and establishing drug resistance surveillance in 30 laboratories using e-Niskay. KEY EXPECTED RESULTS: ■■ Increase the number of people receiving TB treatment in accordance with the World Health Organization-recommended “Directly Observed Treatment Strategy” from the current 2.4 million to a target of more than 6.2 million, including more than 2.3 million women and girls. ■■ Increase in the number of TB cases receiving care within public sector through daily regimen fixed drug combination to 300,000 by end of project. ■■ Increase in the number of drug resistant TB patients initiated on treatment from extant 12,805 to 50,000 by end of project. IMPLEMENTING AGENCY: Central TB Division, Ministry of Health and Family Welfare, Government of India 20 openindia.worldbankgroup.org INDIA: ANDHRA PRADESH DISASTER RECOVERY PROJECT (APDRP) KEY DATES: Approved: June 17, 2015 Effective: August 28, 2015 Closing: September 30, 2020 FINANCING: Source Original Disbursed Undisbused Government of Andhra Pradesh 0 IDA 250 14.5 235.5 Total 250 *As of August 2016. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Andhra Pradesh is one of the most natural hazard prone states in India owing to its long coastline and location. About 44 percent of the state is vulnerable to tropical storms and cyclones. On October 12, 2014, a very severe cyclonic storm ‘Hudhud’ made landfall in Andhra Pradesh near the city of Visakhapatnam. Following a request from the Government of India, a mission of the World Bank conducted a rapid multi-sectoral assessment of the damages and needs. The Rapid Damage and Needs Assessment estimated the total damages and loss at about INR 132,631.30 million (equivalent US$2.16 billion). The livelihoods sector was the most severely hit with recovery needs estimated to be around US$ 443 million, followed by housing sector (US$439 million) and the roads sector (US$ 375 million). The ‘Andhra Pradesh Disaster Recovery Project’ (APDRP), takes into account the lessons from the ongoing National Cyclone Risk Mitigation Project phase I (NCRMP –I) that has been supporting the Government of Andhra Pradesh since 2010 by improving their capacity to manage hydro-meteorological hazards. While restoring the damages caused by cyclone Hudhud, the project’s aim is to improve the resilience of public services, environmental facilities and livelihood in targeted communities and to enhance the capacity of the state to respond effectively to a similar crisis. Given the region’s vulnerability to cyclones and floods, the infrastructure will be designed with resilient features and shore protection and will include contingency planning for future disasters. The Project has seven components: (i) Resilient electrical network (US$81 million); (ii) Restoration of connectivity and shelter infrastructure (US$71 million); (iii) Restoration and protection of beach front (US$44 million); (iv) Restoration of environmental services and facilities and livelihood support (US$13.3 million); (v) Capacity Building and technical support for disaster risk management (US$23.7 million); (vi) Implementation Support (US$17 million) and vii) Contingent Emergency Response (US$0 million). KEY ACHIEVEMENTS: ■■ 300,000 people covered by resilient underground electrical network ■■ 1.75 million persons with access to restored and improved roads, shelters and access to improved beach front. ■■ 1.73 million persons with access to restored and improved environmental services/ facilities. ■■ Updated design guidelines for buildings and public infrastructure with inputs from the urban vulnerability assessment and design standards study. ■■ The project will provide direct benefit to about 13.3 million residents of Srikakulam, Vizianagaram, Visakapatnam and East Godavari districts through improved road network. IMPLEMENTING AGENCY: Revenue (Disaster Management) Department, Government of Andhra Pradesh; Andhra Pradesh Eastern Power Distribution company Limited; Greater Visakapatnam Municipal Corporation; Forest Department, Road and building Department, Panchyati Raj Department, and Visakapatnam Urban Development Authority. India Country Snapshot 21 openindia.worldbankgroup.org INDIA: ANDHRA PRADESH RURAL INCLUSIVE GROWTH PROJECT KEY DATES: Approved: December 19, 2014 Effective: February 2, 2016 Closing: June 30, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IDA 75 0.5 74.5 Government of Andhra Pradesh 32 Total Project Cost 107 *US$ millions; as of August 2015 BACKGROUND AND OBJECTIVES: Andhra Pradesh is a middle-income state, and has experienced significant economic growth and poverty reduction in recent years. However, the prosperity is unevenly distributed: the poverty ratio among the Scheduled Tribes (STs), Schedules Castes (SCs), and Muslims is quite high when compared to the rest of the population. A more equitable distribution of the growth (or higher shared prosperity is a key challenge. There are two main issues: There is an income deficit since the small and marginal farmers, especially SC and ST households, have not adequately benefitted from the potential growth in agriculture. This is primarily because they have not been able to take advantage of the potential benefits from sub-sectors like horticulture, livestock, and fisheries. The other deficit is the human development deficit, as most health and nutrition indicators are worse for SCs and STs. The income deficit and the human development deficit needed to be addressed jointly to ensure shared prosperity and a greater pace of poverty reduction. The project has five components: ■■ Value chain development: The objective of this component is to increase the income of small and marginal farmers through productivity enhancement and improved market access. This component will also invigorate local markets by connecting rural producers and enterprises with the rural consumers. ■■ Human development: The focus here is to enable the community to hold the service providers accountable for service delivery in the human development (HD) sector, as well as to improve HD service delivery by strengthening the existing public systems to deliver quality services. The interventions will target health, nutrition, sanitation, and education. ■■ Access to social protection services and entitlements: This component aims to improve the coverage and service delivery of social protection entitlements to the poorest households. ■■ Mission support, ICT and partnerships: ICT use especially open data systems and data analytics will be critical for the project. This component will support the missions recently launched by the government to ensure real-time analytics, open data systems and feedback-based policy development at the state level. It will also create an enabling ecosystem for innovation and transformation in delivering high quality last-mile services planned under the other components. ■■ Project implementation support: The objective of this component is to strengthen the project implementation by establishing monitoring, evaluation and learn- ing (MEL) systems, financial management systems, procurement management, governance and accountability systems, and knowledge management and com- munication. KEY ACHIEVEMENTS: ■■ Enhanced incomes for 250,000 producers in selected project mandals. ■■ Improved human development outcomes for 250,000 poor households though the adoption of appropriate health, nutrition, and sanitation behaviors. ■■ Enhanced access to social protection and entitlement programs for 500,000 poor households through systems that deliver improved information, enrollment, and payments. ■■ The beneficiaries under the project would constitute more than 50 percent of the small and marginal farmers and the SC/STs living in the target 150 mandals. ■■ Achievements include: ■■ 60,943 farmers have been organized into producer groups. ■■ 13 Mandal-level Nodal retail stores have been set-up with 522 Kirana Stores as members. ■■ 15 one-stop shops have been setup across 3 districts, which provide Business Correspondent services and delivery of Social Entitlements (Pensions) through Village- Level Entrepreneurs. IMPLEMENTING AGENCIES: Society for Elimination of Rural Poverty, Department of Rural Development, and Government of Andhra Pradesh. 22 openindia.worldbankgroup.org INDIA: ANDHRA PRADESH RURAL WATER SUPPLY AND SANITATION PROJECT KEY DATES: Approved: September 22, 2009 Effective: March 23, 2010 Closing: November 30, 2014 FINANCING: Financier Financing* Disbursed Undisbursed IDA 125.03m 69.55m 42.77m Government of Andhra Pradesh 25.01m Total Project Cost 150.04 *$ millions; as of June 30, 2016; For more information see the latest Implementation Status and Results Report http://operationsdashboard.worldbank.org/project/secure/sap/forms/isr?projId=P101650&stage=IMP#statusandkeydecisions-objectiveandratings BACKGROUND AND OBJECTIVES: The Government of Andhra Pradesh created a Rural Water Supply and Sanitation Department (RWSSD) in 2007 to focus and expand RWSS coverage across the state. At project start, about 46 percent of the rural habitations in Andhra Pradesh (rural population 55 million) were fully covered, with access to 40 litres per capita per day of water, and about 54 percent of rural households had individual toilets. The state is keen to gradually decentralize service delivery, while building the capacity of the local governments, or Panchayat Raj Institutions (PRIs). The project was designed to: (i) assist the state in building capacity to pursue its goal of increasing decentralized service delivery systems in the water and sanitation sectors; and (ii) scale up a demand-responsive approach with policy principles consistent with national policies. The project builds on the accumulated experience and lessons learned from Bank projects in India and across the world. The project supports RWSS programs in six districts of Andhra Pradesh, and helps them adopt a common RWSS program and policies. The project, through improvements in RWSS service delivery and sustainability of assets, will contribute to achieving goal seven of the MDGs on sustainable access to safe drinking water and basic sanitation. The project objective is to assist the state government to improve rural water supply and sanitation services through progressive decentralization, community participation, and enhanced accountability. The project components are: ■■ Capacity and sector development: Supports building institutional capacity for implementing, managing, and sustaining project activities, along with sector- development studies to inform policy decisions. ■■ Infrastructure development: Supports improvements in water supply and sanitation services in the project habitations through new infrastructure or rehabilitat- ing and augmenting existing schemes, integrated with source-strengthening measures and sanitation programs. The project aims to cover 2,600 habitations across 6 districts. ■■ Project implementation support: Supports setting up a project support unit for implementing the project, including establishing the monitoring and evaluation (M&E) and sector information systems. KEY RESULTS ACHIEVED: ■■ 1.6 million people are benefiting from access to improved water service. ■■ About 122,000 household connections were given providing piped water supply to rural community. ■■ About 9,400 toilets were built in project habitations, benefitting about 47,000 people.. IMPLEMENTING AGENCY: Rural Water Supply and Sanitation Department, Government of Andhra Pradesh; Rural Development Department, Government of Telangana KEY PARTNERS: State Water and Sanitation Mission, Zilla Parishads at the district level, Gram Panchayats at the village level. India Country Snapshot 23 openindia.worldbankgroup.org INDIA: ANDHRA PRADESH AND TELANGANA MUNICIPAL DEVELOPMENT PROJECT KEY DATES: Approved: December 10, 2009 Effective: March 23, 2010 Closing: December 15, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IDA 300.0 121.5 178.5 Government of Andhra Pradesh 50.0 20.3 29.8 Total Project Cost 350.0 141.7 208.3 *US$ million, as of Aug 31, 2016; BACKGROUND AND OBJECTIVES: For India, leveraging urbanization is central to its efforts in alleviating poverty and promoting shared prosperity, as India’s rapid economic growth is accompanied by an unprecedented spatial transformation. Andhra Pradesh (AP) and Telangana are among the more urbanized states in India and meeting the development challenges of and leveraging urbanization are important priorities for them. As per Census 2011, AP has a population of about 49.4 million and an urbanization rate of 30% while Telangana has a population of 35.3 million with an urbanization rate of 39%. Like many states across the country, they face fundamental challenges in managing urbanization and providing for adequate services to a growing urban population: housing, water supply, sewerage, drainage, solid waste management, and transportation. In the 1980s, the Bank funded projects with the Hyderabad Water Board in the erstwhile Andhra Pradesh and this project, APTMDP is the Bank’s first recent re-engagement in the urban sector with the states of AP and Telangana. The Project Development Objective (PDO) of APPMDP is to help improve urban services in the state, and build the capacity of Urban Local Bodies (ULBs) to sustain and expand urban services in the two states. Urban service improvements are chosen in a demand-driven manner and implemented by ULBs, subject to several access and performance criteria, and with necessary technical support. The project supports improvements in the financial, technical, and management capacities of all ULBs through technical assistance. The project will also support improvements in the state-level framework that defines ULBs’ autonomy, accountability, and incentives for performance, as well as the government of AP’s capacity to monitor ULBs’ performances and to provide policy and technical support for their development. APTMDP has four main components: ■■ State-level policy and institutional development support: To improve the state’s policy and institutional framework to support service delivery and capacity build- ing by ULBs. ■■ Municipal capacity enhancement: To enhance the financial and technical capacity, and operating systems of ULBs. ■■ Urban infrastructure investment: To finance sustainable, high-priority investments identified by ULBs to improve urban services or operational efficiency. ■■ Project management technical assistance: To ensure the quality of subproject preparation, implementation, and monitoring. KEY ACHIEVEMENTS: ■■ About $340 million of urban sub-projects have been prepared and are being taken up for implementation across 14 participating ULBs in AP and Telangana. ■■ Over 1.2 million urban residents are expected to receive improved urban services as a result of interventions under the project. ■■ Over 100 participating ULBs with new municipal e-governance systems for improved citizen interface and transparency expected by close of project across AP and Telangana. ■■ Over 50 participating ULBs with new GIS Maps for improved urban planning expected by close of project across AP and Telangana. ■■ Training of urban sector staff has started, and over 2,000 staff has already received training against a project target of 500 across AP and Telangana. IMPLEMENTING AGENCY: Municipal Administration and Urban Development Department, Government of Andhra Pradesh; Municipal Administration and Urban Development Department, Government of Telangana; 24 openindia.worldbankgroup.org INDIA: ANDHRA PRADESH AND TELANGANA ROAD SECTOR PROJECT KEY DATES: Approved: October 15, 2009 Effective: March 23, 2010 Closing: May 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 264 153 111 Government of Andhra Pradesh 285 Total Project Cost 549 *US$ millions; as of February, 2015; revised amount after partial cancellation BACKGROUND AND OBJECTIVES: Andhra Pradesh is one of India’s most progressive states. Its economic, social, health, and education indicators are better than the national average, and on par Andhra Pradesh is one of India’s most progressive states. Its economic, social, health, and education indicators are better than the national average, and on par with neighboring states of Karnataka, Kerala, and Tamil Nadu. Road transport accounts for more than 80 percent of the state’s freight and passenger traffic. The government’s Vision 2020 strategy recognizes that an efficient transport system is a necessary foundation for agricultural and industrial growth, and consequently for achieving its economic growth and poverty reduction goals. The capacity and quality of the state’s core road network has improved considerably in recent years, and although maintenance spending has increased, it is still not adequate. In 2004-05, the government spent about Rs.3.7 billion on maintaining existing road assets, significantly short of the Finance Commission’s standard of Rs.5.68 billion for road maintenance. During the course of implementation of the project, the state was bifurcated (in 2014) into Andhra Pradesh and Telangana and accordingly, the project has been restructured to divide the activities and loan expenditure and balance amount across these two states. The project development objective is to provide better quality, capacity, and safe roads to users in a sustainable manner by enhancing the institutional capacity of the Andhra Pradesh and Telangana governments in the road sector. The project consists of three components: ■■ Road improvement includes two activities to upgrade and maintain the state’s Core Road Network (CRN). ■■ PPP facilitation support will strengthen the capacity of the government of Andhra Pradesh to develop selected high-density traffic corridors under Public-Private Partnership arrangement, via toll revenues and viability gap support from the central and state governments. ■■ Institutional strengthening will provide technical assistance, training, and advisory services for: (1) operationalization of Andhra Pradesh Road Development Corporation (APRDC); and (ii) project implementation including asset management, the Governance and Accountability Action Plan (GAAP), and the Institutional Strengthening Action Plan (ISAP). Road safety will help the government of Andhra Pradesh develop safer road corridors by initiating measures to reduce road accidents. The Bank will help agencies undertake demonstration projects on selected core road network corridors; carry out an extended black-spot improvement program (geometric improvement of stretches with high incidence of accidents); and implement institutional and policy action plans for improving the state’s road safety responsibility framework and capacities. KEY ACHIEVEMENTS: Expected results are that 427 km of roads will be upgraded and 6,018 km of roads will be maintained under long-term performance-based maintenance contracts. Achievements include: ■■ The share of the CRN in good condition increased from the baseline of 40 percent (2009) to 74 percent (2016) as a result of the use of long-term performance based contracts for maintenance covering a total length of 6,000+ km. ■■ Two roads with a total length of 420 km and an estimated project cost of about $450 million, have been awarded as PPP concessions in 2010. Both these roads have been upgraded and are currently under the O&M phase. ■■ As of May 2016, 239 km out of 427km have been upgraded and the travel time on these has reduced by more than 25 percent. ■■ In one of the demo corridors located in Andhra Pradesh, notable reductions observed in accidents and fatalities in ~140km road stretch over the past three years since the start of implementation of the civil works oriented interventions. IMPLEMENTING AGENCY: Andhra Pradesh Road Development Corporation, Government of Andhra Pradesh and Roads & Buildings Department, Government of Telangana India Country Snapshot 25 openindia.worldbankgroup.org INDIA: ANDHRA PRADESH AND TELENGANA WATER SECTOR IMPROVEMENT PROJECT KEY DATES: Approved: June 30, 2010 Effective: September 10, 2010 Closing: July 28, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 453.06 253.05 200.01 IDA 0 0 0 Government of Andhra Pradesh and Telengana 529.06 297.07 231.99 Other (beneficiaries) 9.31 5.23 4.08 Total Project Cost 988.97 555.35 436.08 *$ millions; as of June 30, 2015; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: ■■ The project was to mainly support for rehabilitating a dilapidated irrigation scheme, Nagarjuna Sagar Scheme, which covers about 800,000 hectares of command area, and is by far the largest irrigation scheme in Andhra Pradesh State. In addition, the project includes support for agriculture activities to make better use of water supplies. The project was also designed to contribute to the better management of the overall water resources in Andhra Pradesh through institutional strengthening and capacity building. ■■ The development objectives of the Andhra Pradesh Water Sector Improvement Project are: (i) to improve irrigation service delivery on a sustainable basis so as to increase productivity of irrigated agriculture in the Nagarjuna Sagar Scheme, and (ii) to strengthen the state’s institutional capacity for multi-sectoral planning, development and management of its water resources. EXPECTED RESULTS: ■■ The area restored 100,000 hectares to irrigation and this area will increase substantially by the end 2016 when the civil works will be completed. ■■ Development of joint monitoring on the NSS, which is now shared by the two states of Telangana and Andhra Pradesh ■■ Pilot activities on groundwater use. IMPLEMENTING AGENCY: Telangana State and Andhra Pradesh State 26 openindia.worldbankgroup.org INDIA: ASSAM STATE ROADS PROJECT KEY DATES: Approved: March 13, 2012 Effective: January 25, 2013 Closing: March 31, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 320 54.19 265.81 Government of Assam 80 Total Project Cost 400 Trust Fund 1.75 1.75 *US$ millions; as of August 22, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Assam is one of the lower income states of India, and the gateway to the landlocked northeast region of the country. Its road network therefore has significant strategic importance for the economic integration of the lagging northeast with the rest of the country. About 60 percent Assam’s 38,000-km state road network, managed by its Public Works Roads Department (PWRD), is in poor condition due to years of low investment and lack of maintenance. Overall weak sector management has further aggravated the impact of sector underfunding. The PWRD needs substantial enhancements and revisions in its traditional way of doing business to improve its relatively low performance and institutional effectiveness. The Assam State Roads Project will carry forward and build on many sector reforms already introduced in the PWRD since 2000 through Bank-funded Rural Development Projects. The project’s development objective is to enhance the road connectivity of Assam by assisting the PWRD in improving and effectively managing its road network. The project has three components: Road improvement: Improves 500 km of priority sections of the secondary roads to enhance state connectivity and facilitate regional integration. This includes demonstration of new technologies to promote cost-effective, modern, climate-resilient, and environmentally friendly road construction, including pilots on innovative design and construction of bridges. Road-sector modernization and performance enhancement: Supports the implementation of a Road Sector Modernization Plan covering: (i) modernization of policies, engineering practices, and business procedures; (ii) asset management and maintenance; (iii) institutional and human resource development including development of local construction industry; and (iv) streamlining, standardizing, and computerizing PWRD key business processes. Road safety management: Supports building the road safety management capacity of related agencies through the development and implementation of a multi- sector road safety strategy. The project seeks to complement traditional road investments with technical assistance and knowledge to improve overall road sector management in Assam. This will help transform the PWRD into a modern road agency that adopts good practices in sector policies, strategic planning, and project and asset management. Bank support will leverage more than 10 ongoing road development programs; by addressing key sector issues such as maintenance, it will increase the impact of investments made under other road programs. EXPECTED RESULTS: The project will help the Government of Assam bring better roads to 4.5 million rural people, mostly marginal and small farmers. It will also bring direct local employment for about 20 million “person days.” Key expected results include: ■■ Improve 40% of secondary road network in good or fair condition through upgrading and rehabilitation work. ■■ Improved Asset Management through development of a Road Asset Management System, and maintaining the road network through performance-based main- tenance or other system of maintenance contracting to be introduced in 50 percent of districts. ■■ An increase in the percentage of secondary road network in good and fair condition from 25 percent in 2012 to 40 percent in 2018. ■■ A 20 percent reduction in travel time on the project corridors. ■■ An increase in the safety rating of the project corridors from 10 percent in 2012 to 40 percent in 2018. IMPLEMENTING AGENCY: Public Works Roads Department (PWRD), Government of Assam. India Country Snapshot 27 openindia.worldbankgroup.org INDIA: BIHAR INTEGRATED SOCIAL PROTECTION STRENGTHENING (BISPS) PROJECT KEY DATES: Approved: December 30, 2013 Effective: August 7, 2014 Closing: March 31, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IDA Credit 84.0 1.15 75.73 Government of India 36.0 Total Project Cost 120.0 *US$ millions as of July 31, 2016 BACKGROUND AND OBJECTIVES: Bihar is India’s third largest state with a population of 103 million people, of which approximately 54 million live below the poverty line. While significant resources are provided for social protection programs, the programs fall short of their poverty reduction potential. Program coverage is low and insufficient to address deprivation and poverty in Bihar due to large human resource and technical capacity gaps. Delivery mechanisms for awareness generation, enrollment, beneficiary management and benefit payments are inefficient, and certain groups (i.e., older people, widows, and people with disabilities) are underserved as social care service provision is practically absent. Existing monitoring and evaluation systems do not provide adequate support for planning and decision making and there is poor accountability in service delivery. The project development objective is to strengthen institutional capacity of the Department of Social Welfare and the Rural Development Department to deliver social protection programs and services and expand outreach of social care services for poor and vulnerable households, people with disabilities, the elderly, and widows. The project has two components: Strengthening social protection systems and capacity: Setting up core systems and building capacity of the Bihar Rural Development Society (BRDS) and the State Society for Ultra-Poor and Social Welfare (SSUPSW), which are the program implementation arms of the Rural Development Department and the Department of Social Welfare, respectively, to deliver key social-protection programs. Strengthening outreach and social protection service delivery: Financing construction, equipment, and staff for 101 social care service centers across all sub-divisions of the state to provide high-quality care, support, and rehabilitation services for older people, widows and the disabled. The component also supports pilots to improve outreach through mobile therapy services and tests models of community-based rehabilitation as well as innovative proposals to further improve social services. KEY ACHIEVEMENTS: ■■ 40 percent increase in Mahatma Gandhi National Rural Employment Guarantee Scheme coverage by March 2016. ■■ 25 percent increase in share of vulnerable groups in total beneficiaries of social protection programs and services ■■ 39 percent increase in resources available for these social protection programs. ■■ 40% improvement in quality and satisfaction with social protection service delivery. IMPLEMENTING AGENCY: SSUPSW under the Department of Social Welfare and BRDS under the Department of Rural Development, Government of Bihar 28 openindia.worldbankgroup.org INDIA: BIHAR KOSI BASIN DEVELOPMENT PROJECT (BKBDP) KEY DATES: Approved: December 8,2015 Effective: March 17, 2016 Closing Date: March 31, 2023 FINANCING: Source Original Disbursed Undisbused Government of Bihar 125 Community Contribution** 1.5 IDA 250 0 0 Total 376.5 **US$ million, as of August 2016.** Community contribution agreed for Component 2: Enhancing Agricultural Productivity and competiveness BACKGROUND AND OBJECTIVES: On August 18, 2008, the Kosi river burst through its eastern embankment 11 km upstream of the Kosi Barrage in Nepal, 8 km north of the Indian border. This created major flooding in Nepal and Bihar (India) with about 3.3 million people affected in the State of Bihar alone. Approximately 600,000 acres of crops were ruined, impacting close to 500,000 farmers. The Kosi floods were declared a national calamity by the Indian Government.. Following the Flood, the Government of Bihar requested assistance from the Bank in two phases: i) to address the short-term needs of the flood-affected population, and ii) to tackle the longer term challenges of enhancing capacity to manage floods and investing in economic development. As a result, the Bihar Kosi Flood Recovery Project (BKFRP, P122096, US$220 million) was designed and became effective in March 2011 and subsequently the Bihar Kosi Basin Development Project (BKBDP) was initiated in consultation with the Government of Bihar. The BKBDP comprises five components: (i) Improving Flood Risk Management (US$100 million); (ii) Enhancing Agricultural Productivity and Competitiveness (US$75 million); (iii) Augmenting Connectivity (US$177.5 million); Contingent Emergency Response (US$0 million); and Implementation Support (US$22.5 million). KEY RESULTS EXPECTED: ■■ 31,000 farmers to adopt improved Agriculture Technology ■■ 34,000 hectares provided with improved irrigation and drainage services ■■ 400 kilometers of rural roads constructed ■■ 220 Water Resource Department staff trained to use flood management technologies ■■ 58 new bridges constructed ■■ 45 kilometers of embankment strengthened ■■ 35 Farmers Interest Groups (FIGs) formed with representation of women, SC/ST and marginalized and landless farmers ■■ The project is expected to benefit approximately 10 million individuals in rural areas who are mostly small and marginal farmers. Approximately 48 percent of the beneficiaries will be women. IMPLEMENTING AGENCY AND KEY PARTNERS: The project supports the Government of Bihar that created the Bihar Aapada Punarwas Evam Purarnirman Society (BAPEPS) for implementing the project and works with other state agencies such as Rural Works, Road Construction and Departments of Agriculture, The Animal Husbandry and Fisheries Resource Department. India Country Snapshot 29 openindia.worldbankgroup.org INDIA: BIHAR KOSI FLOOD RECOVERY PROJECT (BKFRP) KEY DATES: Approved: September, 9, 2010 Effective: January, 12, 2011 Restructured: June 28, 2013 Original Closing: September 14, 2014 Revised Closing Date: June 30, 2018 FINANCING: Source Original Revised* Disbursed Undisbursed Government of Bihar 35.7 35.7 IDA 220 170.0 88.4 (52%) 81.6 Total 259 205.7 *US$ million, As of August 2016. In the restructuring US$ 50 million was cancelled. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: On August 18, 2008, the Kosi river burst through its eastern embankment 11 km upstream of the Kosi Barrage in Nepal, 8 km north of the Indian border. This created major flooding in Nepal and Bihar (India) with about 3.3 million people affected in the State of Bihar alone. The Kosi floods were subsequently declared a national calamity by the Government of India (GoI). Over 330,000 housing units were damaged and significant structural impairments to roads, culverts, and bridges were reported in 412 panchayats. Approximately 284,000 hectars of agricultural land in the five affected districts were exposed to the deposition of coarse sediment. The Bihar Kosi Flood Recovery Project (BKFRP) aims to support flood recovery and risk reduction efforts in the affected regions through; (i) reconstruction of damaged houses and road infrastructures (ii) strengthening the flood management capacity in Kosi Basin, (iii) improving connectivity through reconstruction of roads and bridges; (iv) enhancing livelihood opportunities of the affected people, and (v) improving the emergency response capacity for future disasters. In June 2013, the project was restructured in consultation with the Government of Bihar, with an aim to reprioritize investments in the State of Bihar and strengthen the capacity of state institutions in implementing the project. KEY ACHIEVEMENTS: ■■ Out of the revised target beneficiary list of 62,800, about 52,600 (83%) houses are completed. About 25,190 toilets (40%) have been completed. All houses and toilet constructions are targeted to be completed by December 2016. ■■ All 69 bridges have been completed and out of 37 roads (260 km) to be rehabilitated 6 roads (41 km) are complete and 13 roads (71 km) are in final stages of completion; the remainder will be completed by the end of the project. ■■ Strengthening of Roads on the Western Kosi embankment and Restoration of 3 flood channels has been completed. ■■ Mobilization of community institutions and their capitalization. It has enabled community institutions to leverage considerable credit from commercial banks. IMPLEMENTING AGENCY AND KEY PARTNERS: The project supports the Government of Bihar that created the Bihar Aapada Punarwas Evam Purarnirman Society (BAPEPS) for implementing the project and is supported by the Rural Works, Road Construction and Water Resources Departments. 30 openindia.worldbankgroup.org INDIA: BIHAR PANCHAYAT STRENGTHENING PROJECT KEY DATES: Approved: September 27, 2012 Effective: August 21, 2013 Closing: June 30, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 84 0.86 77.23 Government of Bihar (Department of Economic Affairs, Ministry of Finance) 36 Other Total Project Cost 120 *US$ millions; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Bihar is one of the poorest states in India. Per capita income is about one-third of the national average. 90 percent of Bihar’s population of 103 million live in rural areas. Agriculture and related activities employ 80 percent of Bihar’s labor force but contribute only about 20 percent to the state GDP. Bihar’s human development indicators are among the lowest in India. The project seeks to strengthen Bihar’s Panchayati Raj institutions as units of self-governance capable of planning and implementing development schemes, promoting community life, and generating employment opportunities. The project supports the Government of Bihar’s plans for strengthening the institutional framework for the functioning of Gram Panchayats, or village councils, and bringing about visible changes in village sanitation, quality of drinking water, nutritional status of children, and generating employment opportunities through better management of natural resources. The project was recently restructured to facilitate achievement of results on the ground and align project activities with current government priorities. The revised project components are: Component 1. Panchayat Sarkar Bhawan: Construction and operationalization of 330 Panchayat Sarkar Bhawans (local self-government offices) in 12 districts of Bihar. Component 2. Capacity building for Panchayati Raj Institutions: i) institutional strengthening of GPs (to strengthen the core institutional capacity of panchayats including basic administrative, planning and financial management capacity and mass media communication and community mobilization); ii) local initiatives in the areas of water, and sanitation, nutrition and natural resource management and iii) institutional strengthening activities at the State level. Component 3. Strengthening the state government’s capacity to manage decentralization: strengthening the regulatory framework for Panchayats, by supporting the issuance of the Rules supporting the Bihar Panchayat Act 2006 and the necessary Financial Management and Accounting manuals. The component will also support the development and implementation of a panchayat-based accounts software, the preparation of financial accounts and completion of financial audits in the selected project GPs. Component 4. Project management and coordination. KEY EXPECTED RESULTS: ■■ Increased number of Gram Sabhas in Project GPs meet regularly to consider issues of importance to the GP. ■■ Increased number of women participate in regular Gram Sabha meetings in Project GPs. ■■ Project GPs disclose annual plans, annual budget, statement of accounts and progress reports. ■■ Increased number of “functional” Project GPs with newly constructed Panchayat Bhawans (that is, GPs with full time availability of key public officials; and Gram Sabhas and Standing Committees operational as per PRI rules). ■■ Increased number of Gram Panchayat Standing Committees that meet regularly to discharge their statutory functions. ■■ Financial management capacity of Project GPs strengthened, Project GPs producing consolidated annual financial statements and increased coverage of Project GP annual audit IMPLEMENTING AGENCY: Bihar Gram Swaraj Yojana Society, Government of Bihar. India Country Snapshot 31 openindia.worldbankgroup.org INDIA: BIHAR RURAL LIVELIHOODS PROJECT KEY DATES: Approved: June 14, 2007; May 31, 2012 (Additional Financing) Effective: October 1, 2007; September 5, 2012 (AF) Closing: October 31, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IDA 153 145.2 7.8 Government of Bihar 53 Total Project Cost 216 *US$ millions; as of July 31,2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: In Bihar, India’s second poorest state, per capita income was just a quarter of the national average. Almost 90 percent of the population lives in rural areas with limited opportunities for self-employment, and little access to basic services. Although agriculture was the mainstay of the economy and employed over 80 percent of the population, the vast majority of farmers survived at or near subsistence levels. Without an adequate banking network, most poor people had to borrow from extortionist moneylenders, or from relatives and friends to meet family expenses, often pawning tiny plots of land to repay old debts. Growing landlessness and the lack of livelihood opportunities led to large out-migration from the state. Earlier efforts by the Bihar government to promote the social and economic mobilization of the poor had been thwarted by entrenched caste identities and the absence of sensitive support and facilitation. The additional financing supports the geographical expansion of the project to cover all the state’s blocks in the existing six districts of the project and support consolidating and scaling up pilot activities undertaken in the parent project. It will also scale up activities to promote greater social accountability and increase the impact of last-mile service delivery approaches using the institutional platform of community-based organizations already formed. The project’s development objective is to enhance social and economic empowerment of the rural poor in Bihar. It has four components: ■■ Community institution development: Builds/strengthens primary and federated social and economic community institutions. ■■ Community Investment Fund: Involves transferring financial and technical resources to the community-based organizations on a demand-driven basis as a catalyst to improve livelihoods. ■■ Technical Assistance Fund: Improves quantity and quality of service provision by public, cooperative, community, and private service providers. The fund will also be used to improve the supply of key support services for the community organizations and federations in the areas of institution building, finance, and livelihoods en- hancement. ■■ Project management: Facilitates overall co-ordination, implementation, financial management, and monitoring and learning of the project at state and district levels. KEY ACHIEVEMENTS: ■■ Mobilized 1.84 million poor women into 155,636 self-help groups (SHGs) and 10,445 village organizations (VOs) and 225 Cluster Level Federations (CLFs). SHGs have saved over $22 million, and made over $33 million in loans to each other, to help create credit histories with commercial banks, and the project has facilitated SHGs’ access to $98 million in bank credit. ■■ More than 50 percent of community funds have been used for productive purposes including agriculture, livestock and housing. Also, more than 50 percent of SHG members have reduced their outstanding high cost debts after joining the groups. ■■ 309,000 farmers have accessed agriculture productivity enhancement interventions, nearly 33,000 households have increased their price realization through the project’s dairy intervention, and 20,900 youth have been linked to formal sector jobs. ■■ 102 village organizations are managing a public distribution system (PDS) intervention to ensure access to food entitlements. ■■ More than 400,000 households have accessed entitlements, such as pensions, health insurance, Mahatma Gandhi National Rural Employment Guarantee Act (MGN- REGA - a national work guarantee scheme) and Aam Aaadmi Bima Yojana (AABY- a subsidized life insurance scheme). ■■ More than 148,000 women farmers have been mobilized into farmer producer organizations centered around key commodities and activities like Maize, Vegetable, Litchi, Potato, Dairy and Poultry. A number of higher federations called Producer Companies have been formed that are undertaking large scale aggregation and market- ing of farmer’s produce, providing better price realization combined with quality inputs and extension services. IMPLEMENTING AGENCY: Bihar Rural Livelihood Promotion Society, Government of Bihar. KEY DEVELOPMENT PARTNERS: Action for Social Advancement and Professional Assistance for Development Action (PRADAN), which support pilots and help scale up agriculture sector interventions; private and social enterprises, such as State Bank of India and Punjab National Bank, which provide credit linkages for poor households; agriculture processors (e.g. SHAKTI SUDHA Pvt. Ltd., EDA Rural Systems, Asian Heritage Foundation), which enable access to markets; and government departments, such as the Agriculture Department, which helps scale up the system of crop intensification, the Food and Civil Supplies Department, which enables access to food entitlements, the Social Welfare Department for access to pensions, and the Labor Department for access to health insurance. 32 openindia.worldbankgroup.org INDIA: BIHAR TRANSFORMATIVE DEVELOPMENT PROJECT KEY DATES: Approved: June 28, 2016 Effective: August 10, 2016 Closing: October 31, 2022 FINANCING: Financier Financing* Disbursed Undisbursed IDA 290 - 290 Government of Bihar 135 Total Project Cost 415 *US$ millions; as of July 31,2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: In Bihar, India’s most densely populated state, per capita income is less than half of the national average. Almost 90 percent of the population lives in rural areas with limited opportunities for self-employment, and little access to basic services. Although the state has witnessed high economic growth in recent years, absolute number of people living below the poverty line is still a massive 35.8 million. Without an adequate banking network, most rural poor have to borrow from extortionist moneylenders, or from relatives and friends to meet family expenses, often pawning tiny plots of land to repay old debts. Nearly 60 percent of the rural population is directly dependent on agriculture and allied activities where lack of organization hinders the mostly small and marginal farmers from accessing better inputs and higher price for their produce. There is a high prevalence of malnutrition and low sanitation levels. The Government of Bihar’s emerging priorities include women’s socio-economic empowerment, improved access to health, nutrition and sanitation services, and skill development and job placement for youth. The organization of poor rural women into strong and sustainable community institutions is a central strategy. Under the Bank-supported Bihar Rural Livelihoods Project (BRLP) and National Rural Livelihoods Project (NRLP), nearly 3 million rural households have been mobilized into more than 240,000 Self-Help Groups (SHGs) and higher federations. These institutions have leveraged more than $120 million in credit from banks and delivered significant impact on human development outcomes. However, the extent of mobilization is still low and only 35 % of rural population is part of the institutions as compared to near saturation in many southern states of India. Building on the experience of the BRLP and the NRLP, the GoB plans to expand rural livelihood development activities to 300 blocks in Bihar through the Bihar Transformative Development Project. The project’s development objective is to diversify and enhance household level incomes and improve access to and use of nutrition and sanitation services among targeted households. The project has four program components: ■■ Community Institutional Development: Building or strengthening primary and higher level community institutions and producer organizations. ■■ Community Investment Funds: Transferring financial and technical resources to the community-based organizations and producer organizations. ■■ Access to Nutrition and Sanitation Services: Improving SHG women and SHG households’ nutrition, hygiene, and sanitation practices. ■■ Innovations, Partnerships and Technical Assistance: Supporting innovative pilots and partnerships with private sector organizations, govt. partners and development organization to leverage high quality technical assistance and deliver synergistic impacts KEY EXPECTED RESULTS: ■■ 5 million households will be mobilized into 450,000 SHGs and higher federations while 500,000 farmers will be organized into Producer Groups and Producer Com- panies. ■■ One woman each from at least 70 percent of Scheduled Caste and Scheduled Tribe households will be mobilized into the SHG fold. ■■ These institutions will mobilize USD 800 million in credit from banks and will cover 1.7 million households under various insurance schemes. ■■ 500,000 farmers will be reached out by value chain interventions and at least 20 large Producer Companies will be promoted. ■■ Minimum dietary diversity for children aged 6 months-3 years, pregnant and lactating mothers will be promoted with a target to increase number of such children and women by 20% over baseline. ■■ The project will promote adoption of better hygiene and sanitation practices by reaching out to 1.2 million SHG members through comprehensive behavior change communication and will reduce the number of women practicing open defecation by 500,000 ■■ 400,000 SHG households will be facilitated to access services under the Swachch Bharat Program of the Government of India ■■ At least 20% of SHG households will have one additional source of income and at least 30% of households will increase their income by 30% over baseline. IMPLEMENTING AGENCY: Bihar Rural Livelihood Promotion Society, Government of Bihar. KEY PARTNERS: Bill and Melinda Gates Foundation (BMGF) which supports a Joint Technical Support Programme for developing and disseminating comprehensive BCC package on Health, Nutrition and Sanitation, TechnoServe India which provides technical assistance in designing and implementing value chain interventions and building capacities of Producer Organizations. India Country Snapshot 33 openindia.worldbankgroup.org INDIA: BIODIVERSITY CONSERVATION AND RURAL LIVELIHOODS IMPROVEMENT PROJECT KEY DATES: Approved: May 17, 2011 Effective: July 13, 2011 Closing: March 2018 FINANCING: Financier Financing* Disbursed Undisbursed IDA 15.36 2.57 11.35 Government of India & beneficiary 7.52 Global Environment Facility (GEF) Grant 8.14 2.91 5.23 Total Project Cost 31.02 *US$ millions; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The project supports India’s Ministry of Environment, Forests and Climate Change (MoEFCC) in piloting new conservation models that look beyond protected areas, and recognize the need for innovative solutions to biodiversity loss through improved coordination, capacity building, awareness generation, reskilling, and convergence of actions. Given the pace of land use changes and growing population pressure on protected areas, there is a real danger that the loss of biodiversity and ecosystem services could reach a tipping point, at which there will be a failure to supply key inputs for sustaining economic growth. Coupled with this is the fact that over 100 million people are directly dependent on biodiversity resources for subsistence. The project development objective is to develop and promote new models of conservation at the landscape scale through enhanced capacity and institution-building for mainstreaming biodiversity conservation outcomes. The project has four components: ■■ Demonstration of landscape conservation approaches in two pilot sites: Investments in planning, coordination, and convergence through innovative microplans at the village level and landscape mapping; includes limited investments in improving habitat quality. ■■ Strengthening knowledge management and national capacity for landscape conservation: Development of a curriculum for a national-level landscape manage- ment course—strengthening three field learning centers for translating best practices in conservation management into training modules, and carrying out national-level training sessions. ■■ Scaling up and replicating successful models of conservation in additional landscape sites: Two new sites will be added this year to further scale up the landscape approach model. ■■ National coordination for landscape conservation: Supports a project management unit at the MoEF for coordinating among all six implementing agencies. KEY EXPECTED AND ACHIEVED RESULTS: The project is expected to lead to an increased natural resource base, reduced dependence on protected areas, and improvement in community livelihoods through the sustainable use of biodiversity resources, as well as converging with other programs. It will support the preparation and implementation of village microplans and track benefits accrued to beneficiaries, including women. Achievements to date: ■■ Over 300 microplans have been prepared covering over 15,000 households through substantial social mobilization. ■■ Over 300,000 Ha of Protected Area has been brought under improved management. ■■ About 14,000 officers from various parts of the country have been given training in different aspects of conservation and landscape planning. IMPLEMENTING AGENCY: Ministry of Environment, Forests and Climate Change, State Forest Departments of Gujarat, Uttarakhand, Madhya Pradesh, Maharashtra, Tamil Nadu and Kerala, Protected Area Management of Periyar Tiger Reserve, Gir National Park and Kalakad Mundanthurai Tiger Reserve and Wildlife Institute of India. 34 openindia.worldbankgroup.org INDIA: CAPACITY BUILDING PROJECT FOR INDUSTRIAL POLLUTION MANAGEMENT KEY DATES: Approved: June 3, 2010 Effective: October 13, 2010 Closing: September 15, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 14.71 0.36 14.35 IDA 28.97 10.10 17.76 Government of India 7.60 Total Project Cost 51.28 *US$ millions; as of August 31,2016; total amount revised after cancellations; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India generates 7.6 million tons of hazardous waste per year, with a large percentage of it illegally dumped outside industrial estates, on abandoned public lands, and within privately owned lands. Despite amendment of national legislation, compliance is low and the data is deficient on illegal dumps and hazardous-waste generation and characterization. Demand for land due to rapidly increasing urbanization is resulting in use and redevelopment of former industrial land or dump sites, which are at the margins of fast expanding cities. Since most of these “brownfield lands” are potentially contaminated with industrial waste, resulting in chemical pollution of soil, surface, and ground waste, such contaminated waste sites have the potential to pose significant health risk to communities and exposed individuals, especially poor and marginalized communities located on the fringes of urban areas. India needed the support to develop the tools and methodologies for human health risk assessments and the capacity to evaluate the technical, economic, legal, social, and environmental feasibility of remediation of contaminated sites. The project development objective is to ‘strengthen the capacity of selected state pollution control agencies in the remediation of polluted sites and support development of a framework to establish national program for the remediation of polluted sites. The project is targeting sites in Andhra Pradesh, Telangana and West Bengal. Project components cover: ■■ Strengthening of environmental institutions: Building capacity for addressing pollution remediation. ■■ Investments in priority remediation and environmental improvements: Rehabilitation of orphan hazardous waste sites and municipal dumpsites. Three pilot projects (one each in Andhra Pradesh, Telangana and West Bengal) will demonstrate sound remediation technologies for Orphan Hazardous Waste and Municipal Solid Waste Disposal sites. ■■ Project management KEY EXPECTED AND ACHIEVED RESULTS: ■■ Framework for the establishment of National Program for the Remediation of Polluted Sites (NPRPS) comprising inventory of polluted sites, remediation meth- odologies and policy and regulatory reviews has been developed and is waiting the approval of the Ministry. ■■ Remediation plans for 9 polluted sites have been developed and are being implemented in three pilot project sites. ■■ Capacity of implementing agencies in the laboratory analysis of hazardous chemicals is increased from 26 to 70 parameters ■■ National Waste Management Information System (NWMIS), that helps issuance of authorizations under Hazardous Waste Management and Electronic Waste Management Rules has been developed and is operational. ■■ The project is also carrying out activities to establish (i) soil standards for India; and (ii) a network of academic institutions to provide technical advice and training and carry out research on remediation technologies. IMPLEMENTING AGENCY: Ministry of Environment, Forest and Climate Change and the State Pollution Control Boards, Department of Environment of the Government of West Bengal, Government of Telangana and the Government of Andhra Pradesh India Country Snapshot 35 openindia.worldbankgroup.org INDIA: CAPACITY BUILDING FOR URBAN DEVELOPMENT PROJECT KEY DATES: Approved: June 17, 2011 Effective: January 27, 2012 Closing: June 30, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IDA 45 5.32 32.9 Total Project Cost 45 *US$ millions; as of Sep 1, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India is undergoing a massive rural-urban transformation. The share of the Indian population living in urban areas is expected to increase from one-third to half the population in the next 20 years. Already, the number of towns in India has jumped from about 5,000 in 2001 to 8,000 in 2011. India is also undergoing an institutional transformation with local governments playing a greater role in service delivery and urban management. Although the process of decentralization was initiated two decades ago with the 73rd and 74th constitutional amendments, the transfer of resources and responsibilities to the local governments is still a work in progress. The launch of the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) in December 2005 by the Government of India signaled the increased importance of the urban sector in the political agenda. The total budgeted amount was Rs. 50,000 Cr. (more than $11 billion in 2005) for the 2005-2012 period to finance city-level investments in infrastructure and housing. Thereafter, the Smart Cities Mission (SCM) and the Atal Mission for Rejuvenation and Urban Transformation (AMRUT) were launched in 2015 (both with central outlays of around US$7.5 billion). There is consensus that lack of capacity at the local level is a major constraint affecting not only the day-to-day management of urban areas but also the ability of cities to absorb technical and financial assistance from the central and state governments. The project development objective is to assist the recipient improve planning for urban management in select urban local bodies (ULBs) and in the roll-out of the national urban missions, especially focusing on cities participating in SCM. The project has two components: ■■ Capacity building for strengthened urban management: This component is implemented by the MoUD, and supports technical assistance to ULBs to improve systems for: (i) financial management including credit rating and revenue enhancements; (ii) urban planning including preparation of proposals for SCM compe- tition; (iii) service delivery; and (iv) governance. ULBs select the desired package of assistance based on an assessment of needs which is undertaken with support from the project management unit. This demand-driven menu approach is in response to the variable capacity building needs faced by ULBs. The component also supports strengthening the MoUD’s capacity for policy analysis and monitoring and evaluation of ongoing national schemes. ■■ Implementation Support: This component supports a national project management unit for providing overall technical and managerial assistance to MoUD during implementation. KEY EXPECTED RESULTS: Financial management ■■ Implementation of computerized double entry accrual based accounting systems for eight cities; ■■ Implementation of property tax reforms for six cities; ■■ Internal audit improvements in target cities; Urban planning ■■ Preparation of City Development Plan in 30 cities; ■■ Preparation of Smart City Plans submitted for Smart Cities Mission competition for 17 cities; Service delivery ■■ Strategy for reduction in non-revenue water prepared for six cities; ■■ City sanitation plans prepared for 13 cities; ■■ Preparation of detailed project reports for city-wide improvements in solid waste management and sewerage in six cities; ■■ Study on cost recovery for urban water supply systems; Governance ■■ Rapid baseline assessment of urban management; ■■ Study of land based mechanisms for improving service delivery; ■■ Preparation of model municipal cadre system; ■■ Support to MoUD - through CBUD PMU - on Smart Cities Mission and AMRUT structuring and implementation. IMPLEMENTING AGENCY: Ministry of Urban Development, Government of India 36 openindia.worldbankgroup.org INDIA: CITIZEN ACCESS TO RESPONSIVE SERVICES PROJECT KEY DATES: Approved: (January 29, 2016) Effective: (May 24, 2016 ) Closing: (March 31, 2021) FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 35 0 35 Government of 15 0 15 Other Total Project Cost 50 *$ millions; as of as of August 26, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Madhya Pradesh (MP) is a low income state in India with more than one-third of its population living below the poverty line and a strong presence of scheduled castes and tribes. Access to public services in MP remains highly unequal. On average, 49 percent of MP citizens do not have access to basic services compared to a national average of 46 percent. Moreover, MP has the widest disparities in access to basic services across districts. Critical barriers exist for ensuring universal access to government services such as limited access to information, cumbersome procedures and weak accountability systems. Challenges in accessing information about government services, increase transaction costs, especially for those in remote areas and for those from under-represented groups. The Madhya Pradesh Citizen Access to Responsive Service Project supports the state’s efforts to improve service delivery based on the commitments adopted under its Public Service Guarantee Act (PSGA) of 2010. The PSGA is the first of its kind in India. It sets timelines for the delivery of selected public services, creates an appeal structure in the event that government officials fail to meet these deadlines, and allows for imposition of penalties for delay. Services are provided by Lok Sewa Kendras (LSKs) or “kiosks” that allow citizens to apply for multiple government services at a “one stop shop”. The PSGA has contributed to reducing citizens’ transaction costs, speeding up service delivery and improving accountability of public officials. However, not all citizens are benefitting equally from these improvements and traditional barriers to access remain. The development objective of the project is to improve access to PSGA services by citizens of Madhya Pradesh, and in particular by under-represented groups. KEY EXPECTED RESULTS: ■■ Improved access to public services by citizens and by under-represented groups including women, Scheduled Castes and Scheduled Tribes. ■■ Expansion of the LSK network to remote and underserved areas, increased coverage of services, improved facilitation services at the kiosks and more extensive citizen outreach and awareness campaigns. ■■ Better integration of Government services. IMPLEMENTING AGENCY: Department of Public Service Management through the State Agency for Public Services, which will serve as the Project Directorate. India Country Snapshot 37 openindia.worldbankgroup.org INDIA: COAL FIRED GENERATION REHABILITATION PROJECT KEY DATES: Approved: June 18, 2009 Effective: March 19, 2010 Closing: November 29, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 136.16 73.86 62.30 Global Environment Facility (GEF) 45.4 19.10 26.30 Total Project Cost 181.56 *US$ millions; as of Aug 31, 2016; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India’s current installed power generation capacity stands at more than 305 GW. Sixty-one percent (186 GW) of this capacity is coal-fired, and contributes to over 70 percent of the total electricity generation. In the 12th Five-Year Plan of the Government of India, over 80 percent of the generation addition is planned to come under coal-based power plants. According to the Planning Commission’s Integrated Energy Policy, coal will remain India’s primary energy source, accounting for nearly 42 percent of total energy consumption and 65 percent of electricity generation in the next 25 years. Many coal-fired power plants, however, do not operate efficiently, and India’s renovation and modernization investments have not kept pace with targets; plants that account for almost 27 GW of capacity urgently need to be renovated and modernized. Focusing on existing plants rather than building new ones is a good opportunity to add low-cost power to India’s starving grid, while improving operational efficiencies relatively quickly. The approach also means dealing with fewer challenges such as availability of land, existence of transmission lines, and availability of fuel and water linkages. The Bank-supported Coal Fired Generation Rehabilitation Project is helping the Government of India design and implement an appropriately sequenced program of pilot projects to scale up the Energy-Efficient Renovation and Modernization (EE R&M) of its old, inefficient, and polluting coal-fired power generation capacity. This would help put the sector on a lower carbon path than continuing to operate these plants at their present low efficiency levels, while also bridging the power demand-supply gap. Recognizing the large carbon emission reduction potential of this project, the Global Environment Facility (GEF) has provided a $45.4 million grant. The project’s development objective is to improve the energy efficiency of selected coal-fired power generation units through renovation and modernization and improved operations and maintenance. The project’s two components focus on: ■■ Energy efficiency renovation and modernization pilots to renovate and modernize 420 MW of old coal-fired power generation capacity to demonstrate energy- efficient rehabilitation approaches. ■■ Technical assistance to support the implementation of pilots, develop a pipeline of pilot interventions, address barriers to energy efficient renovation and modern- ization projects, and strengthen institutional capacities of implementing agencies. KEY EXPECTED RESULTS: This project is targeting 420 MW for EE R&M pilots, the success of which could result in the Government of India and various states rehabilitating similar plants. The EE R&M work at one of the two pilot Units (Bandel Thermal Power Station, Unit-5 of 210 MW) has been completed and it was synchronized with the electricity grid in October 2015. The project is expected to have several outcomes: ■■ Have an impact on the barriers to wider replication of rehabilitation projects: This addresses barriers to rehabilitation in the selected pilot states through studies backed with international experiences, policy/regulatory dialogue, and strengthening of institutional capacity. In addition, the project has also helped mobilize qualified contractors to bid on India’s EE R&M opportunities and will demonstrate effective R&M approaches which can be replicated across the country (and pos- sibly elsewhere) once completed successfully. ■■ Quick and low-cost option for augmentation of power supply: Given the significant gap between demand and supply of power in India, these pilots will demon- strate whether and how the rehabilitation of old coal-fired power plants can augment availability of power on competitive terms. ■■ Strengthening institutional capacity of utilities: The engagement with selected state utilities is helping them build institutional capacity, especially in the areas of design and execution of R&M projects, and efficient operation and management (O&M) of plants. ■■ Improving environmental performance of the plants: In addition to reducing carbon emissions from power plants, the project would support improving the overall environmental performance of these plants, including particulates emission, water treatment, ash disposal, and overall safeguards practices and policies in the plant – areas that sometimes do not attract adequate attention from the utility. IMPLEMENTING AGENCY: State generation utilities: Maharashtra State Power Generation Company Limited; West Bengal Power Development Corporation Limited; and Haryana Power Generation Corporation Limited. Central Electricity Authority. 38 openindia.worldbankgroup.org INDIA: DAM REHABILITATION AND IMPROVEMENT PROJECT KEY DATES: Approved: June 29, 2010 Effective: April 18, 2012 Closing: June 30, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 139.65 0.44 174.56 IDA 139.65 40.40 121.33 Central and State Governments Total Project Cost 279.30 *As of July 31, 2015; revised total after partial cancellation. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India has over 5000 large dams that are essential for water storage to cater to India’s increasingly competitive use of scarce water resources. There is limited scope for building new dams, however, since all easy dam sites are already in use, acquiring land is difficult, and construction costs are very high. Many existing dams are under distress, and the Dam Rehabilitation and Improvement Project (DRIP) is designed to implement innovative solutions to again allow for the optimal use of the existing 223 dams covered by the project. The project’s development objective is to improve the safety and operational performance of selected existing dams in the states of Kerala, Madhya Pradesh, Orissa, and Tamil Nadu. The project has two major components: ■■ Rehabilitation and improvement of dams and associated appurtenances: Comprehensive rehabilitation and improvement of 223 dam and appurtenant struc- tures in the project states. In addition, hydrological assessments, preparation of asset management plans and emergency preparedness plans, development of emergency warning systems, public awareness campaigns, and floodplain mapping will be carried out. ■■ Dam safety institutional strengthening: To support and strengthen the Dam Safety Organization (DSO) at the national level in the Central Water Commission and DSOs and Water Resources Departments in each of the four participating states, as well as the State Electricity Boards in Kerala and Tamil Nadu. DSOs will become effective organizations that can take the lead in overseeing that dams remain safe from a structural and operational point of view. Dam managers will be assisted with the development of appropriate skills and modern tools to adequately operate and maintain dams. KEY EXPECTED RESULTS: The main results expected at the end of the project include: ■■ 223 project dams with the ability to safely deal with recurrent floods, and with acceptable stability and seepage; 223 fully operational dams, with reduced risk of failure. ■■ 150 project dams with need-based operation and maintenance (O&M) plans implemented, and with at least 80 percent of the required annual budget for O&M allocated. ■■ 60 dams where emergency response plans have been prepared and disseminated to the population. Achievements to date include: ■■ 269 contracts totaling $95 million have been awarded; ■■ Emergency Action Plans for all 224 project dams are being finalized IMPLEMENTING AGENCY: Central Water Commission; Water Resources Departments of Kerala, Madhya Pradesh, Orissa, Tamil Nadu and Karnataka; State Electricity Boards of Kerala and Tamil Nadu; Damodar Valley Corporation and Uttarakhand Jal Viduyut Nigam Limited (UJVNL). India Country Snapshot 39 openindia.worldbankgroup.org INDIA: EASTERN DEDICATED FREIGHT CORRIDOR I (EDFC 1) KEY DATES: Approved: May 31, 2011 Effective: December 30, 2011 Closing: June 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 975 186 789 Government of India 483.44 Total Project Cost 1,458.44 *US$ millions as of June 30, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Indian Railways (IR) operates a national rail network of about 64,600 route-kilometers. In 2013-14, it carried 8.4 billion passengers and more than 1 billion tonnes of freight. Despite strong growth in its freight business, IR has been losing market share to road haulage, due partly to insufficient physical capacity and poor service quality exacerbated by the need to fit freight train movements into a busy passenger service schedule. Without additional rail network capacity, much of the traffic for which rail should have competitive advantage would be forced to use road haulage or be suppressed, in both cases at a cost to the economy and in the former case at an environmental cost as well. Over the last decade, IR has successfully adopted many management measures to squeeze more capacity from its existing assets; average trainload, equipment utilization, and railway labor productivity have all been greatly improved. Physical capacity on key corridors is now the most pressing constraint. The Dedicated Freight Corridor (DFC) project is a strategic response to network constraints on critical freight routes in India that form a quadrilateral, connecting Delhi, Mumbai, Chennai, and Kolkata. The rail network between these cities accounts for just 16 percent of IR’s route network by length, but carries more than 60 percent of its freight traffic. With India’s freight traffic projected to grow at more than 7 percent annually, the DFC program will add dedicated freight-only lines, mostly parallel to the existing routes, built at higher loading standards to permit the operation of larger and heavier axle-load trains. This will not only double the overall rail capacity in the corridors, but also significantly reduce train operating costs per unit of freight. The current DFC program includes the Western Corridor (Delhi-Mumbai) and the Eastern Corridor (Ludhiana-Delhi-Kolkata). The Ministry of Railways (MoR) is the designated responsible ministry and the shareholder of the Dedicated Freight Corridor Corporation of India Limited (DFCCIL). The World Bank is supporting implementation of a substantial portion of the Eastern DFC under a three phased program. The EDFC-1 is for a 343 km section from Khurja to Kanpur, entirely in the state of Uttar Pradesh. Another section of 47 Km from Khurja to Dadri was added by restructuring the project. EDFC-2, covers about 400 km from Kanpur to Mughal Sarai, again entirely in Uttar Pradesh. The development objectives of the EDFC-1 are to: (i) provide additional rail transport capacity, improved service quality, and higher freight throughput on the Khurja to Kanpur section and the Khurja-Dadri section of the Eastern rail corridor; and (ii) develop the institutional capacity of DFCCIL to build and operate the DFC network. It consists of two components: Design, construction, and commissioning of the Khurja-Kanpur and Khurja-Dadri sections. Institutional development: Supports (i) institutional strengthening of DFCCIL; and (ii) heavy-haul freight systems development. KEY EXPECTED RESULTS: ■■ Additional freight train paths on the DFC will increase by 100 pairs per day. ■■ Average speed of freight trains on the DFC will increase from a baseline of 25 km/hour in 2011 to 60 km/hour by the end of the project. ■■ Rail transport capacity on the DFC will increase from 18 to 32.5 Net Tonne Kilometer (NTKM). IMPLEMENTING AGENCY: Dedicated Freight Corridor Corporation of India, Ltd. 40 openindia.worldbankgroup.org INDIA: EASTERN DEDICATED FREIGHT CORRIDOR II (EDFC 2) KEY DATES: Approved: April 22, 2014 Effective: January 16, 2015 Closing: December 31, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 1,100 64 1036 Government of India 550 Total Project Cost 1,650 *US$ millions as of June 30, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Eastern Corridor is 1,839 km and extends from Ludhiana in Punjab to Kolkata in West Bengal. World Bank support for the Eastern Dedicated Freight Corridor (EDFC) was conceived as a series of projects in which the three sections (total length 1,193 km) would be delivered sequentially, but with considerable overlap in their construction schedules. The first loan (as first phase of an Adaptable Program Loan called EDFC 1) was approved by the Board in May 2011 and is now under implementation. EDFC 2 supports the Government of India’s effort to construct 393 km of the EDFC from Kanpur to Mughal Sarai in Uttar Pradesh. The project includes the most heavily congested sections of the corridor, and connects ports and mining areas in the East to consumption centers in the Northwest of the country. It is a top development priority of the government, as rail traffic levels in the main transport corridors are already at or exceed their nominal capacity. The project’s development objectives are to provide additional rail transport capacity, improved service quality and higher freight throughout on the 393-km Kanpur- Mughal Sarai section of the Eastern Dedicated Freight Corridor; and develop institutional capacity of the DFCCIL to build, maintain, and operate the entire rail freight network. It has two components: ■■ Design, construction and commissioning of the Kanpur-Mughal Sarai section of the EDFC consisting of 393 km of double-track electrified railway designed for freight-only train operations with 25-ton axle-loads (upgradable to 32.5 ton axle loads) at 100 km/hour. ■■ Continue providing institutional support to assist DFCCIL to develop its capability to best utilize heavy-haul freight rail systems. KEY EXPECTED RESULTS: Progress toward the achievement of the project’s development objective will be measured by three indicators: ■■ Number of additional train paths produced on the EDFC. ■■ Volume of freight carried. ■■ Improved institutional capacity of DFCCIL. IMPLEMENTING AGENCY: Dedicated Freight Corridor Corporation of India, Ltd. India Country Snapshot 41 openindia.worldbankgroup.org INDIA: EASTERN DEDICATED FREIGHT CORRIDOR III (EDFC 3) KEY DATES: Approved: June 30, 2015 Effective: NA Closing: December 31, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 650 0 650 Government of India 457 - - Total Project Cost 1107 0 650 *US$ millions as of June 30, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Eastern Corridor is 1,839 km and extends from Ludhiana in Punjab to Kolkata in West Bengal. World Bank support for the EDFC was conceived as a series of projects in which the three sections (total length 1,193 km) would be delivered sequentially, but with considerable overlap in their construction schedules. The first loan (as first phase of an Adaptable Program Loan called EDFC 1) was approved by the Board in May 2011 and is now under implementation. EDFC2 was approved by the Board on April 22, 2014, and is also under implementation. EDFC 3 supports the Government of India’s effort to construct 401 km of the EDFC from Ludhiana - Khurja in Uttar Pradesh and Punjab. The EDFC projects includes the most heavily congested sections of the corridor, and connects ports and mining areas in the East to consumption centers in the Northwest of the country. It is a top development priority of the government, as rail traffic levels in the main transport corridors are already at or exceed their nominal capacity. The project’s development objectives are to provide additional rail transport capacity, improved service quality and higher freight throughput on the 401 km Ludhiana- Khurja section of the EDFC; and develop the institutional capacity of DFCCIL to build, maintain and manage the DFC infrastructure network. It has two components: ■■ Design, construction and commissioning of the Ludhiana-Khurja section of the Eastern DFC, consisting of 401 km of single-track electrified railway with 1500-me- ter crossing loops at approximate 10-km intervals, designed for freight-only train operations with 25-ton axle-load (upgradable to 32.5 ton axle loads) at maxi- mum speed of 100 km/hour. The DFC lines are being built to carry bulk freight trains of 6,000 or 12,000 gross tons. ■■ Continuing development of DFCCIL’s/IR’s institutional capacity to build, maintain, and manage DFC lines, including both technical assistance and ancillary works and equipment focusing on supporting three priority areas: operational management, commercial management (including private participation), and environ- mental management. ■■ Operational: Design of system to optimize interfaces at the interchange of trains between IR and EDFC lines at connection points, including train holding yard requirements. ■■ Commercial: A freight logistics centers market-testing program to promote private investment in freight logistics centers/terminals (along either or both of) Eastern and Western Corridors, plus development of a contractual model and seed capital for implementation of a pilot project. ■■ Environmental: Design and implementation of a pilot project to attain energy savings in IR train operations through a driver advisory system with potential for scaling up across DFC with associated reduction in GHG emissions. KEY EXPECTED RESULTS: Progress toward achieving the project’s development objective will be measured by four indicators: ■■ Number of additional train paths produced on the EDFC3 as 23. ■■ Volume of freight carried on EDFC3 as 22 billion net ton kilometer. ■■ Average speed of freight trains increased from 25 to 45 kilometer per hour. ■■ DFCCIL Memorandum of Understanding rating (with MoR) remain good or higher IMPLEMENTING AGENCY: Dedicated Freight Corridor Corporation of India, Ltd. 42 openindia.worldbankgroup.org INDIA: EFFICIENT & SUSTAINABLE CITY BUS SERVICES KEY DATES: Approved: 9 December 2014 Effective: 29 August 2016 Closing: 31 December 2018 FINANCING: Financier Financing* Disbursed Undisbursed BRD IDA Government of India 103.80 - - Other – Global Environment Fund 9.2 9.2 Total Project Cost 113 *$ millions; as of June 30, 2015; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The proposed project is designed to complement the baseline project, Bus Funding Scheme of the Government of India under the National Urban Renewal Mission (JnNURM), through additional activities aimed to enhance sustainability, energy efficiency, and quality of city bus services, and therefore raising the potential for GHG emissions reductions from the baseline project. The project focuses comprehensively on city bus transport, treating multiple issues facing these systems: operational, financial, regulatory, fiscal. The Project is designed to focus on the following critical areas: ■■ Review of the legal, regulatory, institutional and fiscal constraints to operation of sustainable city bus services, identification of areas for reform and development of recommended options for initiating deliberations at the national, state and city levels for addressing these issues ■■ A comprehensive capacity building program for the nascent urban bus sector including training programs, knowledge and exchange events for sharing of best practices and experiences among public and private stakeholders. ■■ Targeted city level modernization interventions to showcase low cost high impact initiatives in bus operations and user responsive initiatives: (i) modern depot equipment, (ii) intelligent transport systems including management information systems, (iii) scientific route and business planning, (iv) bus fuel efficiency through improved maintenance and driver training practices, (v) options for mainstreaming informal / unorganized transit, (vi) marketing and branding (vii) capacity building and training etc. KEY EXPECTED RESULTS: The Project is expected to showcase modern city bus transport systems in selected demo cities, Bhopal, Chandigarh, Jaipur and Mira Bhayandar. These will lead to results including ■■ Reduction in GHG emissions as a result of adoption of modernization initiatives by project cities; ■■ Improved bus energy efficiency in kilometers per liter; ■■ Reduction in Rate of breakdowns per 10,000 km; ■■ Increased user satisfaction of women for travel on buses. IMPLEMENTING AGENCY: Ministry of Urban Development, Bhopal City Links Ltd., Chandigarh Transport Undertaking, Jaipur City Transport Services Ltd., Mira Bhayandar Municipal Corporation India Country Snapshot 43 openindia.worldbankgroup.org INDIA: ENHANCING TEACHER EFFECTIVENESS IN BIHAR KEY DATES: Approved: May 19, 2015 Effective: September 01, 2015 Closing: June 30, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 250 50 Government of India 107 - - Other Total Project Cost 357 * $ millions; as of September 01, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Government of Bihar launched its Mission Manav Vikas program to improve the quality of elementary education in Bihar. The World Bank operation supports the Mission’s objective of “education sector reform with special reference to improving the quality of school education (elementary and secondary) in government schools in Bihar.” The operation focuses on five areas of engagement: ensuring requisite infrastructure of teacher education (TE) institutions, capacity enhancement of TE institutions for effective TE delivery, ensuring certification of teachers and continuous professional development (CPD) of teachers in service, ensuring effective teacher management and performance, improving teacher accountability at school level, and strengthening fiduciary and governance frameworks. The development objective of the operation is to improve the effectiveness of elementary school teachers in Bihar. It is expected to improve the quality of teaching and learning in classrooms, and establish robust and accountable systems for teacher management and strengthened governance systems. The operation will directly benefit about 450,000 teachers in government elementary schools in Bihar through a strengthened teacher education system. It will also benefit approximately 21.2 million elementary school students who will gain access to improved classroom teaching and learning. KEY EXPECTED RESULTS: ■■ 475,000 beneficiaries (elementary school teachers) covered through the program including an increase in percentage of female teachers; ■■ Improved teacher performance effectively monitored through index based on scores; ■■ Teacher attendance enhanced by 5 percentage points; ■■ 75 percentage of positions in teacher education institutions filled; and ■■ 90,000 additional qualified elementary teachers resulting from program interventions. IMPLEMENTING AGENCY: Department of Education, Government of Bihar 44 openindia.worldbankgroup.org INDIA: FIFTH POWER SYSTEM DEVELOPMENT PROJECT KEY DATES: Approved: September 22, 2009 Effective: January 8, 2010 Closing: May 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 1,000.0 777.17 222.83 POWERGRID 562.0 - - Total Project Cost 1,562.0 - - *US$ millions; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: There are about 300 million people in India today that still lack access to electricity, impeding their ability to fully benefit from a growing economy. Rural consumers and the urban poor constitute the majority of this unconnected population. Even those who do have a connection to the electricity grid face intermittent power supply, particularly in rural areas. Industry and commercial enterprises also suffer due to unreliable supply, and are forced to invest in expensive diesel-fueled back-up generation. India’s power sector relies heavily on fossil fuels (primarily coal), and the country is currently the world’s fourth largest greenhouse gas (GHG) emitter. To address these issues, the Government of India plans to: (i) install 175GW of renewable energy by 2022; (ii) strengthen the central transmission network to facilitate smoother energy exchange across regions; (iii) improve energy efficiency and performance of institutions in the power sector; and (iv) expand access for rural and peri-urban populations. The Fifth Power System Project builds on a successful partnership with Power Grid Corporation of India Limited (POWERGRID), the national electricity transmission company that is vital to the development of India’s power sector. Not only has the WBG financed POWERGRID’s investment programs (through five direct loans), but it has also supported its ongoing efforts to achieve world class operations and management, and to leverage private participation (including with IFC financing of the Bhutan-India Tala transmission system). WBG’s support to this project came in the wake of the 2008 global financial crisis, when both international and domestic credit markets became severely constrained. In India, the cost of debt for domestic investors increased by at least 20 to 30 percent, and the availability of both debt and risk capital for infrastructure projects decreased. Additional financing to POWERGRID was also part of broader efforts to scale-up IBRD financing in response to the financial crisis. The project’s development objective is to strengthen India’s electricity transmission system in the Western, Northern, and Southern regions to increase reliable power exchange between regions and states. Investments under the project will help improve POWERGRID’s service delivery by facilitating more economic use of generation resources; providing greater grid stability; and facilitating development of a power trading regime within the country and with India’s neighbors. KEY ACHIEVED AND EXPECTED RESULTS: ■■ Annual inter-regional power exchange has gone up from a baseline of 46,027 MU to 94,366 million units (MU), surpassing the target of 72,000 MU. ■■ Transmission capacity of the Central Transmission Utility of India has increased from a baseline of 71,447 circuit km to more than 129,000-circuit km, outperform- ing original end-of-project targets (125,000 circuit km). ■■ Transformation capacity increased significantly from a baseline of 79,500 megavolt amperes (MVA) to more than 254,000 MVA, outperforming end-of-project targets (222,000 MVA). KEY PARTNERS: Power Grid Corporation of India Limited (POWERGRID). India Country Snapshot 45 openindia.worldbankgroup.org INDIA: FINANCING ENERGY EFFICIENCY AT MICRO, SMALL AND MEDIUM ENTERPRISES PROJECT KEY DATES: Approved: May 27, 2010 Effective: September 29, 2010 Closing: December 30, 2016 FINANCING: Financier Financing* Disbursed Undisbursed Global Environment Facility (GEF) Grant 11.30 7.62 3.68 Private Sector Financing 46.00 19.50 (market driven) Total Project Cost 57.30 *US$ million; as of July 31, 20145; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Indian Micro, Small, and Medium Enterprises (MSME) sector is facing high and rising energy costs, unlike other sectors of the economy such as agriculture that benefit from subsidized energy prices. Many Indian MSMEs are energy-intensive, employing inefficient and outmoded technologies. Investments in cost-effective energy-efficiency measures would improve their productivity and bottom-line profits. The barriers to adopting energy efficiency measures typically include access to finance, a gap in understanding between energy auditors and energy-efficiency practitioners and local banks, higher transaction costs for preparing energy-efficiency proposals, and imperfect information. MSMEs are also generally unfamiliar with the performance of readily available efficient equipment. The project development objective is to increase demand for energy efficiency investments in target MSME clusters, and to build their capacity to access commercial finance. The project has four components, focusing on five MSME industrial clusters: 1. Increasing awareness of energy efficiency through outreach efforts, and dissemination of information about successful projects. Increase capacity of energy audi- tors, financial intermediaries, vendors, and MSMEs. 2. Preparation and implementation of 500 energy-efficiency proposals through technical assistance for preparing Investment Grade Detailed Project Reports. That involves detailed energy audits and preparing financing plans, facilitating loans from banks and financial intermediaries, and providing implementation support. 3. Broad programmatic knowledge management for monitoring and evaluation, collection of best practice examples, dissemination, and policy development func- tions, with the goal of ensuring effective implementation and replication of energy efficiency improvement efforts at MSMEs. 4. Implementation support for the two project management units KEY EXPECTED AND ACHIEVED RESULTS: ■■ 1.5 million Lifetime emission reductions by direct investments of INR 970 Million in EE improvements, and estimated replicable investments of INR 2,520 Mil- lion with potential ERs of 3.6 million. ■■ Direct Emission reductions are about 0.9 million are achieved through EE investments of about INR 1000 million. All the estimated potential and replicable ERs and EE investments are expected to be achieved by the end of the project period ■■ 600 Investment Grade Energy-Efficiency Proposals completed out of a target of 500. Of these, implementation of EE measures are completed by 450 units and implementation is ongoing in rest of the units. .. ■■ 750 energy auditors have already been trained, fully achieving the target. ■■ 4,450 entrepreneurs (including 100 banks and financial intermediaries and many MSME units) benefited from outreach activities, surpassing the end-project target of 1,300. IMPLEMENTING AGENCY: Bureau of Energy Efficiency (BEE), Ministry of Power; and Small Industries Development Bank of India (SIDBI). 46 openindia.worldbankgroup.org INDIA: FIRST PROGRAMMATIC ELECTRICITY DISTRIBUTION REFORM DEVELOPMENT POLICY LOAN FOR RAJASTHAN KEY DATES: Approved: March 25, 2016 Effective: May 13, 2016 Closing: March 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 250 250 - IDA - - - Government of India - - - Other - - - Total Project Cost 250 - - *$ millions; as of June 30, 2016; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: ■■ The proposed programmatic operation would support the Government of Rajasthan (GoR)’s program for the turnaround of the distribution sector in Rajasthan under the 24x7 Power for All program. This first operation lays the foundation for legislative changes and institutional reforms to improve the sector’s governance, supports the financial restructuring of the sector, and backs actions necessary to improve operational performance. ■■ The distribution companies (DISCOMs) in Rajasthan provide electricity to about 9.5 million customers. However, a combination of high generation costs, inef- ficiencies in the distribution sector and an accumulation of long-delayed tariff adjustments has resulted in several years of continuing losses for the DISCOMs leading to a total outstanding debt of Rs 780 billion as on July 2015. In late 2015, the Government of India (GoI) announced the Ujwal DISCOM Assurance Yojna (UDAY) program to find a sustainable solution to the financial troubles facing almost all DISCOMs across states. This operation will align with the UDAY program of GoI as well as that of the Rajasthan government’s plans to improve the financial, operational and technical performance of its DISCOMs. ■■ The key areas that the operation will support include: (a) strengthening governance in the distribution sector in the state by giving more operational autonomy to the utilities, establishing targets for reducing the gap between the cost of supply and revenue recovery, providing incentives to employees for improving perfor- mance; (b) financial restructuring and recovery in the sector through transferring a considerable amount of the debt of the DISCOMs to the state, bringing in more discipline in DISCOMs submissions to regulatory commission towards revenue requirements and initiatives towards reducing the costs of energy procurement; and (c) improving the operational performance of the DISCOMs. KEY EXPECTED AND ACHIEVED RESULTS: Progress toward the achievement of the project’s development objective will be measured by following indicators: ■■ Appointment of Independent Directors in accordance with the clause No. 8 of the Electricity Distribution Management Responsibility Ordinance/Act in each DISCOM; ■■ Implementation of Employee Performance Incentive (EPI) scheme in each DISCOM; ■■ Date of availability of audited annual accounts for each DISCOM; ■■ Percentage of outstanding debt (as of September 30, 2015) of DISCOMs taken over by GoR; ■■ Monthly Distribution Energy Audit reports generated and disclosed (expressed as percentage of feeders); ■■ Gap between Average Revenue Realized (ARR) and Average Cost of Supply (ACS); ■■ Power Purchases for DISCOMs routed through Rajasthan Energy Development Corporation Ltd.; ■■ Aggregate Technical and Commercial (AT&C) losses; ■■ Number of consumers put on pre-paid/ AMI/ AMR meters; ■■ Number of LED lamps distributed; ■■ Number of IT staff appointed; ■■ Number of consumers put on unified billing system; ■■ Number of villages remaining to be electrified. IMPLEMENTING AGENCY: Department of Energy, Government of Rajasthan India Country Snapshot 47 openindia.worldbankgroup.org INDIA: GRID-CONNECTED ROOFTOP SOLAR PROGRAM KEY DATES: Approved: May 13, 2016 Effective: Expected by End September, 2016 Closing: November 30, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IRBD 500.00 0.0 500.0 CTF Loan 120.0 0.0 CTF Grant 5.0 0.0 State Bank of India 2.0 GEF (Pending GEF Council Approval) 23.0 Private or Public Funding through equity 265.0 contribution Total Project Cost 915.0 *$ millions BACKGROUND AND OBJECTIVES: The Program supports the implementation of Ministry of New & Renewable Energy’s (MNRE) Grid-connected Rooftop and Small Solar Power Plant program, with a focus on mobilizing private sector equity investments and commercial lending, increasing deployment and uptake of Grid-connected Rooftop Solar Photovoltaic (GRPV) through a variety of business models, and thereby contributing to the achievement of Government of India’s (GoI) GRPV installation targets of 40GW by 2022. The Program will finance activities in three results areas on a countrywide eligibility basis, as outlined in State Bank of India’s (SBI) Program Operations Manual (POM): (i) strengthening institutional capacity for GRPV; (ii) market development of GRPV; (iii) expanding GRPV generation. The Clean Technology Fund (CTF) Committee has approved US$125 million to co-finance this GRPV Program. The GoI has also applied for a Global Environment Facility (GEF) grant, specifically to (i) support an innovative risk mitigation mechanism to enable lending to small and medium enterprise (SME) commercial and industrial customers for GRPV, and (ii) to support strengthening of the investment climate and capacity building of the main stakeholders involved in the expansion of GRPV. CTF and International Bank for Reconstruction and Development (IBRD) funds will enable the participating commercial bank (SBI) to extend loans for GRPV at or near the Base Rate . The Program Development Objective is to increase installed capacity of GRPV and strengthen the capacity of relevant institutions for GRPV. The Program Environment Objective is to achieve reductions in Green House Gas (GHG) emissions through the displacement of thermal energy with solar energy. KEY EXPECTED RESULTS: ■■ Increased capacity of grid-connected rooftop solar PV by 250 MW. ■■ Reduction of carbon emissions by 1200 thousand tons. 48 openindia.worldbankgroup.org INDIA: GUJARAT STATE HIGHWAYS PROJECT II KEY DATES: Approved: December 13, 2013 Effective: March 19, 2014 Closing: January 31, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 175 46.6 128.94 Government of Gujarat 111 Private sector 37 Total Project Cost 323 *US$ million; as of August 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Gujarat has one of the most extensive and traffic-intensive road networks in the country. The state’s has about 145,000 km of roads, including 3,170 km of national highways, 18,450 km of state highways, and 20,560 km of major district roads. The Roads and Buildings Department (R&BD) has the primary responsibility for managing about 80,000 km of primary road network and 30,000 km of non-plan roads, with higher-level strategic guidance/oversight from the Gujarat Infrastructure Development Board. Despite rapid expansion in the network capacity and quality, owing mainly to the government’s sustained emphasis on road development, the road sector faces a new set of challenges to keep up with rapidly increasing demand, improve connectivity to the relatively underdeveloped eastern tribal region of the state, and associated financing and safety considerations. The main goal of the Gujarat State Highways Project II (GSHP II) is to extend Bank assistance to address these challenges. Because this is a follow-up project in an advanced state, it will place relatively less emphasis on financing civil works—reflected in smaller loan-size with a higher ratio of counterpart and private funding—and increase focus on finance-plus aspects. For example: (i) new contracting approach to improve investment and operational efficiency by transferring design risks to the contractors, and clubbing maintenance responsibilities for a longer period; (ii) pilot transactions to leverage innovative private sector investment (modified annuity); and (iii) various steps to increase the sector’s institutional and financial capacity to improve road service and safety in an environmentally sustainable and cost-effective manner. The project development objective is to improve capacity and enhance the quality and safety of road services for the users of the Core Road Network (CRN) of state highways in Gujarat, through institutional strengthening and efficient contracting and financing strategies. The project is structured around three components: 1. Highway improvement includes upgrading about 350 km and rehabilitating 275 km of state highways through a mix of nine performance-based maintenance contracts, one PPP annuity-based Design, Building, Finance, Operate, Maintain and Transfer (DBFOMT) contract and one output and performance-based road contract (OPRC). 2. Sector policy and institutional development seeks to deepen the GSHP I efforts towards improving R&BD’s operational capacity, and also augment the state’s capacity in two more critical areas: policy and planning; and knowledge-building. 3. Road safety management strengthens the road safety management system and improves capacity to undertake multi-sectoral road safety interventions in the state through a safe corridor demonstration project on two high-volume, high-safety risk corridors, enhancing asset management with safety attributes, and strengthening the Gujarat Road Safety Management System. KEY ACHIEVEMENTS: The project will directly improve the condition, capacity and safety of about 625 km of the 6,444-km core state road network. It is expected that this will directly benefit about 38 million local businesses and inhabitants served by the project roads, as well as road users, of whom about half are women. The improved roads will have significantly better capacity and robustness. Travel time should fall by about 30 percent, while the average volume/capacity ratio, a key measure of highway congestion, should decline significantly. The emphasis on road safety ought to help reduce fatalities by 20 percent on the safe demonstration corridor. IMPLEMENTING AGENCY: R&BD, Government of Gujarat. India Country Snapshot 49 openindia.worldbankgroup.org INDIA: HARYANA POWER SYSTEM IMPROVEMENT PROJECT KEY DATES: Approved: August 4, 2009 Effective: October 15, 2009 Closing: November 30, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 330.00 216.82 113.18 Government of Haryana 80.00 Total Project Cost 410.00 *US$ millions; as June 30 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The major remaining obstacles to making India’s power sector responsive to the demands of consumers and a modernizing economy are at the state level, predominantly in electricity distribution and transmission. By using investment lending to alleviate the infrastructure deficit in a rapidly growing state that also has pockets of poverty, the World Bank is drawing on global experience in institutional reform to support electricity improvements in the north Indian state of Haryana. The project development objective is to improve the availability, efficiency, and accountability of electricity supply in the state of Haryana by strengthening the transmission and distribution systems. The project supports HVPN, a transmission company, and DHBVN, a distribution company. It has three components: Transmission system strengthening involves priority investments in sub-stations together with transmission lines for system augmentation. Urban distribution system strengthening focuses on improving operational efficiency and enhanced customer service. Technical assistance and capacity building of transmission and distribution companies. KEY ACHIEVEMENTS: ■■ The transmission company’s (HVPN) transformation capacity has increased from baseline 9,700 KVA to about 19,989.50 KVA, beyond the project end target of 16,000 KVA. ■■ Implementation of Performance Management System in both utilities. ■■ Introduction of third-party quality assurance consultants, resulting in an improved flow of information on good practices in project management, as well as sup- porting accountability and transparency in transactions. ■■ Implementation of multiyear tariffs. IMPLEMENTING AGENCY: Dakshin Haryana Bijli Vitran Nigam (DHBVN), Haryana Vidyut Prasaran Nigam Limited (HVPN) 50 openindia.worldbankgroup.org INDIA: HIMACHAL PRADESH HORTICULTURE DEVELOPMENT PROJECT KEY DATES: Approved: May 27, 2016 Effective: August 2, 2016 Closing: June 30, 2023 FINANCING: Financier Financing* Disbursed Undisbursed IBRD N/A IDA 135 0.00 135 Government of Rajasthan 33..70 Other(Beneficiaries) 2.6 Total Project Cost 166.5 *$ millions; as of August 31, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Himachal Pradesh Horticulture Development Project (HPHDP) represents a major shift in how the long term development of the horticulture sector can be supported through an integrated value chain approach. As such the HPDHP expands investments in production, processing, and marketing while improving service delivery. The project supports the modernization of the horticulture sector through the application of new technologies and approaches that will contribute to climate resiliency, strengthen the productive capacities of producers and their organizations, and facilitate access to markets and value addition for selected commodities. It will facilitate improved access to and use of financial services—in particular credit and insurance—for farmers and agro-enterprises by supporting new product development and financial counseling. The Project Development Objective (PDO) is: “to support small farmers and agro-entrepreneurs in Himachal Pradesh, to increase the productivity, quality, and market access of selected horticulture commodities.” KEY EXPECTED RESULTS: ■■ Enhancing horticultural competitiveness at the farm level by supporting access to knowledge, technology and finance in order to increase long term productivity and farm incomes in an environment marked by changing market patterns and increased climate variability. ■■ Enhancing market access for farmers through value addition at the farm level, through improved post-harvest handling of their produce, to meet the demands of high-value markets; and support increased private investment in the development of value chains, processing, marketing, and other field services. ■■ Improving farmer access to market information and intelligence, improve transparency in price discovery, improve market infrastructure and services in the traditional wholesale markets, and making market management more efficient and responsive to farmers’ needs IMPLEMENTING AGENCY: The Himachal Pradesh Horticulture Development Society, Government of Himachal Pradesh . India Country Snapshot 51 openindia.worldbankgroup.org INDIA: HIMACHAL PRADESH MID-HIMALAYAN WATERSHED DEVELOPMENT PROJECT KEY DATES: Approved: December 13, 2005. Effective: February 24, 2006. Closing: For Credit 4133IN – March 31, 2016 : For Credit 5159 IN – March 31, 2017 FINANCING: Financier Financing* Disbursement up to 31-08-2016 IBRD IDA 92.20 86.07 Government of HP 23.05 21.51 Other Total Project Cost 115.25 107.58 *$ millions; as of June 30, 2015; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Mid Himalayan Watershed Development Project became operative in 10 districts of Himachal Pradesh. The overall objective of the project is to reverse the process of degradation of the natural resource base and improve the productive potential of natural resources and incomes of the rural households in the project area in H.P.. A secondary objective is to support policy and institutional development in the State to harmonize watershed development projects and programs across the State in accordance with best practices. In particular the project seeks to support watershed management through: ■■ Adopting an integrated watershed development framework as a strategy for combining technical information on productive capacity and conservation planning while using water as nucleus for a community based program of rural development. ■■ Supporting decentralization by strengthening the role of PRIs as a agent of planning and implementation and increasing their potential to become sustainable instruments of natural resource management. ■■ Empowering communities through capacity building and transfer of decision-making powers and resources to them. ■■ Insisting on cost sharing to ensure demand, promote ownership and encourage sustainable operations and maintenance of community assets. ■■ Targeting vulnerable groups such as women, landless nomads through formation of common activity group and special programs. ■■ Adding value to agriculture production through increasing productivity promotion of high value crops and developing commercial agriculture and horticulture through post-harvest and marketing development. ■■ Improving accessibility, in recognition that this is often the binding constraint to development in remote villages. KEY ACHIEVEMENTS: ■■ 7499 User groups formed for managing natural resources in a sustainable manner. ■■ Treated 70% of available non–arable areas by Forestry plantations and drainage line treatment. ■■ 36.51% increase in Bio mass production in plantation areas. ■■ 12517 Water Harvesting Structures with pondage capacity of 182.30 Ham.developed. ■■ 427 Km of irrigation channel constructed. ■■ 40% increase in water discharge rate in sampled water springs/Boaries in project area. ■■ 38.12% increase in land under irrigation in target areas. ■■ 33000 MT vermi-compost produced. ■■ More than 60% irrigated area diversified to High Value vegetable crops. ■■ Cropping intensity increase from 195.69% to 224.29%. ■■ Intervention on arable lands resulted in increase in wheat production by 14%, Maize by 13% and Milk yield by 11.55%. ■■ 16.37% increase in fodder availability over baseline. IMPLEMENTING AGENCY: HP Natural Resource Management Society. KEY PARTNERS: Forest Department, Line Departments - Agriculture, Horticulture, Animal Husbandry, Rural development. Panchayati Raj 52 openindia.worldbankgroup.org INDIA: HIMACHAL PRADESH STATE ROADS PROJECT KEY DATES: Approved: June 5, 2007 Effective: October 5, 2007 Closing: June 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 281.7 222.16 59.54 IDA Government of Rajasthan 118.93 67.67 51.26 Other Total Project Cost 400.63 289.83 110.80 *$ millions; as of June 30, 2016; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Himachal Pradesh is a relatively small state in India both in terms of area and population. Being land locked and dominated by a mountainous geography, the state is confronted by development challenges. With hardly any rail, no waterways, and only three small domestic airports, the state relies almost exclusively on its road network for transport. The total road network in the state is about 28,000 km, comprising 2,000 km of national highways border roads financed by the Government of India, 2,160 km of state highways, 2,240 km of major district roads, and the balance being rural roads. Yet the quality and extent of this road network is inadequate to meet the social and economic needs of the state: only half of all roads are surfaced, 90 percent of the highway network is single lane, and fewer than half of all villages are deemed connected. The road sector suffers as a result of a history of low level of investment. Funding for maintenance has historically been a problem. The development objective of the Project is to reduce transport costs and improve traffic flows on priority segments of the core road network of Himachal Pradesh for the road users in the state. It has two components: ■■ Upgrading of roads in the Core Road Network, including widening of formation, realignment, new structures, and pavement strengthening of about 450 km of roads. ■■ Periodic maintenance and minor rehabilitation of about 2,000 km of the Core Road Network, in accordance with the agreed environmental measures set forth in the Component 2 EMP; (b) piloting performance-based maintenance contracts; (c) accident black spot improvements; (d) pre-investment studies for road network improvement and maintenance; and (e) capacity enhancement in road maintenance, financing, and management. KEY RESULTS ACHIEVED: ■■ 80% of the total physical works have been achieved, paving 403 km out of planned 435 km roads with asphalt; ■■ The entire original loan of $220 m has been disbursed; and the project will start withdrawing the additional loan - $61.7 m. ■■ About 1400 km of state highways received periodic renewals ■■ Decrease in the percentage of the core network of roads in poor condition from the baseline of 40 percent in 2007 to less than 10 percent by the end of the project. At the end June 2016, the level is 21%. ■■ Increase the speeds on the World Bank-financed roads by 25 percent. At end June 2016, average traffic speed has increased by a more than 25 percent on 403 km of already upgraded roads sections. ■■ Reduce the fatal accident rate on the core network, which in 2007 was two deaths involved in traffic accidents per 1,000 vehicles. As of June 2016, the rate was 0.25 per 1,000 vehicles. ■■ Level of road user satisfaction on the core network more than doubled (from 1.5 in 2007 to 3.9 in 2013), surpassing the end of project target of 3.3 (Note: using a 1-5 index) IMPLEMENTING AGENCY: Himachal Pradesh Road and Other Infrastructure Development Corporation. India Country Snapshot 53 openindia.worldbankgroup.org INDIA: INTEGRATED CHILD DEVELOPMENT SCHEME SYSTEM STRENGTHENING AND NUTRITION IMPROVEMENT PROJECT KEY DATES: Approved: September 6, 2012 Effective: November 26, 2012 Closing: December 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IDA 94 19.01 74.24 Government of India 39 Total Project Cost 133 *US$ millions; as of September 9, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India has one of the highest malnutrition rates in the world. One-fifth of India’s children are born with low birth weight; 29.4 percent of those under 5 are underweight; 38.7 percent are stunted; 15.1 percent wasted; 70 percent anemic; and 57 percent vitamin A deficient. Undernourished children: have higher rates of mortality; lower cognitive and school performance; are more likely to drop out of school; and are less productive later in life, with an estimated 10 percent potential reduction in individual lifetime earnings and a 2-3 percent loss in GDP. Much of undernourishment occurs during pregnancy and in the first two years of life, when, without appropriate interventions, the damage to brain development, future economic productivity, and consequently human development, is largely irreversible. The Government of India’s flagship program, the Integrated Child Development Scheme (ICDS), is designed to facilitate the holistic development of children by providing supplementary nutrition, and health and child care services to pregnant and lactating women and children less than 6 years of age. As implemented, however, it does not preferentially target children under 2 and pregnant-nursing mothers, and has not focused enough on effective nutrition interventions such as promoting appropriate feeding and caring practices. That has limited its impact on malnutrition. The Government of India restructured the ICDS in 2012 to strengthen its focus on 0-3 year olds and on behavior change for nutrition, transforming the anganwadi center into a vibrant center for early childhood development. The World Bank-supported ISSNIP, was designed to help the government build the necessary capacity and systems to implement this reformed approach, as well as test innovations and pilots to improve implementation. The project was unable to demonstrate implementation progress and in September 2015 was restructured to narrow the project scope to a few, evidence-based, interventions that aim to achieve behavior change for improved nutrition amongst women and young children using a disbursement linked milestones approach . The overarching goal of the project is to strengthen the demand and supply side systems and interventions to improve behaviors for infant and young child feeding and caring amongst pregnant and lactating women. The development objective is to support the Government of India and participating states to: (i) strengthen the ICDS policy framework, systems, and capacities, and facilitate community engagement, to ensure greater focus on children under 3; and (ii) strengthen convergent actions for improved nutrition outcomes. The project has four components: 1. ICDS institutional and systems strengthening to develop and implement an ICT-enabled real time monitoring and service improvement system and capacity building of ICDS program staff and anganwadi workers. 2. Community mobilization and behavior change communication to promote and strengthen processes for community engagement and action, empowerment of beneficiaries, and increased social accountability of the ICDS program through outreach interventions to priority households and community-based counselling and public education events. 3. Convergent nutrition action to provide support at the central and state levels to develop and implement pilots and innovations to improve nutrition outcomes. 4. Project management, monitoring, and evaluation. Strengthening the capacity of the directorates of ICDS to comply with their project management and implementa- tion responsibilities The project also established a challenge fund to incentivize project states for faster pace of achievement of results, and a programmatic multi-donor trust fund was set up to provide technical assistance. KEY EXPECTED RESULTS: ■■ Increase in the number of pregnant/lactating women, adolescent girls and/or children under age 5 reached by basic nutrition services. ■■ Increase the number of children under 24 months benefiting from improved infant and young child feeding practices. ■■ 60 percent of targeted anganwadi centers reporting key nutrition and service delivery indicators using ICT systems every month for last three months. ■■ 80 percent of project districts having implemented the “incremental capacity building” system. ■■ Six project states having developed “convergent nutrition action plans” in at least one district. IMPLEMENTING AGENCY: Ministry of Women and Child Development; Departments of Women and Child Development or Social Welfare of the State Governments of Andhra Pradesh, Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Maharashtra, Rajasthan and Uttar Pradesh. KEY DEVELOPMENT PARTNERS: Bill and Melinda Gates Foundation; Tata Trusts; Child Investment Fund Foundation; 54 openindia.worldbankgroup.org INDIA: INTEGRATED COASTAL ZONE MANAGEMENT PROJECT KEY DATES: Approved: June 15, 2010 Effective: September 22, 2010 Original Closing: December 31, 2015 Extended Closing: December 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IDA 221.97 107.82 103.68 Government of India (and States) 63.74 Total Project Cost 285.71 *US$ millions; as of July 31, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India has 63 million people living in low-elevation coastal areas, endowed with significant ecological and economic resources. These coastal areas are unable to ensure balanced development due to the increasing threat of hazards on economic and livelihood security; fragmented and weak institutional frameworks; and lack of appropriate knowledge-based decision-making. As a result, coastal and marine resources are depleted and degraded. Unless these resources are conserved as part of overall economic development plans, there will be further impacts on the livelihood, health, and well-being of the coastal population. In 2006, the Government of India adopted the Integrated Coastal Zone Management (ICZM) approach (a shift from a purely regulatory to a management approach) that would, with people’s participation, promote livelihood security of the coastal communities, protect the ecosystems, and promote sustainable development. In 2007, the government of India requested the Bank’s financing to create the initial institutional and knowledge bases to support its long-term reform agenda, and to pilot activities that would inform larger future projects and programs. The Integrated Coastal Zone Management Project is the largest ever Bank financing in coastal zone projects, and one of the largest ever for knowledge outputs. Project components cover: National ICZM capacity building aims to establish and support an appropriate national institutional structure for guiding and coordinating coastal zone management. It includes: (i) hazard line and coastal sediment cell mapping; (ii) mapping and management of ecologically sensitive areas; (iii) establishing a new national institute for sustainable coastal zone management; and (iv) national-level capacity building. KEY EXPECTED AND ACHIEVED RESULTS: The ICZMP had a significant impact on India’s outlook on coastal space, with GOI’s recognition of ICZM approaches as one of the key adaptation strategies in India’s INDCa. ICZMP has in the interim achieved valuable results under 3 key categories: ■■ Setting up institutions at the national and state level for managing coastal zone complexities, including: National and State Level Coastal Zone Management Authorities (NCZMA, and SCZMAs). ■■ Knowledge and Planning Base for ICZM: The NCSCM is functioning as an autonomous center supporting research and knowledge management for sustainable coastal management. The planning and knowledge base established by NCSCM include: (i) databases for coastal, marine biodiversity network; (ii) National GHG emission database for coastal ecosystems; (iii) baseline for coastal sediment cell delineation as benchmark with coastal maps; and (iv) futuristic research on marine and coastal areas. ■■ Implementation of Demonstrable ICZM Pilot Activities, including: Infrastructure for Coastal Conservation and Protection covering 400 km coastline of Odisha; Completion of one of the largest mangrove restoration/plantation in the world covering more than 12,000 hectares involving village communities; 40,000 new non-culturable microbes discovered and meta-gene mapping complete (West Bengal); Completion of Pollution Abatement pilots relating to sewerage with treatment plants for about 1 million population as well as other village-level micro projects providing renewalbe power and livelihoods; Built 14 multipurpose cyclone shelters KEY PARTNERS: Ministry of Environment and Forests, Society for Integrated Coastal Management, National Centre for Sustainable Coastal Management, Survey of India, Government of Gujarat, Government of Odisha, and Government of West Bengal. a INDC: Intended Nationally Determined Contributions under the UNFCCC for the CoP 21 held in Paris during December, 2016. India Country Snapshot 55 openindia.worldbankgroup.org INDIA: JHELUM AND TAWI FLOOD RECOVERY PROJECT KEY DATES: Approved: June 2,2015 Effective: April 19, 2016 Original Closing: June 30, 2020 FINANCING IN MILLION USDOLLARS*: Source Original Disbursed Undisbursed Borrower 0 IDA 250 0 0 Total 250 *As of August 2016. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: In September 2014, the northern region of India experienced torrential monsoon rains causing major flooding and landslides. The continuous spell of rains from September 2 - 6, 2014, caused Jhelum and Chenab Rivers as well as many other streams/tributaries to flow above the danger mark. The Jhelum River also breached its banks flooding many low-lying areas in Anantnag, Srinagar and adjoining districts. The flood affected region, consists of 22 districts. A Rapid Disaster Needs Assessment (RDNA) was conducted in Fenruary 2015. The RDNA estimates the total damages and loss caused by floods at about INR211,975 million (equivalent US$3,550.45), most of comprised of housing, livelihoods, and roads and bridges. Public service infrastructure and equipment of hospitals and education centers were also severely damaged and are still not fully operational. The Jhelum and Tawi Disaster Recovery Project (JTFRP)t aims to support the recovery and increase disaster resilience in Project Areas and increase the capacity of the Project Implementing Entity to respond promptly and effectively to an eligible crisis or emergency. The project will focus on restoring critical infrastructure using international best practice on resilient infrastructure. Given the region’s vulnerability to both floods and earthquakes, the infrastructure will be designed with upgraded resilient features, and will include contingency planning for future disaster events. Therefore, the project aims at both restoring essential services disrupted by the floods and improving the design standard and practices to increase resilience. The project is comprised of the following seven components: Reconstruction and strengthening of critical infrastructure (US$60 million); Reconstruction of roads and bridges (US$80 million); Restoration of urban flood management infrastructure (US$50 million); Restoration and strengthening of livelihoods (US$15 million); Strengthening disaster risk management capacity (US$25 million); Contingent Emergency Response (US$0 million; Implementation Support (US$20 million). KEY EXPECTED RESULTS: ■■ 15 critical infrastructure reconstructed (buildings) will be strengthened comprised of hospitals, higher and technical education buildings, fire stations, and selected block and district offices, and other important public buildings. ■■ 300 Km of roads and bridges will be reconstructed and 56 pumping stations restored for flood management in Srinagar ■■ 10,000 artisans will benefit from restored non-farm livelihood and infrastructure ■■ Hydrometeorological Resilient Action Plan developed with an early warning system in the region IMPLEMENTING AGENCY AND KEY PARTNERS: Relief and Rehabilitation Department; Public Works Department, Education Department, Health and Medical Services Department, Srinagar Municipal Corporation (SMC), and Industry and Commerce Department (I&CD) 56 openindia.worldbankgroup.org INDIA: KARNATAKA HEALTH SYSTEM DEVELOPMENT AND REFORM PROJECT KEY DATES: Approved: August 22, 2006, August 27, 2012 (AF) Effective: January 11, 2007, January 22, 2013 (AF) Closing: March 31, 2012, March 31, 2017 (AF) FINANCING: Financier Financing* Disbursed Undisbursed IDA 211.83 195.27 19.23 Government of Karnataka 99.65 Total Project Cost 311.48 *US$ millions; as of July 31, 2016, includes Original Credit and Additional Financing (AF) For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Karnataka, a state in the south of India, has a population of 61 million with higher per capita income and better health indicators than all-India averages, although there are significant socio-economic disparities within the state. As government health spending has substantially increased in recent years, basic investments and operations of health services have largely been assured from domestic funds. Nevertheless, system-level challenges persist, the quality and responsiveness of health services continue to require improvement, significant gaps remain in access to services, and the state is confronting new health challenges, notably the growing burden of non-communicable diseases (NCD). In this context, the Karnataka Health System Development and Reform Project has focused on supporting policy change, institutional development, new strategies and innovations, and filling gaps. ■■ The project development objective is to improve health service delivery, public-private collaboration, and financing, particularly for underserved and vulnerable groups in Karnataka. The project has three components: ■■ Strengthening existing government health programs: Supports policy change, institutional capacity development at the state and district levels, and health service quality improvement. ■■ Innovations in service delivery and health financing: Supports investments in health service delivery capacity (i.e. round-the-clock health centers to improve ma- ternal care); service-delivery contracts with non-governmental organizations (NGOs); environmental health and regulation; a pilot for the prevention and control of non-communicable disease; and a pilot road safety program (coordinated with an IDA-financed transport project). This component also supports institutional development of a government health insurance scheme financing hospital services for the poor. ■■ Project management and monitoring and evaluation: Supports overall project oversight and implementation. KEY ACHIEVEMENTS: The project has directly benefited over 400 million people, 52% of whom are women. ■■ The proportion of people receiving care in government facilities in the 7 least-developed districts has gone from 46 per cent in 2005-06 to over 98 percent in 2015-2016.The project has financed construction and renovation of 352 health facilities, 13 drug warehouses, and 27 training centers, ■■ The proportion of births delivered in a health facility has risen from 65 percent in 2005-06 to 94 percent in 2015 (with an end-project target of 90 percent) ■■ The number of claims paid by the health insurance pilot program benefiting poor households exceeds 146,000 (against an end-project target of 150,000) ■■ An assessment of organizational development needs has been done and training implemented, district health administration and planning has been strength- ened, management and clinical guidelines have been developed, procurement reform has been implemented, and monitoring and evaluation have been strengthened. Over 91,000 health personnel received training, surpassing the end-project target. ■■ The Project is piloting prevention and control of non-communicable diseases at the primary level. So far, over 20,000 women have been screened for cervical cancer in two pilot districts. IMPLEMENTING AGENCY: Department of Health and Family Welfare, Government of Karnataka. KEY DEVELOPMENT PARTNERS: Local institutions such as the Institute of Public Health and the Indian Institute of Technology-Bangalore. India Country Snapshot 57 openindia.worldbankgroup.org INDIA: KARNATAKA STATE HIGHWAY IMPROVEMENT PROJECT II KEY DATES: Approved: March 24, 2011 Effective: July 19, 2011 Closing: December 28, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 350 127.16 222.84 Government of Karnataka 192 Private Sector Developer 400 Total Project Cost 942 **US$ millions; as of May 2016. BACKGROUND AND OBJECTIVES: Karnataka, located in the southwest of India, is the eighth largest state in the country, with a population of about 61 million. With 34 percent of the people living in urban centers, Karnataka is the fifth most urbanized state in India. Although considered to be a middle-income state and growing at or above the all-India economic rate of growth, Karnataka has wide regional development disparities, posing risks for sustaining high growth and making it more inclusive. Improving infrastructure, including road transport, is a key component of the Government of Karnataka’s development strategy to sustain growth and bridge regional disparities. Within the state’s relatively extensive road network of 208,262 km, the Department of Public Works, Ports, and Inland Water Transport is responsible for managing 22,078 km of state highways and 50,037 km of major district roads. The department faces two notable challenges: a significant paucity of resources for improving the quality and standards of transport infrastructure, and worsening road safety (in 2009, the state accounted for 10 percent of road accidents and 7 percent of road fatalities in all of India). The Bank-supported Karnataka State Highway Improvement Project aims to support the government of Karnataka in two areas of highway development: (i) achieving more diversified sector financing, building upon India’s experience in extensive use of public-private partnerships (PPPs) for the development of national highways; and (ii) improving road safety design, management, and enforcement to reduce road fatalities and major injuries. The project development objective is to accelerate the development of the Core Road Network by leveraging public-sector outlays with private-sector financing and improving the institutional effectiveness of the road-sector agencies to deliver effective and safe roads to users. The project has four components: ■■ Road improvement works support capital improvement and maintenance works of core road network through a combination of traditional contracts and PPP concessions. ■■ Highway financing modernization assists the Karnataka Road Development Corporation Limited in implementing the concept of co-financing with private finan- cial institutions through technical assistance and pilot transactions. ■■ Road safety improvement helps the Government of Karnataka respond to the growing road safety problems in the state with comprehensive strategic and institutional measures, consistent with the main thrusts of the 2007 Sundar Committee report and the findings of the road safety management capacity review. ■■ Road-sector policy and institutional development support implementation of a new medium-term Institutional Development and Strengthening Action Plan for 2010-2016. KEY EXPECTED RESULTS: ■■ The Government of Karnataka is expected to generate at least $400 million in new private-sector capital for Core Road Network improvement and management by 2018; as of August 2016, $295 million has been generated. ■■ 1198 km to be upgraded and widened; As of August 2016, 480 km was upgraded and widened. ■■ Share of Core Road Network in good condition increases from 50 to 65 percent by 2018; ■■ Vehicle operating costs are targeted to decrease by 15 percent, and travel time cost on project corridors is targeted to decrease by 25 percent by 2018. ■■ Road accident-related fatalities on safe corridor pilots should decrease by 30 percent by 2018. IMPLEMENTING AGENCY: Department of Public Work, Ports, and Inland Waterways, Government of Karnataka, in partnership with the Karnataka Road Development Corporation Limited. 58 openindia.worldbankgroup.org INDIA: KARNATAKA URBAN WATER SUPPLY MODERNIZATION PROJECT KEY DATES: Approved: March 31, 2016 Effective: August 22, 2016 Closing: November 30, 2022 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 100 0 100 Government of Karnataka 53 Total Project Cost 153 *$ millions; as of August 30, 2016; For more information see the latest Implementation Status and Results Report http://www.worldbank.org/projects/P130544/karnataka-urban-water-supply-modernization- project?lang=en BACKGROUND AND OBJECTIVES: The project builds on the success of the earlier Karnataka Urban Water Sector Improvement Project (closed March 2011), implemented in Hubballi-Dharwad, Kalaburagi and Belagavi covering approximately 10% of the total population which demonstrated that continuous and reliable piped water supply was technically feasible. The Karnataka Urban Water Supply Modernization Project (KUWSMP) aims to help provide city-wide access to a continuous piped water supply and also strengthen service delivery arrangements at the city level in Hubballi-Dharwad. The Project will finance physical investments in the water supply system to facilitate continuous water supplies along with the systems, procedures, and equipment required to sustainably deliver the improved services. KUWSMP strengthens local level ownership of the project in two ways. First, by supporting the establishment of an Urban Local Body (ULB)-owned water utility as a Special Purpose Vehicle (SPV) which will be responsible for water services in the city and answerable to the ULB. Second, approximately 26 percent of the capital works to be financed by the ULB drawing on its own resources to mobilize funds from the domestic capital markets. The project components are: ■■ Capital Investment Program – Includes capital works, service improvement plan and construction management ■■ Institutional Building - This will finance costs associated with operationalizing the SPVs and related matters ■■ Technical Assistance for Sector Development – To include project impact evaluation, improving social accountability and improving dam management ■■ Project Management - This component finances activities to ensure efficient and effective project implementation like equipment to establish PMU/PIU offices, consultants to support technical evaluations, third party monitoring, expert reviewer, safeguards and fiduciary auditing, construction quality assurance, com- munications and others. KEY EXPECTED RESULTS: ■■ 1.1 million project beneficiaries of continuous water supply ■■ Establishment of an operational Urban Local Body owned special purpose vehicle responsible for water services ■■ Building project ownership for the urban local body by making them co-financers of the project. ■■ 60,000 new piped connections ■■ 96,000 connections rehabilitated for improved services IMPLEMENTING AGENCY: Karnataka Urban Infrastructure Development and Finance Corporation KEY PARTNERS: Hubballi Dharwad Municipal Corporation India Country Snapshot 59 openindia.worldbankgroup.org INDIA: KARNATAKA WATERSHED DEVELOPMENT 2 KEY DATES: Approved: September 6, 2012 Effective: April 23, 2013 Closing: December 31, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IDA 60.0 9.32 5.80 Government of India 25.7 Total Project Cost 85.7 **US$ millions; as of July 31, 2015 For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Approximately 60 percent of India’s population depends on rain-fed agriculture for their primary livelihood. Thirteen states, including Karnataka, account for about 75 percent of the total rain-fed area in India, and have low agricultural productivity and are susceptible to drought, deepening environmental stress, and degradation. The Government of India is helping states address these issues through the National Integrated Watershed Management Program (IWMP) supplemented by the National Rural Employment Guarantee Scheme (NREGS). Yet IWMP, which finances soil and water conservation activities in arid, rain-fed areas, has not achieved desired results. The Karnataka Watershed Development Project-II (KWDP-II) is a new approach for watershed management in India. The design builds on the earlier Bank-supported Karnataka Watershed Development Project-I (KWDP-I), which is seen as one of the World Bank’s most successful watershed projects, winning five prestigious national and three major international awards. KWDP-I generated a substantial number of positive lessons and best practices around integrated watershed management, agricultural intensification, rural livelihoods, monitoring and evaluation, and building resilience to climate change. The Bank is providing mainly technical support to help the IWMP achieve better results and improve convergence with NREGS. The project development objective is to demonstrate more effective watershed management through greater integration of programs related to rain-fed agriculture, innovative and science-based approaches, and strengthened institutions and capacities. ■■ Improved program integration in rain-fed areas will demonstrate the successful integration of programs in watershed development, using a science-based approach in project areas. ■■ Research, development and innovation will establish a coordinated research approach to provide practical knowledge and tools to support integrated watershed management. ■■ Institutional strengthening will improve delivery of services for integrated watershed management. ■■ Strengthening horticulture in will strengthen knowledge regarding horticulture potential in rain-fed areas, and demonstrate the capacity of institutions and com- munities to improve production and value addition of horticulture in project areas. ■■ Project management and coordination will ensure effective and efficient project management KEY ACHIEVEMENTS: Under the project, new science-based approaches and tools will be adopted into wider IWMP watershed operations, such as improved hydrological inputs as part of landscape scale watershed assessments, and models used for site selection. Up to 70 percent of micro-watersheds will have improved convergence and integration with other programs such as NREGS. Agricultural and horticultural productivity in IWMP project areas for selected crops is expected to increase. Key results to date include: ■■ The Land Resource Inventory (LRI) work has been completed in 318 micro watersheds (MWSs) out of 698 from the initial IWMP batches and work is continuing in the remaining 380 sites. ■■ Guidelines for using LRI data while preparing watershed development plans have been prepared and supplied to the field staff of WDD and DoH, and training plans have been delivered. ■■ Research is under way on improved cultivars in sorghum, chickpea and pigeon pea, on new approaches for disease management and on simple hydro-economic modules for optimum utilization of water. ■■ Hydrological monitoring is now taking place in 14 micro-watersheds and 179 weather/telemetric weather stations have been established. ■■ Training was organized for master trainers in each project district. The training centers at Mysore and Vijayapura have been upgraded with additional space, furniture and ICT tools. ■■ Farmer Interest Groups (FIGs)/Self-Help Groups (SHGs) formed in the micro-watersheds under the project have been federated to Farmer Producer Organizations (FPOs) in seven districts. ■■ Five departmental farms are being developed as models with appropriate watershed development interventions besides improved production approaches IMPLEMENTING AGENCY: Karnataka Watershed Development Department and the Department of Horticulture, in partnership with the National Bureau of Soil Survey and Land-Use Planning, Karnataka State Remote Sensing Application Center, Indian Institute of Science, Karnataka University of Agricultural Science, and Karnataka University of Horticultural Science. 60 openindia.worldbankgroup.org INDIA: KERALA LOCAL GOVERNMENT AND SERVICE DELIVERY PROJECT KEY DATES: Approved: March 29, 2011 Effective: September 2011 Closing: June 30, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IDA 200 125.64 64.45 Government of Kerala 60 Total Project Cost 260 *US$ millions; as of July 31, 2014 For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Kerala is considered a front runner in India’s decentralization reforms. Local governments in Kerala are in a unique situation—taking on more devolved responsibilities and with a greater degree of local autonomy. Kerala is undertaking a second generation of decentralization reforms, which focus, in a practical and incremental manner, on expanding local expenditure autonomy, strengthening local government institutional capacity, and enhancing the state government’s ability to manage and oversee the intergovernmental fiscal system. The Kerala Local Government and Service Delivery Project contributes to the Government of Kerala’s second generation decentralization reforms through support to enhance governance and improve service delivery. At the national level, the project supports the overall process of decentralization as mandated under the 73rd and 74th Constitutional Amendments of the Government of India. The project development objective is to enhance and strengthen the institutional capacity of the local government system in Kerala to deliver services and undertake basic administrative and governance functions more effectively and sustainably. The project supports 978 Gram Panchayats (GPs) and 60 municipalities across the state. The project has four components: ■■ Performance grants: Provides GPs and municipalities with additional discretionary funds, based on a formula, to expand local investment in the creation, main- tenance, and operation of capital assets, to help strengthen institutional capacity. ■■ Capacity building: Provides inputs to strengthen and supplement the existing systems and human resources of GPs and municipalities, to enhance their institu- tional performance. ■■ Performance monitoring: Strengthening the system of performance monitoring GPs and municipalities across the state. ■■ Support the project management unit: within the Local Self Government (LSG) Department in overall coordination, implementation, and monitoring and evalu- ation of the project. KEY ACHIEVEMENTS: ■■ 90 percent of 1,038 LSGs qualified for performance grants by fulfilling the two minimum mandatory conditions: clean external audits and passing the annual budget. ■■ 87 percent of LSGs qualified for enhanced performance grants for boosting service delivery. Through the project, the state government has completed three an- nual performance evaluations of LSGs, demonstrating a strong commitment to improving systems and processes of local public administration. ■■ Support to Information Kerala Mission to roll out various e-governance systems in all LSGs enabled enhanced service delivery, transparency, and accountability. LSGs have migrated from maintenance of manual bookkeeping and accounting to computerized double entry accounting, as well as online planning and budget- ing systems. ■■ Sub-projects include e-governance enhancements (e.g. enabling citizens to get birth, death, and marriage certificates on time), connective infrastructure (e.g. roads), social services (e.g. education, health and anganwadi centers), income generation (street lights, bus stands, bus parks, markets), water supply and sanita- tion, solid and liquid waste management, energy projects, and LSGs’ front office modernization and computerization. ■■ 21 million people have benefited from the project, against an end-of-project target of 29.5 million. ■■ Provided training to LSGs’ elected representatives and functionaries, and contributed to modernization of the state government’s focal institutes for local govern- ment capacity building, namely Kerala Institute of Local Administration and the State Institute for Rural Development. IMPLEMENTING AGENCY: Local Self Government Department, Government of Kerala India Country Snapshot 61 openindia.worldbankgroup.org INDIA: KERALA STATE TRANSPORT PROJECT II KEY DATES: Approved: May 14, 2013 Effective: Sep 6, 2013 Closing: April 30, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 216 47.55M 168.45 Government of Kerala 229 Total Project Cost 445 *US$ millions; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Kerala has the highest human development outcomes in India, with 99 percent literacy, the highest life expectancy, and the lowest rates of infant mortality. Despite India’s recent economic slowdown as a result of the global downturn, Kerala’s economy preformed much better than expected (gross state domestic product (GSDP) $59.4 billion: FY2011-2012). Nonetheless, Kerala has not been spared from the global slowdown; low capital investment in economic infrastructure has been an unfortunate consequence of fiscal constraints and high revenue expenditures. Kerala’s draft Road Development Policy estimates that improving existing roads to match the economic aspirations of the state will require an annual investment of $885 million over the next 10 years. The main goal of the Kerala State Transport Project II (KSTP II), which follows the first KSTP that ended in 2010, is to support the state in upgrading the most critical and strategically important state highways and building sustainable institutions. On a pilot basis, a Public-Private Partnership (PPP) between the State’s Public Works Department and a private concessionaire—one of the first of its kind in India—will be established to deliver a specific road section. The Bank’s technical assistance is aimed at helping the state attract much needed private-sector investment and innovation to the road sector. The project also seeks to support efforts by the government to reverse the trend in road accidents and deaths. While the number of road crashes in Kerala declined by 17 percent between 2005 and 2011, the number of traffic fatalities has increased by 27 percent during the same period, from 3,200 to 4,100. The project will pilot the concept of road safety demonstration corridors and increase local participation through a “road safety challenge fund”. The project’s development objective is to improve conditions, traffic flow, and road safety, with a focus on vulnerable road users, on selected roads in Kerala. The Project has three components: ■■ Road network upgrading and safety improvement includes upgrading (widening to full two-lane standard) 363 km of strategically important state highways to complete network connectivity in the state. ■■ Road safety management supports the strengthening of the road safety management systems in Kerala with the objective of arresting the increase of crash fatali- ties in the state, with a particular focus on vulnerable road users (pedestrians, cyclists, and motorcyclists). ■■ Institutional strengthening improves the sustainability of Kerala’s state road network with respect to its functional adequacy, financial viability, and capacity of key state road sector institutions to deliver road infrastructure and services that are responsive to road user needs. KEY EXPECTED RESULTS: ■■ The project will enhance connectivity between key socio-economic centers and reduce travel times between the main engines of economic activity in the state. ■■ It is expected that the project will reach 13.4 million direct beneficiaries, more than half of whom are women. ■■ Travel time on the improved roads should decrease by 20 percent. Approximately 350 km of improved roads will have significantly improved capacity and smoothness. ■■ The road safety emphasis of the projects should help reduce the number of fatalities by 20 percent on the safe road demonstration corridors IMPLEMENTING AGENCY: Kerala State Transport Project Implementing Unit Public Works Department, Government of Kerala. 62 openindia.worldbankgroup.org INDIA: LOW-INCOME HOUSING FINANCE PROJECT KEY DATES: Approved: May 14, 2013 Effective: November 20, 2013 Closing: December 31, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IDA 100 32.87 60.34 Total Project Cost 100 *Net commitment, US$ millions; as of July 31, 2016 For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Housing shortages in India, with a growing urban population, are the result of complex supply and demand factors. Inappropriate land-use policies and building norms artificially restrict the supply of housing. There is a lack of land serviced by utilities with appropriate zoning and formal property rights. Demand is constrained by lack of formal housing finance, especially for lower-income households (incomes below Rs 16,666 per month). More than 90 percent of the housing shortage is faced by these lower-income households, which have traditionally not been a commercial target for mainstream financial institutions. Only 31 percent of these households with housing loans obtained their mortgages from the two cheapest sources of credit (banks and government programs). Microfinance, if available, is restricted to small loan sizes with high interest rates. Lower-income households face high borrowing costs due to, among other things, the informality of their income (no documentation of income) and the informality of their dwelling (no clear title to the property that can be mortgaged). The main objective of the Low-Income Housing Finance Project for India is to provide access to sustainable housing finance for low-income households to purchase, build, or upgrade their dwellings. The project aims to address market failures by giving the necessary capacity building and implementation support and incentives to the National Housing Bank (NHB)—the apex level financial institution for housing finance in India—intermediary institutions, and primary lending institutions to expand lending to lower-income groups. The project also provides finance for NHB to refinance low-income housing loans made by primary lenders. KEY EXPECTED RESULTS: ■■ Increase in the number of primary lenders active in the low-income segments. ■■ Increase in the volume of lending to lower-income borrowers. ■■ Increase in the number of borrowers in these segments. ■■ The project also expects to: develop prudent lending standards to serve the more vulnerable, lower-income households; expand the coverage of credit bureaus to include informal-income borrowers; develop consumer information and disclosure norms for the project’s target groups; enhance the appraisal capacity of the lenders; and pilot new policies and products to overcome the challenges of dwelling informality. IMPLEMENTING AGENCY: National Housing Bank (NHB). DEVELOPMENT PARTNERS: KfW, the German government-owned development bank, and the United Kingdom’s Department for International Development (DFID). India Country Snapshot 63 openindia.worldbankgroup.org INDIA: MADHYA PRADESH HIGHER EDUCATION QUALITY IMPROVEMENT PROJECT (P150394) KEY DATES: Approved: June 30, 2015 Effective: March 28, 2016 Closing: August 31, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 300 0 300 Government of Medhya Pradesh 130 Other Total Project Cost 430 **$ millions; as of June 30, 2015; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Madhya Pradesh (MP), with a State GDP of US$728, is a low-income state, with a population of 73 million, of which 75% live in rural areas. While average human development indicators in MP resemble the national average, rural areas, women, and Scheduled Caste/Scheduled Tribe (SC/ST) groups face significant disadvantages. Nearly 10% of all students in higher education in India are enrolled in a higher education institute in MP. These 1.6 million students attend 36 universities and 1316 colleges in the state. In 2012-13, MP’s Gross Enrollment Ratio (GER) in higher education was 19.5%, close to the national average of 21.1%. However, in the age group 18 to 23 years, only 13.1% of SC students and 7.5% of ST students were enrolled in higher education. Enrollment rates for women students in MP are especially low, with only 36% of enrollments comprising women students, relative to a national average of 45%. In 2012, the Bank carried out a major review of the higher education sector in MP, resulting in the report ‘Madhya Pradesh Higher Education Reforms: Policy Options’. In addition to the two core challenges discussed above — access and equity — the report identifies low quality as a fundamental concern. Only about half of an incoming cohort of students graduate at the end of three years, and an even smaller percent finding employment. Following the launch of the report, the Government of Madhya Pradesh sought assistance from the World Bank for quality improvement and reforms in the higher education sector. The development objective of the Madhya Pradesh Higher Education Quality Improvement Project is to improve student outcomes in selected higher education institutions and to increase the effectiveness of the higher education system in Madhya Pradesh KEY ACHIEVEMENTS: ■■ Number of project beneficiaries increasing by 13149 over the baseline (42% of which are female) ■■ On-time graduation rate of UG students at supported institutions increasing by 2 percentage points ■■ Number of government Higher Education Institutions (HEIs) accredited by NAAC increasing from 37 to 55 ■■ 30 Government HEIs publishing an annual report in prescribed format ■■ The satisfaction scores of beneficiaries in supported HEIs is at least 60 IMPLEMENTING AGENCY: Department of Higher Education, Government of Madhya Pradesh. 64 openindia.worldbankgroup.org INDIA: MAHARASHTRA AGRICULTURAL COMPETITIVENESS PROJECT KEY DATES: Approved: September 28, 2010 Effective: December 20, 2010 Closing: December 31, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IBRD NA IDA 100 51.14 43.61 Government of Maharashtra 11 Other (Beneficiaries) 42 Total Project Cost 153 *$ millions; as of August 31, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Farmers in the state of Maharashtra have severely limited choices in accessing markets. They continue to rely on regulated wholesale markets—known as mandi, or Agriculture Produce Marketing Committee (APMC) markets—which are mandatory for the wholesale trading of many agricultural products. The relatively small number of licensed traders and commission agents in these markets has not only limited farmers’ choices, but also resulted in strong political economy interests to preserve the system, and to under-investment in physical infrastructure. The challenge for Maharashtra is to create an environment that enables the farming community to acquire the technical capacity necessary to access market opportunities that result in higher returns and better incomes. The Government of Maharashtra’s long-term development plan for improving agriculture productivity and competitiveness includes working through the Bank-supported Maharashtra Agricultural Competitiveness Project (MACP) to implement a three-pronged approach that promotes the development of alternative marketing options, supports the top tier of regulated wholesale markets in the state to reform, invest, and provide better services; and gradually undertakes regulatory reforms. Regulatory change, investments in physical infrastructure, strengthened capacity, and improved governance, as well as the participation of all stakeholders (farmers, traders, commission agents, processors, and consumers) is expected to improve competitiveness. Project activities are grouped into three components: ■■ Intensification and diversification of market-led production: It supports agriculture technology transfer, facilitates networking among farmers and agribusinesses on emerging marketing opportunities, provides market intelligence using information and communications technology-based applications and other means, and strengthens livestock support services in the state. ■■ Improving farmer access to markets: Promotes alternative market opportunities by establishing farmer groups and a warehouse receipts system, upgrading local rural markets, piloting e-trading platforms, and modernizing existing wholesale markets and livestock yards. ■■ Project management, learning, and adjusting: Undertakes project coordination and management, and monitoring and evaluation ■■ KEY ACHIEVEMENTS: Progress under agriculture marketing reforms are leading to the emergence of alternative market arrangements outside the regulated markets. ■■ The Project has reached and benefitted about 0.4 million direct beneficiaries. Socioeconomic screening, targeting and beneficiary mobilization process have allowed significant participation of small and marginal farmers in the project activities. ■■ Social mobilization and capacity building has resulted in the formation of about 13,000 community level institutions (i.e. CIGs in crop and livestock sectors). ■■ 331 farmer producer companies have been registered for the purposes of backward and forward linkages. ■■ The project, in partnership with eight commercial banks, facilitated about INR 7950 million of Negotiable Warehouse Receipting (NWR) funding since FY 2010- 11; significantly the share of the NWRs issued to farmers increased from 34% to 55% and NWRs credit increased from 19 % to 39 %. ■■ The Agribusiness Promotion Facility (ABPF), established under the project, through the business development services has supported 364 agribusiness entrepre- neurs (essentially micro and small enterprises), who have made an investment of about INR 720.00 million. IMPLEMENTING AGENCY: Government of Maharashtra and Maharashtra State Agriculture Marketing Board. India Country Snapshot 65 openindia.worldbankgroup.org INDIA: MAHARASHTRA RURAL SUPPLY AND SANITATION PROGRAM KEY DATES: Approved: March 12, 2014 Effective: June 2, 2014 Closing: March 31, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IDA 148.17 6.29 141.88 Government of Maharashtra Total Project Cost ** $ millions; as of June 30, 2016 For more detailed information, see the latest implementation supervision report. http://operationsdashboard.worldbank.org/project/secure/sap/forms/isr?projId=P126325&stage=IMP#statusandkeydecisio ns-objectiveandratings BACKGROUND AND OBJECTIVES: TThe Government of Maharashtra seeks to significantly expand the frontiers of its Rural Water Supply and Sanitation Sector, under its 10 year vision (2012-22), with a focus on increasing house connection coverage, ensuring continuous water supply with adequate pressure and minimum quality standards, and ensuring that 100 percent of the rural population has access to safe water and basic sanitation. However, delivering this vision requires building capacities of institutions through appropriate implementation and management models. Maharashtra is also a rapidly urbanizing state with many large villages (each with a population of more than 10,000 people) and a growing number of peri-urban areas that are demanding higher levels of service. Finally, the state also faces challenges in addressing the needs of water-stressed and water-quality-affected areas, managing drinking water quality, and ensuring drinking water security in the face of increasing droughts and climate change impacts on rainfall patterns and the yield of existing sources. The Bank supports a portion of the broader Government of Maharashtra program over a six-year period (2014-20), focusing on two primary set of activities which address the underlying challenges of the sector in Maharashtra: (i) institutional capacity building for planning, implementation, and monitoring of the RWSS sector across Maharashtra; and (ii) in select districts, implementation of: (a) water supply and sullage management service improvement in peri-urban villages; and (b) water supply service improvement and improved groundwater management practices in water-stressed and water-quality-affected areas. The Program Development Objective of the World Bank’s Maharashtra Rural Water Supply and Sanitation Program is to improve the performance of Maharashtra’s sector institutions in planning, implementation and monitoring of its Rural Water Supply and Sanitation program and to improve access to quality and sustainable services in peri-urban villages, and in water-stressed and water-quality-affected areas. The operation uses the “Program-for-Results” (PforR) financing instrument, in which funds are disbursed from the Bank only after achieving specified results. It is one of the first such operations in India. KEY EXPECTED RESULTS: This program for results operation is in the early stages of implementation. By the 2020 closing date, the following results are expected to be achieved: ■■ Strengthened sector planning and monitoring. ■■ Improved capacity for program implementation. ■■ Improved access to quality and sustainable water and sanitation services in peri-urban villages. ■■ Improved access to safe drinking water in water-stressed and water-quality-affected areas. IMPLEMENTING AGENCY: Maharashtra Water Supply and Sanitation Department, Government of Maharashtra 66 openindia.worldbankgroup.org INDIA: MIZORAM ROADS II REGIONAL CONNECTIVITY PROJECT KEY DATES: Approved: June 12, 2014 Effective: October 10, 2014 Closing: October 31, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IDA 107 11.96 95.04 Government of Mizoram 0 0 0 Total Project Cost 107 0 *US$ millions as of August, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The high cost of limited regional integration and trade in the northeastern part of South Asia is clearly illustrated by the case of Mizoram state in India. Despite its potentially advantageous geographic location between Myanmar and Bangladesh, Mizoram in India’s Northeastern region is one of the poorest in the country, ranking 26th out of 28 states in terms of per capita income. Mizoram’s lagging economic development is in large part due to its landlocked location, poor infrastructure and limited linkages with the markets and ports of neighboring countries including Bangladesh, Nepal, Bhutan, China, and Myanmar. Mizoram’s road network is poor in quality and under-developed, and has among the lowest density in all of India. Key issues and challenges in the road sector include: inadequate sector funding, inadequate maintenance, weak planning for investments, not the most up-to-date road engineering practices and business procedures, limited capacity of road agency staff, low capacity of the local construction industry, and poor road safety management. The development objective for Mizoram Roads II Regional Connectivity Project is to increase transport connectivity along regional trade corridors in Mizoram. With road transport being the only mode of transport within the state, improvements to the network should enhance the environment for development and growth by reducing freight and passenger transport costs while providing quicker and safer access to all parts of the state and to neighboring states and countries. The project has two components: ■■ Improvement of priority cross-border roads and trade-related infrastructure: Widening and strengthening 81 km of road and preparation studies for approxi- mately 330 km of road, along with construction or improvement of trade-related infrastructure along project roads. ■■ Road sector modernization and performance enhancement through institutional strengthening: Supports gradual transformation of the Public Works Depart- ment into a modern road agency through implementation of a Road Sector Modernization Plan that will carry forward and deepen various institutional develop- ment initiatives introduced under the first Mizoram State Roads Project. KEY ACHIEVEMENTS AND EXPECTED RESULTS: Expected results are a 40 percent increase in traffic along project corridors and a 30 percent reduction in travel time on project corridors. ■■ 27.5-km Champhai-Zokhawthar Road upgrading works in progress with 21% physical progress; ■■ 41.7-km Chhumkhum-Chawngte Road upgrading works in progress with 8% physical progress; ■■ 12-km section of Tlabung – Kawrpuichhuah Road upgrading works contract awarded in August 2016; ■■ Feasibility and Draft Design report for i) Chawngte- Diltlang- Bungtlang South- Multi Modal Road Junction (76 km); ii) Junction NH44A (Origination) – Chungt- lang – Darlung – Buarpui(83km); iii) Buarpui – Thenlum – Zawlpui (95km); and iv) Zawlpui – Phairuangkai (30 km) is in final stage. IMPLEMENTING AGENCY: Public Works Department of Mizoram India Country Snapshot 67 openindia.worldbankgroup.org INDIA: MSME GROWTH INNOVATION AND INCLUSIVE FINANCE PROJECT KEY DATES: Approved: February 24, 2015 Effective: June 26, 2015 Closing: March 31, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 500 188.63 311.37 SIDBI 50 Total Project Cost 550 *US$ millions; as of August 2016 For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: In India, Micro Small and Medium Enterprises (MSMEs) account for more than 80 percent of total industrial enterprises, produce over 8,000 value-added products, and employ an estimated 60 million people. MSMEs contribute around 45 percent to manufacturing output and about 40 percent to exports, both directly and indirectly. In addition, over 50 percent of MSMEs are rural enterprises and widely distributed across low-income states, making them an important sector for promoting economic growth and poverty reduction. With eight million people entering the labor force every year, MSMEs have the potential to be an important source of employment and entrepreneurship, foster innovation and are the cradle for the government’s “Make in India” vision. Addressing the key constraints that inhibit MSMEs from accessing finance is of utmost importance. Financial institutions have limited their exposure to the sector due to a higher risk perception, information asymmetry, high transaction costs and the lack of collateral. The MSME census of 2006-07 estimated that about 87 percent of MSMEs did not have any access to finance and were self-financed. Credit towards micro and small enterprises represents only around 13-15 percent of formal financial institutions’ portfolio. This project will work with the government in developing innovative products that address the constraints of MSMEs, respond to the changing needs of the Indian economy and also catalyze private-sector financing. The project will support MSMEs through direct financing by the Small Industries Development Bank of India (SIDBI), an apex financial institution for promotion, financing and development of MSMEs, and through participating financial institutions across three components. These include support to startup debt financing and risk capital as well as support to service and manufacturing sector financing models. The project will support SIDBI in developing, innovating, and scaling up its startup debt-financing program. It will also support entry of potential participating financing institutions in the development of this missing financial market. It will support service-sector firms’ financing. This sector continues to face challenges in accessing formal finance due to lack of physical assets to provide as collateral, even though the structure of the Indian economy is markedly shifting towards services (65 percent of the Indian GDP). The project will also support manufacturing MSMEs through innovative financial products including loan extension services and cluster financing—including women-led clusters. Particular focus will be to expand manufacturing activity in financially underserved areas, including low-income states especially through refinancing. KEY EXPECTED RESULTS: ■■ Outstanding MSME loan portfolios in risk capital financing including startups, in the service sector and in the manufacturing sector. ■■ Turnover of startups supported through the project ■■ Innovation and development of new financing products (including new approaches to startup loans, franchising finance). ■■ Greater number of entrants as participating financing institutions under the credit line. ■■ Loan extension services and energy efficiency audits to facilitate adoption of environmentally sound production. ■■ Improved internal processing time, efficiency and strengthened credit appraisal methods for loans along these segments within SIDBI. ■■ Improved collaboration for information sharing with external partners. ■■ Increase in the number of women-owned/managed MSME beneficiaries under the credit line. ■■ Increase in the number of MSMEs in low-income states benefitting from the line of credit IMPLEMENTING AGENCY: Small Industries Development Bank of India. 68 openindia.worldbankgroup.org INDIA: MUMBAI URBAN TRANSPORT PROJECT- 2A KEY DATES: Approved: June 29,2010 Effective: October 8, 2010 Closing: December 31, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 309 256 53 Government of India 540.5 Total Project Cost 925.5 *US$ millions; as of June 30, 2016; revised total amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Like other fast-growing urban centers in India, the Mumbai region faces enormous challenges, including an acute inadequacy of transport infrastructure. The suburban rail system is the lifeline of Mumbai, carrying more than 7.5 million passengers daily. In the early 2000s, the Bank supported the Government of Maharashtra and Indian Railways’ efforts to ease transport constraints in the megalopolis through the first Mumbai Urban Transport Project (MUTP). TranSforM, a comprehensive transport study for the Mumbai region, carried out under the MUTP, recommended further investment in the suburban rail system as a priority, in recognition of suburban rail’s dominant role in the region’s transport network. MUTP-2A is the follow-up investment in the rail sector, aimed at helping the government respond to continued growing demand for suburban rail transport in the Mumbai metropolitan area. The project development objective is to improve the passenger-carrying capacity, passenger-comfort level, operational efficiency, and the institutional capacity of entities involved in the suburban rail system of Mumbai metropolitan area. The project’s main compnents are: ■■ EMU rolling stock fleet increase: 864 additional EMU (electric multiple unit) cars will be procured, increasing the fleet to 3,124. ■■ Conversion of power supply from direct current to alternating current: Includes improvements to signals and telecommunications in three sections of the Mum- bai railway network. ■■ EMU maintenance facilities and stabling lines: New stabling lines will be built to accommodate the fleet increase. ■■ Capacity strengthening and technical assistance: Strategic and tactical studies will be carried out, as well as capacity building and training. ■■ The project will also address safety-related issues and increase safety awareness KEY EXPECTED RESULTS: ■■ The project will increase the number of train services in peak hour (presently varying from 14.4 to 17 trains per hour) to 18 trains per hour on all lines. ■■ Trains currently comprise nine or 12 cars each, and these will be converted to 12 cars each, resulting in increased carrying capacity. ■■ Improved system efficiency will result in reduced journey time, varying from about 2.5 percent to 8 percent on different lines. ■■ The new trains being procured are more energy efficient, with a regenerative braking system, resulting in reduction of energy consumption by about 30 percent from conventional trains. ■■ Technical assistance studies under the project are helping the implementing agency to build capacity and plan a more efficient suburban rail system. IMPLEMENTING AGENCY: Mumbai Railway Vikas Corporation Limited, a jointly owned company of the Ministry of Railways and Government of Maharashtra. KEY DEVELOPMENT PARTNERS: Ministry of Railways, Government of Maharashtra, various agencies of Ministry of Railways, Mumbai Metropolitan Region Development Authority. India Country Snapshot 69 openindia.worldbankgroup.org INDIA: NAI MANZIL – EDUCATION AND SKILLS TRAINING FOR MINORITIES PROJECT KEY DATES: Approved: October 29, 2015 Effective: February 10, 2016 Closing: June 30, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 50.00 Government of India 50.00 Other Total Project Cost 100.00 **$ millions; as of September 2, 2016; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Nai Manzil (“New Horizon”) Project finances flexible, integrated education and training programs that provide youth from religious minority communities a set of skills needed to learn and adapt to different tasks in a rapidly changing world. It is a 9-12 month duration program for Minority youth who do not possess a formal education certification for Grade 8 or 10. The project development objective is to improve completion of secondary education and market-driven skills training for targeted youth from Religious Minority communities. The scheme will be implemented by the Project Implementing Agencies (PIAs), who will provide non-residential integrated education and skill training to minority youth. The main instrument for implementing the Scheme will be Agreements between the Ministry of Minority Affairs (MoMA) and Program Implementing Agencies (PIAs) to: ■■ provide support to eligible Minority youth to enroll in open schooling and undertake training and assessment as per applicable guidelines; ■■ provide additional education support/bridge program designed to help students obtain open schooling certification; ■■ impart high quality skills training including soft skills leading to productive employment; and ■■ provide post-placement support to assist sustainable employment for those students who opt to enter the labor market KEY EXPECTED RESULTS: ■■ 66% of enrolled targeted beneficiaries receive a secondary education (Grade 10) certificate through open schooling, compared to the baseline of 42% ■■ 83% of enrolled targeted beneficiaries receive a nationally recognized skills certificate, compared to the baseline of 53% ■■ 52% of targeted beneficiaries obtain employment within 6 months after completing the integrated program, compared to the baseline of 30% ■■ 23% of targeted beneficiaries are enrolled in further professional qualification in education or skills training within 6 months after completing the integrated program, compared to the baseline of 10% IMPLEMENTING AGENCY: Ministry of Minority Affairs, Government of India KEY PARTNERS: Government of India, Ministry of Minority Affairs and private education and training providers 70 openindia.worldbankgroup.org INDIA: NATIONAL AIDS CONTROL SUPPORT PROJECT KEY DATES: Approved: May 1, 2013 Effective: July 22, 2013 Closing: December 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 255 74.45 180.55 Government of India 255 74.45 180.55 Other Total Project Cost 510 115.08 361.10 **As of September 07, 2016 BACKGROUND AND OBJECTIVES: India launched the first National AIDS Control Program (NACP I) in 1992, focusing on blood safety, prevention among high risk groups (HRGs), raising awareness in general population and improving surveillance. In the second phase, (NACP II, 1999-2006), India continued to expand the program at state level, with greater emphasis on targeted interventions (TIs) and involvement of NGOs. In the third phase, (NACP III, 2007-2012), India scaled up targeted HIV prevention interventions for most at risk groups and further expanded the surveillance system. The goals of the fourth phase are to accelerate reversal of the HIV epidemic and integrate the response over the next five-year phase. The National AIDS Control support Project (NACSP) will support the Strategic Plan of the fourth phase of NACP 2012 – 2017, with a focus on the prevention of HIV and targeted interventions. The Project will contribute to three of the five strategies of the National AIDS control program IV: (i) the prevention component, (ii) the behavior change component, and (iii) the institutional strengthening component. The main support of the Project will go towards the scale up of HIV prevention interventions, with a focus on the high impact and cost-effective targeted prevention interventions for population groups at high risk, and IEC including behavior change and demand generation. The Project will also support DAC/NACO to further strengthening its project management including human resource support and technical support for TIs. The Project Development Objective (PDO) is to increase safe behaviors among high risk groups to contribute to the national goal of reversal of the HIV epidemic by 2017. The project will support the following three components: ■■ Scaling Up Targeted Prevention Interventions to address hard-to-reach population groups who do not yet access and use the prevention services of the program, and saturate coverage among the HRGs. ■■ Behavior Change Communications (for risk reduction and safe behavior including advocacy, social mobilization and BCC to integrate high risk groups into society and encourage changes aimed at reducing stigma and discrimination in society; research and evaluation to assess the cost-effectiveness and program impact of behavior change communications activities; and establish and evaluate a helpline at the national and state level. ■■ Institutional strengthening to support innovations to enhance performance management including fiduciary management; strengthen procurement and supply chain management and provide technical support. KEY RESULTS EXPECTED: HIV estimates published on December 1, 2015 showed continued overall reduction in adult HIV prevalence from 0.34% in 2007, to 0.26% in 2015, a reduction of 24% ■■ The estimated annual new HIV infections (among all population) fell from 127,576 in 2007 to 86,309 in 2015, a reduction of 32% from baseline of 2007. ■■ Significant improvement of condom usage among High risk groups (HRGs) which are also the PDO indicators for the project. ■■ The coverage of TIs is 89% for Female Sex Workers (FSW) (above the target of 85% for 2016), 78% for men who have sex with men (MSM) (above the target of 75% for 2016), and 80.6% for injection drug users (IDU) (slightly below the target of 83% for 2016). ■■ Based on the semi-annual evaluation of NGOs implementing the TIs, 94% had a performance of Good or Very Good. ■■ Under Behavior Change Communications, contracting of media planning agency is completed and all the media activities implemented by NACO are not closely monitored. The helpline services on HIV AIDS are implemented across all the states. KEY PARTNERS: National AIDS Control Organization (NACO), Ministry of Health and Family Welfare, Government of India India Country Snapshot 71 openindia.worldbankgroup.org INDIA: NATIONAL CYCLONE RISK MITIGATION PROJECT - PHASE- I (NCRMP-I) KEY DATES: Approved: June 22, 2010 , April 8, 2014 (Additional Financing-AF) Effective: March 30, 2011 Original Closing: October 31, 2015 Revised Closing: October 2, 2017 FINANCING: Source Original Disbursed Undisbursed Government 64 IDA + AF 359 166.05 (46.25%) 166.32 Total Project Cost 423 **As of August 2016. Total Credit amount reflects; Additional Financing of US$104 million; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India is highly vulnerable to natural hazards, particularly cyclones, floods, earthquakes, and landslides. Approximately 5,700 km of the total 7,500 km of coastline is exposed to severe cyclones, and an estimated 40 percent of India’s 1.2 billion people live within 100 km of the coast. Between 1980 and 2000, on average 370 million people were exposed to cyclones. Up to half of all tropical cyclones affecting South Asia hit the Indian coastline, which is particularly susceptible to storm surges due to a shallow coastal shelf and tidal characteristics. The economic impact is also considerable; studies indicate natural disaster losses of as much as 2 percent of India’s GDP and as much as 12 percent of federal government revenues. As the effects of climate change become more pronounced, threats are likely to increase. The National Cyclone Risk Mitigation Project supports the Government of India in its efforts to mitigate cyclone-related risk and integrate disaster mitigation into the long-term national development process. The project aim is to reduce vulnerability of communities in the coastal areas. The project is the first phase of a proposed three-phased adaptable program loan. The first phase of the project covers the states of Odisha and Andhra Pradesh. The project has four components: ■■ Early warning system and capacity building for coastal communities aims to reduce the vulnerability of coastal communities by addressing the existing gaps in disseminating warnings to communities, and in piloting and using new technology. ■■ Cyclone risk mitigation infrastructure aims to improve access to emergency shelters, evacuation, and other forms of protection. ■■ Technical assistance for national and state level capacity building and knowledge creation to help understand risk and vulnerabilities better, and prepare key institutions to address them effectively. ■■ Project management and implementation support provides support for project management by financing incremental operating costs for the project manage- ment unit and implementation units, nodal units in line departments and the National Institute of Disaster Management (NIDM), office equipment, training and exposure visits, and consulting services for specialist activities. KEY RESULTS ACHIEVE AND EXPECTED RESULTS: ■■ Out of 538 Multi-Purpose Cyclone Shelters –MPCS (292 NCRMP –I and 246 NCRMP-AF), 232 MPCS (216 NCRMP –I and 16 NCRMP –AF) have been completed, ■■ 226 Cyclone Shelter Management and Maintenance Committees (CSMMCs) have been formed at the community level, 144 Village Task forces and 144 Joint accounts have been opened, 130 CSMMCs have been registered as societies, 80 cyclone shelter have corpus funds. ■■ 20 bridges, 2 saline embankments and 724 kilometres (km) of evacuation roads (70448km NCRMP-I AND 20km NCRMP –AF) have been completed. ■■ By the year 2017, 538 shelters, 1,050 km of roads, and 160 km of embankment strengthening work will be completed. ■■ 45 percent of the coastal population now have access to cyclone shelters, up from 30 percent at the start of the project and against a 60 percent end-of-project target. IMPLEMENTING AGENCY AND KEY PARTNERS: The project is supported by Ministry of Home Affairs and implemented by the National Disaster Management Authority (NDMA), National Institute of Disaster Management (NIDM), Department of Revenue and Disaster Management, Government of Andhra Pradesh, and Odisha State Disaster Management Authority, Government of Odisha. 72 openindia.worldbankgroup.org INDIA: NATIONAL CYCLONE RISK MITIGATION PROJECT - PHASE- II (NCRMP-II) KEY DATES: Approved: May 28,2015 Effective: November 9, 2015 Closing: March 15, 2021 FINANCING : Source Original Disbursed Undisbursed Borrowers 78.6 IDA 308.4 11.6 (3.8%) 296.8 Total 387.0 *As of August 2016. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India is highly vulnerable to natural hazards, particularly cyclones, floods, earthquakes, and landslides. Approximately 5,700 km of the total 7,500 km of coastline is exposed to severe cyclones, and an estimated 40 percent of India’s 1.2 billion people live within 100 km of the coast. The Global Climate Change and Vulnerability Index 2011, ranked India second in ‘extreme risk’ countries in the world vulnerable to natural and climate change hazards. As storm surges and climate change induced sea level rise become more pronounced, hazard events are set to grow in frequency and intensity. The NCRMP is a flagship program, the first Bank funded project in India exclusively focusing on ex-ante disaster risk mitigation. The project is part of a broader national multi-hazard mitigation program taken up by the National Disaster Management Authority (NDMA) that includes understanding hazards like seismic risk, floods, landslides and establishment of a National Disaster Management communication network. This project, along with NCRMP-I and Additional Financing, Tamil Nadu and Puducherry Coastal Disaster Risk Reduction Project, and the Odisha Disaster Reconstruction Project, will provide support in reducing coastal vulnerability for India’s entire mainland coast. The NCRMP is structured in phases, based on the risk levels of the states and their implementation readiness. NCRMP Phase- I, under implementation since 2010, includes the states of Odisha and Andhra Pradesh, and in NCRMP Phase-II the states of Goa, Gujarat, Karnataka, Kerala, Maharashtra, and West Bengal are being included. The project has four components: ■■ Early Warning Dissemination System and capacity building for coastal communities aims to reduce the vulnerability of coastal communities by addressing the existing gaps in disseminating warnings to communities. ■■ Cyclone risk mitigation infrastructure aims to improve access to emergency shelters, evacuation routes, up-grading roads, bridges, embankments and bunds and underground electrical cabling. ■■ Technical assistance for Multi-Hazard Risk management at the national and state level capacity building and knowledge creation aims to help improve quality of information of multi-hazard risk for decision making. Activities include Multi-hazard risk modeling, strengthening emergency response and recovery capacity in coastal and non-coastal states, Hydro-meteorological resilience action plans, and design of national seismic risk mitigation program. ■■ Project management and implementation support by financing incremental operating costs for the project management unit and implementation units, nodal units in line departments and the National Institute of Disaster Management (NIDM), office equipment, training and exposure visits, and consulting services for specialist activities. KEY EXPECTED RESULTS: ■■ Over 6 million people have access to 353 Multi-purpose cyclone shelters planned and access to 290 kilometers of roads and bridges ■■ 300 kilometers of electrical cabling made resilient by transferring underground ■■ 90 kilometers of embankments rehabilitated that will protect 20,000 hectares of coastal land ■■ By the end of the project the targeted coastal states will have a Hydro-meteorological Action Plan and coastal population covered by early warning dissemination system that reach down to the “last-mile” community. IMPLEMENTING AGENCY AND KEY PARTNERS: The project is supported by Ministry of Home Affairs and implemented by the National Disaster Management Authority (NDMA), Nationa Institute of Disaster Management (NIDM), Water resource Department, Goa, Gujarat State Disaster Management Authority, Department of Revenue and Diaster Management, Karnataka, Department of Revenue and Disaster Management, Kerala, Department of Relief and Rehabilitation, Maharashtra and Department of Disaster Management, West Bengal. India Country Snapshot 73 openindia.worldbankgroup.org INDIA: NATIONAL DAIRY SUPPORT PROJECT KEY DATES: Approved: March 15, 2012 Effective: June 12, 2012 Closing: November 29, 2019 IFC FINANCING: Financier Financing* Disbursed Undisbursed IDA 218.9 88.6 130.3 Government of India 24.3 Other (Communities) 39.1 Total Project Cost 282.3 1US$ millions; as of August 29, 2016; total Credit after partial cancellation of US$97 million equivalent Feb 26, 2014 due to exchange rate fluctuation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Milk is the single largest agricultural commodity in the country in terms of value of output. Almost half of rural households depend on dairy for their livelihood. About 80 percent of dairy farmers are small-scale and marginal, typically owning one to three milk-producing animals (cow and buffalo). But average milk yield is low compared to international benchmarks, and the growth rate of domestic milk production has slowed in recent years while domestic demand continues to grow. The gap between supply and demand has meant rising milk prices. This project supports the National Dairy Plan (NDP) implemented by the National Dairy Development Board (NDDB). The NDP is a multi-state initiative to increase per- animal milk productivity, strengthen and expand village-level infrastructure for milk procurement, and enhance milk processing capacity and marketing over a 15-year horizon. With this project, the Bank is re-engaging in India’s dairy development by supporting the first phase of the NDP through investments designed to enhance animal productivity and improve farmer access to organized milk marketing channels. Increasing productivity in the Indian dairy sector can potentially contribute to improved food security and stability of national—and global—milk prices, as well as to improved incomes of millions of smallholder milk producers. In parallel, NDP investments are reducing the carbon footprint of dairy – for example, through ration balancing – while increasing per animal milk productivity. The project finances three components: ■■ Productivity enhancement: Increases per-animal productivity through support for improved animal breeding and nutrition. ■■ Milk collection and bulking: Increases market access of milk producers by investing in village-level organization and infrastructure. ■■ Project management and learning: Supports project management, coordination, monitoring, learning, and evaluation. KEY RESULTS: ■■ Milk production per animal reached 5.61 liters/day, equal to an 11 percent increase relative to the baseline (target is 10 percent). ■■ Under breed improvement activities, initial breed comparisons for performance on milk production and fat percentage are encouraging, with relatively high yields for indigenous breeds under the Progeny Testing program. Conception rates under the AI program (up to 60%) are excellent. ■■ The Ration Balancing Program (RBP) has reduced both feed cost and methane emissions by 12% for some 1.13 million farmers. ■■ Fodder demonstrations – using new seed varieties, harvesting technologies and storage methods – are fundamental to increasing dairy productivity and improv- ing adaptation to climate variability. The Project has met its targets. ■■ Under milk collection and bulking activities, with 26,580 villages covered (Cooperatives and Producer Companies) and 0.75 million additional producers en- rolled, the Project is already exceeding targets. ■■ NDSP is empowering women and Scheduled Castes/Scheduled Tribes (SC/ST): 20% of Local Resource Persons under RBP are women and 15% are from SC/ST. Of total farmers enrolled in RBP, 32% are women and 61% are SC/ST. IMPLEMENTING AGENCY: National Dairy Development Board. KEY DEVELOPMENT PARTNERS: Department of Animal Husbandry, Dairying and Fisheries, Ministry of Agriculture, Government of India; Food and Agriculture Organization (FAO). 74 openindia.worldbankgroup.org INDIA: NATIONAL GANGA RIVER BASIN PROJECT KEY DATES: Approved: May 31, 2011 Effective: August 18, 2011 Closing: December 31, 2019 IFC FINANCING: Financier Financing* Disbursed Undisbursed IBRD 801 2 799 IDA 199* 63.66 135.34 Borrower/Recipient 556 Total Project Cost 1,156 *US$ millions; As of July 31, 2015, For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Ganga River, despite being highly revered and the primary water resource for the heartland of India, is seriously polluted and under extreme environmental stress. The river suffers from high levels of organic and bacterial pollution, resulting in a wide range of negative impacts, including on human health, agriculture, urban services, and the environment. The pollution in the Ganga is primarily a result of inadequate infrastructure, the weak capacity of local water and wastewater utilities in the basin, and the poor state of environmental monitoring and regulation. In 2009, the Government of India developed a new vision for clean-up and conservation of the Ganga, leading to the establishment of the National Ganga River Basin Authority (NGRBA) with the mandate to develop and implement a multi-sector program. The World Bank’s National Ganga River Basin Project provides upstream support to the NGRBA for institutional development, program design, and early investments. This is a flagship project of the World Bank and the Government of India, and has high priority in India due to the scale of the challenge, and the religious, historical, and cultural importance of the Ganga River in India. The project development objectives are to support the NGRBA in: (i) building the capacity of its nascent operational-level institutions so they can manage the long- term Ganga clean-up and conservation program; and (ii) implementing a diverse set of demonstrative investments for reducing point-source pollution loads in a sustainable manner at priority locations on the Ganga. Project components cover: ■■ Institutional development: Including operationalization of the new NGRBA, communications campaigns for river cleaning, and technical assistance for city service providers and environmental regulators. ■■ Infrastructure investments in four sectors: Wastewater collection and treatment; industrial pollution control; solid waste management; and riverfront develop- ment, with investments to be selected according to a framework approach. KEY EXPECTED RESULTS AND ACHIEVEMENTS: Key expected results are ■■ to lessen the volume of untreated wastewater entering the Ganga, benefitting over 3 million persons ■■ to increase wastewater treatment capacity ■■ Increase the number of water quality monitoring stations generating real time data. Achievements to date are ■■ Award of 14 contracts with the total contract cost of US$ 334 million for works, with all works packages expected to be awarded by the end of 2016. ■■ Central Pollution Control Board (CPCB) has commenced installation of real-time water quality data collection. ■■ Preparation of Ganga Knowledge Center (GKC) is underway in cooperation with the on-going Ganga River Basin modelling works under the Ministry. IMPLEMENTING AGENCY: At the center: the National Mission for Clean Ganga (NMCG) in the Ministry of Water Resources, River Development and Ganga Rejuvenation. KEY PARTNERS: Central Pollution Control Board under Ministry of Forestry and Environment. In the states: State Program Management Groups (SPMGs) in Uttarakhand, Uttar Pradesh, Bihar, Jharkhand, and West Bengal. Below the SPMGs are multiple-executing agencies, mostly large parastatals such as the Uttar Pradesh Jal Nigam in Uttar Pradesh, and the Bihar Urban Infrastructure Development Corporation in Bihar. India Country Snapshot 75 openindia.worldbankgroup.org INDIA: NATIONAL HIGHWAYS INTERCONNECTIVITY IMPROVEMENT PROJECT KEY DATES: Approved: October 29, 2013 Effective: August 5, 2014 Closing: June 30, 2019 IFC FINANCING: Financier Financing* Disbursed Undisbursed IBRD 500 81.50 418.50 Government of India 646.05 Total Project Cost 1146.05 *US$ millions, as of June 30, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Government of India is keen to sustain its achievements in economic growth, which has been at 8 percent per annum in recent years. Improving the level and quality of infrastructure services will be critical for this goal. National highways (82,755 km) account for only 1.9 percent of the total road length in the country, but carry over 40 percent of the total road traffic. While the government invested significantly in the core national highways under the NHDP, the remaining 43 percent of the national highway network have not received adequate funding until recently. Considerable stretches of the non-NHDP network require strengthening and upgrading, and suffer from major connectivity gaps. In recent years, there has been an increasing recognition of the importance of the non-NHDP network. It holds the key to ease poverty and share prosperity, and for achieving the government’s objective of equitable and inclusive growth, as it often serves as the primary or sole link with remote, economically lagging, or otherwise challenged regions. The government has identified a portion of non-NHDP roads for priority development through external financing and budgetary allocations. The project development objective is to improve national highway network connectivity to less-developed areas and low-income states, and enhance the institutional capacity of the Ministry of Road Transport and Highways (MoRTH) to better manage the highway network. The project consists of three components: ■■ A road improvement and maintenance component to upgrade and maintain national highways in three low-income states (Bihar, Orissa and Rajasthan) and less- developed regions in two middle-income states (Karnataka and West Bengal). ■■ An institutional development component to enhance the institutional capacity of MoRTH to better manage its highway network through supporting specific interventions in the areas of: process improvements; network monitoring and management; financing; governance and accountability; and training. ■■ A road safety component working on updating Indian standards and regulations related to road safety; improving road accident data collection and analysis at the central level and in project states; strengthening road safety capacity at the central level; and promoting social marketing and awareness campaigns along project roads. KEY EXPECTED RESULTS: About 1,120 km of existing single/intermediate lane roads will be upgraded to two-lane standard, and maintained for five years after construction. More specific expected results include: Increase in the length of non-NHDP national highways in good and fair condition from 65 percent to 68.25 percent. On project roads, percent reduction in average travel time and average vehicle operating cost; no increase in fatalities in road crashes. Improved accident data management system and asset management system developed and implemented in at least three states. IMPLEMENTING AGENCY: Ministry of Road Transport and Highways, Government of India. 76 openindia.worldbankgroup.org INDIA: NATIONAL RURAL LIVELIHOODS PROJECT KEY DATES: Approved: July 5, 2011 Effective: July 18, 2011 Restructured: May 24,2013 and January, 2016 Closing: December 31, 2017 FINANCING: Financer Financing* Disbursed Undisbursed IDA 446 281 185 Government of India 150 Total Project Cost 616 **US$ millions; as of August 31, 2016; total Credit reflects partial cancellation; For more information see the latest Implementation Status and Results Reportt BACKGROUND AND OBJECTIVES: Despite high GDP growth rate over the past decade, over 250 million rural people in India (45 million households) remain locked in poverty, living on less than $1 per day. Rural livelihoods programs are designed to help tackle this immense development challenge. The Bank’s engagement on rural livelihood programs dates back to a series of projects in the states of Andhra Pradesh, Madhya Pradesh, and Rajasthan started in 2000. Since then, the Bank has invested more than a $1 billion in 11 livelihood projects at the state level. Thirty million rural poor have been mobilized to form their own institutions, enabling them to access livelihood opportunities and build social, financial, and economic capital. The rural poor have been empowered socially and economically, enabling them to build linkages with state and market institutions. They have higher savings, more access to credit, livelihoods and public services, and households and communities benefit from increased public and private investment. The National Rural Livelihoods Project supports the Government of India’s efforts to scale up these state-level interventions to the national level through support to the National Rural Livelihood Mission (NRLM)—Aajeevika. Bank financing supports the program in 13 high poverty (also mostly low-income) states. The project’s development objective is to establish efficient and effective institutional platforms for the rural poor that enable them to increase household income through sustainable livelihood enhancements and improved access to financial and selected public services. Project components cover: ■■ Institutional and human capacity development: to transform the role of the Ministry of Rural Development into that of providing high-quality technical assistance in the field of rural livelihoods promotion. ■■ State livelihood support to help state governments in establishing necessary institutional structures and mechanisms to implement NRLM activities from the state- to the block-level, including support to forming institutions for the rural poor. ■■ Innovation and partnership support: to create an institutional mechanism to identify, nurture, and support innovative ideas from across the country to address the livelihood needs of the rural poor. Project implementation support to strengthen the national mission management unit for effective project management at the national level to develop key systems and processes to coordinate and manage the project and the NRLM. The project has been restructured twice. As part of the first restructuring the credit amount was reduced to US $ 500 million Subsequently, after the mid-term review the project was restructured on second occasion to create dedicated funds for livelihoods; Financial Inclusion; Convergence and Skills. Results framework was also suitably modified to incorporate the changes. KEY EXPECTED RESULTS AND ACHIEVEMENTS: ■■ About 6 million identified rural poor households will be mobilized into community institutions, $100 million in cumulative savings would be made by rural poor households through thrift, $500 million in bank credit would be leveraged by rural poor households from the formal financial sector, one million rural poor house- holds would have improved farm productivity, livestock productivity, and market access, and 500,000 new jobs would be created for the poor. ■■ As of mid 2016, all 13 participating states have set up the institutional architecture of the state missions. ■■ The program is intensively working with nearly 5.6 million households and 4.87 Lakh Self Help Groups (SHGs). These SHGs have saved $120 million and nearly $300 million worth of credit has been leveraged cumulatively from the commercial banks. KEY DEVELOPMENT PARTNERS: The project recognizes partnerships as key implementation arrangements and encourages the states to directly access technical and knowledge support from reputed resource organizations, especially in the following areas: Partnerships with home-grown models like International Fund for Agriculture Development/DFID/East Asia and Pacific, sharing the same ethos. Some of the ongoing partners include MAVIM, OTELP, JTELP, WDC, and NGOs with track records. Knowledge partners for programmatic verticals like BIRD (Financial Services), NABARD, PRADAN (Agriculture and Ecological Services), BAIF (Livestock), Landesa (Land Access), and FAO (Agriculture and Livestock). India Country Snapshot 77 openindia.worldbankgroup.org INDIA: NEERANCHAL NATIONAL WATERSHED PROJECT KEY DATES: Approved: July 17, 2014 Effective: expected October 2014 Closing: June 20, 2020 IFC FINANCING: Financier Financing* Disbursed Undisbursed IBRD 178.5 0 178.5 Government of India 178.5 Total Project Cost 357.0 *US$ millions as of August 31, 2014; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The project would enhance the impacts of the Government of India’s Integrated Watershed Management Program (IWMP) operations in targeted watersheds, chiefly through intensive technical assistance. Support would: (i) introduce landscape-level assessment and planning as a window for better program convergence; (ii) strengthen participatory, evidence-based micro-watershed planning; (iii) improve program monitoring and evaluation; (iv) expand knowledge sharing and transfer of new science-based innovations into watershed management; (v) support a stronger focus on improving agricultural productivity and market linkages; (vi) strengthen watershed institutions at the national, state, and community level; and (vii) improve program equity and sustainability. The project would cover 400 sub-watersheds and two million hectares across the eight states, and reach approximately 482,000 farmer households and 2 million people. The development objective is to support IWMP through technical assistance to improve incremental conservation outcomes and agricultural yields for communities in selected sites, and adoption of more effective processes and technologies. Its four components are: ■■ Central institutional and capacity building: Strengthens institutions and human resources of key national stakeholders, particularly the Department of Land Resources, for more effective planning, implementation, monitoring and evaluation, and reporting of watershed management programs. ■■ National innovation support: Supports the application of innovative, science-based knowledge, tools and approaches to underpin improvements to IWMP around watershed planning and implementation, agricultural intensification, climate change, rural livelihoods and hydrology, based on identified needs of the states, communities, and farmers. ■■ IWMP implementation support in participating states: Provides intensive, science-based technical assistance to improve IWMP operational effectiveness, conver- gence/integration with other government programs, and measurable impacts on the ground in selected sites in participating states. ■■ Project management and coordination: Finances management and implementation costs, including specialized incremental staff costs (both full and part-time), incremental operating costs for travel (per World Bank norms), meetings, financial management, internal/external audit and procurement, equipment, and project management consultancies KEY EXPECTED RESULTS: ■■ Conservation outcomes in selected micro-watersheds as measured by 50 percent reduction in soil loss over baseline of 3.3 tons/ha/year and incremental changes in overall watershed biomass to Normalized Difference Vegetation Index value of 1.01. ■■ Average 25 percent gain in incremental productivity of arable lands across five crop types. ■■ Three new approaches integrated into national watershed guidelines. ■■ An estimated 2.4 million direct project beneficiaries, of which 30 percent are women. IMPLEMENTING AGENCY: Department of Land Resources, Ministry of Rural Development. 78 openindia.worldbankgroup.org INDIA: NHAI TECHNICAL ASSISTANCE PROJECT KEY DATES: Approved: 30-Nov-2010 Effective: 21-Mar-2011 Closing: July 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 30 IDA - Government of India 7.62 Other Total Project Cost 37.62 5.11 24.89 BACKGROUND AND OBJECTIVES: ■■ Background: The road sector has been identified by GoI to be one of the key economic sectors needed to sustain India’s current growth rate. The proposed project is a strategic, policy-driven engagement between the Bank and MoRTH/NHAI, meant to facilitate the broadening of the Bank’s involvement with NHAI in particular and the road sector in general, in a fundamental way. This engagement is a direct involvement in the systemic issues of the organization and the sector with strong institutional reform agenda. ■■ Objectives: Assist NHAI to adopt appropriate practices that would enhance its program management and operational efficiency. ■■ KEY ACHIEVEMENTS: ■■ The implementation pace and disbursement outlook of the project has considerably improved subsequent to the restructuring, which was approved by the Board in December 2015. The restructuring was helpful in Ministry taking project monitoring and implementation agency role (in addition to NHAI). As a result, procurement of activities has been substantially completed and many activities are nearing completion. Please refer to the current status of the project activities in Annex 1. ■■ Senior management of both MoRTH and NHAI is getting involved in key strategic studies being undertaken on a day to day basis and dialog has now shifted from resolving procurement issues to implementing recommendations emerging from the studies undertaken under this project (For example introducing indepen- dent quality audit system in NHAI, implementing performance rating regime for consultants/contractors/developers). Accordingly, a recent mission in January 2016 has upgraded the implementation progress rating to Moderately Satisfactory. ■■ The loan extension for 12 months has been approved in April, enhancing likelihood of achievement of the Project Development Objective (PDO). ■■ The project is likely to result in new investment project in the areas of Road Safety, logistics, climate change and PPP IMPLEMENTING AGENCY: Ministry of Roads Transport and Highways (MoRTH); and National Highways Authority of India (NHAI) India Country Snapshot 79 openindia.worldbankgroup.org INDIA: NORTH EASTERN REGION POWER SYSTEM IMPROVEMENT PROJECT KEY DATES: Approved: June 24, 2016 Effective: December 15, 2016 (expected) Closing: March 31, 2023 IFC FINANCING: Financier Financing* Disbursed Undisbursed IBRD 470 - 470 IDA - -- - Government of India 482.2 - - Other - - - Total Project Cost **$ millions; as of June 30, 2016; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The project supports six states in the north eastern region of India to augment their transmission and distribution (T&D) networks and strengthen the capacity of the state-level institutions in extending last mile electricity connections to households. The project will help improve power supply to a region whose economic development has been constrained by power shortages, and where electricity consumption is less than a third of the national average. The existing power network infrastructure in these states is old and has not been adequately maintained. This makes it prone to high technical and non-technical losses, and leads to frequent interruptions and outages in power supply. In addition, most of the utilities incur commercial losses due to inadequate cost structures and tariffs. The project will strengthen and augment the intrastate transmission, sub-transmission, and distribution networks by upgrading old and constructing new lines and associated substations in the six participating states of Assam, Manipur, Meghalaya, Mizoram, Nagaland and Tripura. These investments will allow the transmission network to transfer electricity more efficiently and with minimum wastage, and help the utilities supply reliable electricity at a stable voltage to consumers. The project will be implemented through POWERGRID, which has been appointed as the implementing agency by the Government of India and it will provide technical and managerial support for improving intra-state transmission and distribution systems in these states. After commissioning, the assets created under the project will be owned, operated and maintained by the respective state power utilities and departments. POWERGRID will also help build the capacity of the state departments and utilities to continue managing the refurbished networks in an optimum and efficient manner. The development objective is to increase the delivery of electricity at the boundaries of the power distribution network in the participating states in the North Eastern Region. The project has two components: ■■ Priority Investments for Strengthening Intrastate Transmission, Sub-transmission, and Distribution Systems. ■■ Technical Assistance for Capacity Building and Institutional Strengthening (CBIS) of Power Utilities and Departments of Participating States KEY EXPECTED RESULTS: Progress toward the achievement of the project’s development objective will be measured by following indicators: ■■ Increase in the amount of electricity delivered at the boundaries of the power distribution network in each state; ■■ Increase in transformation capacity of the power T&D network in each state. In addition, the following intermediate indicators will be used to monitor progress: ■■ Transmission or distribution lines constructed or rehabilitated; ■■ number of grid or distribution substations constructed or upgraded; ■■ number of practice/process manuals updated or developed; ■■ person-days of utility staff participating in trainings; IMPLEMENTING AGENCY: POWERGRID 80 openindia.worldbankgroup.org INDIA: NORTH EAST RURAL LIVELIHOODS PROJECT KEY DATES: Approved: December 20, 2011 Effective: March 12, 2012 Closing: March 15, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IDA 130 29.26 83.15 Government of India 14 Total Project Cost 144 *US$ millions; as of August 30, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: More than 44 million people live in the North East region of India, 85 percent of whom live in rural areas, and 35 percent of whom are below the poverty line. Despite its rich natural resources and relatively good human development indicators, the region lags behind the rest of India in economic growth. The development challenge in the North East is compounded by geo-political isolation, protracted insurgency in some areas, and recurring natural disasters. Agriculture remains the backbone of the economy, contributing close to 30 percent of regional GDP and providing employment to over 75 percent of the people. The traditional jhum (shifting) cultivation—the predominant agriculture production method in the region—is no longer economically and environmentally viable due to increasing population pressure and shorter fallow periods, which have led to reduced soil fertility and lower productivity. Despite the relatively high literacy rate, the region also suffers from an alarmingly high youth unemployment rate of 14 percent, mainly as a result of high drop-out rates and a lack of skills. Since 2000, the World Bank in India has supported empowerment and livelihood enhancement through seven state level projects, which have mobilized over 30 million rural poor to enable them to access livelihood opportunities and build social, financial, and economic capital. The programs have resulted in increased savings, improved access to credit, livelihoods, and public services, and have contributed to the social empowerment of the excluded castes and indigenous people. Experience from these projects, and from IFAD- financed projects in three north east states (Assam, Meghalaya, and Manipur), identified the need for: (i) effective skill development for youth; (ii) linking community-based organizations with wider markets; (iii) improving communities’ access to credit and other financial services by forming sustainable institutions for the poor; and iv) convergence with other government programs. The North East Rural Livelihoods Project aims to empower the rural poor and improve their livelihoods in the states of Mizoram, Nagaland, Sikkim, and Tripura. The development objective is to improve rural livelihoods, especially for women, unemployed youths, and the most disadvantaged, in the participating north eastern states. The project has five components: ■■ To empower the rural communities and create sustainable institutions so that they manage common activities around microfinance, livelihoods and natural resource management. ■■ To develop the capacity of rural communities to plan and manage funds for economic initiatives. ■■ With various service providers, resource institutions and public and private sector organizations to bring resources such as finance, technology, and marketing so that the community groups are able to improve their livelihoods. ■■ To achieve a more focused approach towards planning and implementation of key livelihood sectors in the region ■■ To facilitate implementation, coordination, learning and quality enhancement. KEY EXPECTED RESULTS AND ACHIEVEMENTS: Expected results: ■■ 60 percent of female SHG members will increase their incomes by 30 percent. ■■ 30 percent of project-benefited unemployed youths will be employed ■■ 70 percent of the project supported households have diversified or scaled up their income generating activities. ■■ 50 percent of the institutions supported by the project are sustainable. Results to date: ■■ Mobilization of over 200,000 women, forming nearly 20766 self-help groups, 722 village organizations and over 1500 village level community development groups; ■■ 220 million rupees ($4 million) in community savings ■■ 880 million rupees ($16 million) in financing provided for rural livelihoods ■■ Development plans being implemented in 110 communities. IMPLEMENTING AGENCY: North East Livelihood Promotion Society, which was set up by the Ministry of Development of North East Region, Government of India. KEY DEVELOPMENT PARTNERS: North Eastern Region Community Resource Management Project (NERCOMP) financed by IFAD; North East Council, Ministry of Development of North East Region, Government of India. India Country Snapshot 81 openindia.worldbankgroup.org INDIA: ODISHA DISASTER RECOVERY PROJECT (ODRP) KEY DATES: Approved: February 20, 2014 Effective: August 27, 2014 Closing: March 31, 2019 IFC FINANCING: Soucer Original Disbursed Undisbursed Government of Odisha 0 IDA 153 40.2 (26.2%) 112.8 Total 153 *As of August 2016. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: On October 12, 2013, Cyclone Phailin hit a densely populated area of the state of Odisha, with 4.5 million people in the path of wind gusts up to 220 kilometers per hour. It was the strongest cyclone to hit the Indian coast in 14 years: a category 4 storm similar to the Super Cyclone 05B of 1999 that hit Odisha and killed more than 10,000 people, destroyed 275,000 homes and left 1.67 million homeless. Due to a highly successful and unprecedented government response, only about 44 people died in Cyclone Phailin, but the impact on coastal residents was extreme, particularly in the districts of Ganjam (where the cyclone made landfall), Puri, and Khordha. Damage was estimated at about US$1.45 billion, including US$480 million needed for housing reconstruction. The Odisha Disaster Recovery Project aims to restore and improve housing and public services in targeted communities of Odisha, and increase the government’s capacity to respond promptly and effectively to future emergencies. This project is part of a broader package to support the Government of Odisha’s reconstruction and recovery efforts and to strengthen their capacity to manage future events. The project has five components: ■■ Resilient housing reconstruction and community infrastructure: Focuses on the immediate reconstruction of damaged housing, restoration of public buildings and public service networks using resilient construction standards, and development of village development plans. ■■ Urban infrastructure in Berhampur: Focuses on Berhampur, the largest city in Ganjam district, to improve public services while at the same time reducing their vulnerability. It includes the upgrading of affected slums and technical assistance for the Berhampur Municipal Corporation to improve resilience of public services and urban planning. ■■ Capacity building in disaster risk management: Strengthens the state’s capacity in risk mitigation, preparedness, and disaster response. ■■ Implementation: Supports the incremental operating costs of the project, including training, exposure visits, and knowledge exchange programs for the Odisha State Disaster Management Agency (OSDMA) and Berhampur Municipal Corporation. ■■ Contingency emergency response: Can be triggered at the request of the government, following an adverse natural event that causes a major natural disaster to re-allocate project funds to support response and reconstruction. ■■ KEY RESULTS EXPECTED: ■■ 16,200 houses are planned for reconstruction in the districts of Ganjam and Khurda. Out of which 5,267 houses have been completed ■■ 11,815 houses have been insured against multiple hazards including during construction ■■ 2,300 families have had skills developing through training in masonry. ■■ By the end of the project, the Berhampur Municipal Corporation will have a raw water transmission main, about 8 km of improved roads, and about 15 km of improved drains. ■■ OSDMA will have an established Emergency Operations Center with trained staff and systems in place to plan for and respond to disasters. IMPLEMENTING AGENCY AND KEY PARTNERS: Odisha State Disaster Management Authority (OSDMA), and the Berhampur Municipal Corporation. 82 openindia.worldbankgroup.org INDIA: PARTIAL RISK SHARING FACILITY FOR ENERGY EFFICIENCY (PRSF) KEY DATES: Approved: February 25, 2015 Effective: August 31, 2015 Closing: April 1, 2022 FINANCING: Financier Financing* Disbursed Undisbursed Clean Technology Fund (CTF) 25.0 25.0 0 Global Enviroment Facility (GEF) 18.0 12.21 5.79 Total Project Cost *$ millions; as of June 30, 2016; For the CTF contingent finance-based guarantee instrument, the entire US$25 million has been disbursed by CTF to a trust fund account in the World Bank, and is available to PRSF Facility. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Energy efficiency is one of the most cost-effective options for India, to reduce energy costs, deliver increased economic productivity and competitiveness, increase energy security, and mitigate emissions of greenhouse gases. It is estimated that if India improves energy efficiency by 15% over the next decade, it could save $32 billion per annum and 15 GW by 2023. Under the Government of India’s National Mission for Enhanced Energy Efficiency (NMEEE), the energy efficiency market is estimated to be US$10 billion across demand side sectors (industries, MSMEs, public buildings, municipalities) but that remains largely untapped as most of the end users are unable to implement projects on a large scale, because of the lack technical capacity or financial credibility to borrow for energy efficiency investments. Domestic banks do not lend to smaller/mid-tier end users or to energy service companies (ESCOs) due to perceived risks. PRSF project was specifically designed to address these and create a market where it did not exist, by guaranteeing loans to ESCO-implemented projects. The project’s development objective is to assist India in achieving energy savings with mobilization of commercial finance and participation of ESCOs. As a pilot- scale engagement co-financed by CTF and GEF, a $ 37m partial risk sharing facility and associated $6m TA are designed to address barriers that impede large scale deployment of energy efficiency technologies that are not being financed by the domestic financial institutions due to perceived risks. It is aimed at mobilizing over $100m of private sector investments and catalyzing the scaling up of energy savings performance contracting market through ESCOs. KEY EXPECTED RESULTS: ■■ 860 GWh of annual energy savings achieved by projects that receive PRSF risk coverage ■■ 630,000 tons of CO2 emissions mitigated annually by projects that receive PRSF risk coverage ■■ A Total number of 460 ESCO-implemented energy efficiency investments whose loans receive credit guarantee from PRSF ■■ US$100 million total private capital mobilized IMPLEMENTING AGENCY: Small Industries Development Bank of India; Energy Efficiency Services Limited KEY PARTNERS: Bureau of Energy Efficiency; Ministry of Power India Country Snapshot 83 openindia.worldbankgroup.org INDIA: PMGSY RURAL ROADS PROJECT KEY DATES: Approved: December 20, 2010 Effective: February 18, 2011 Closing: June 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 500.00 499.86 0.14 IDA 900.00 840.18 14.03 Total Project Cost 1400 1340.04** 14.17 *US$ millions; as of June 30, 2016; due to SDR to $ conversation ratio chances there are less $ available under the project, for the same SDR under the project BACKGROUND AND OBJECTIVES: Pradhan Mantri Gramin Sadak Yojana (PMGSY) is a flagship programme of the Government of India (GOI) for empowering rural India (about 70 percent of country’s population still live in villages) through the provision of all-weather road access to all habitations in the country above 500 population (250 in special areas). The programme is being implemented by a dedicated agency at the centre level i.e. National Rural Roads Development Agency (NRRDA) under the Ministry of Rural Development (MoRD). Since its inception in the year 2000, an investment of about Rs.1400 billion has been made resulting in providing connectivity to about 116,310 habitations (out of 178,000 eligible habitations). About 472,685 km of rural roads have been constructed / upgraded under this programme. The program’s implementation capacity has been enhanced over time, with about 52,400 km being completed annually, compared to just 15,500 at the beginning of the program. However, even after 15 years of the programme, PMGSY has only achieved 79 percent of its initial targets and more than 20 per cent of the population still lack access to all-weather roads. The Bank’s $1.4 billion PMGSY Rural Roads Project covers a mixture of low-income states (Jharkhand, Rajasthan, Bihar and Uttar Pradesh), small special category upland states (Himachal Pradesh, Meghalaya, and Uttarakhand), and the middle-income state of Punjab. The project development objective is to support strengthening the systems and processes of the national PMGSY rural roads program to expand and maintain all- season rural access roads, resulting in enhanced road connectivity to economic opportunities and social services for beneficiary communities in the participating states. The project is structured around two components: (a) to cover civil works expenditures in the seven participating states associated with providing new all- season access to unconnected habitations, and upgrading important link routes in rural areas (b) providing technical assistance support to strengthen the capacity of relevant agencies to implement the program, including support for further enhancements to the On-line Management, Monitoring, and Accounting System to produce customized performance reporting at the national, state, and district levels. The reports will incorporate improved safeguards monitoring information and vulnerability- disaggregated data (including by gender), as well as data derived from third-party monitoring. KEY RESULTS: ■■ About 90 per cent of the target habitations under PMGSY have been connected in the participating states against a target of 72 per cent. ■■ The condition of PMGSY roads has improved. Road condition is measured through a Pavement Condition Index (PCI), which is a five-point scale where a number of two or lower is considered a satisfactory condition. Currently, about 64 per cent of rural roads are having a PCI of more than 2 against a target of 55 per cent. ■■ All 25,000 km roads under the project involving an expenditure of INR 89,000 million have been completed and opened to traffic. ■■ About 14 states have established road maintenance policies. MORD has also adopted a national training framework to build capacity of rural road agencies as well as the construction industry to introduce best practice examples in the rural roads. ■■ The project has been extended by one year at the request of MORD mainly to accomplish the institutional development initiatives on road maintenance, road safety, GIS, outcome monitoring, and capacity building. ■■ The Bank has undertaken a detailed assessment of PMGSY, supported development of environmentally optimized road designs, a national training framework for PMGSY, and an asset management strategy for rural roads using the Aus-Aid TF. IMPLEMENTING AGENCY: Ministry of Rural Development, Government of India, and National Rural Roads Development Agency. 84 openindia.worldbankgroup.org INDIA: PUNJAB RURAL WATER AND SANITATION SECTOR IMPROVEMENT PROJECT KEY DATES: Approved: March 24, 2015 Effective: June 19, 2015 Closing: March 31, 2021 IFC FINANCING: Financier Financing* Disbursed Undisbursed IBRD 248 49.94 198.06 Government of Punjab/India 106 1.47 Total Project Cost 354 17.47 *US$ millions; as of August 2015 BACKGROUND AND OBJECTIVES: The Punjab state had implemented a $154 million Rural Water Project during 2007-14 that demonstrated good service levels through community management while achieving close to 100 percent coverage of water supply. However, the state faces challenges of poor access: less than 30 percent households have water connections and 600,000 households do not have access to sanitation facilities. This is mainly impacting women, children and marginalized communities. The state government intends to scale up and consolidate the gains of the first project by adopting a demand responsive and decentralized service delivery approach to progressively raise the water and sanitation service standards and coverage, and also reform the service delivery institutions. The present Rural Water Sector Improvement Project has a development objective to improve water and sanitation service levels, reduce open defecation, and strengthen service delivery arrangements in targeted villages in Punjab. The project has six components: ■■ Augmentation and operational improvement of existing water supply schemes to deliver better service levels through community management in 970 villages; ■■ Sewerage schemes in 315 villages; ■■ 650,000 individual household water connections ■■ Addressing water quality issues such as contamination with heavy metals in 271 villages; ■■ Making the state Open Defecation Free (ODF) though supporting beneficiaries to build individual household toilets (620,000) complimented with behavior change activities ($60 million). ■■ Reforming the sector institution for improved service delivery and project management ($49 million), ■■ KEY EXPECTED RESULTS: ■■ 531 villages with higher service levels managed by the Gram Panchayat Water Sanitation Committees ■■ 2,428 village committees that are managing operations and maintenance of water supply schemes through full cost recovery ■■ 1,509 villages declared open defecation free ■■ 374 villages receiving improved quality of water ■■ 19,147 new piped household water connections that are resulting from the project intervention ■■ 2,911 piped water connections that are benefited from rehabilitation works undertaken by the project ■■ 110,860 improved latrines constructed IMPLEMENTING AGENCY: Department of Water Supply and Sanitation of the Government of Punjab. India Country Snapshot 85 openindia.worldbankgroup.org INDIA: PUNJAB STATE ROAD SECTOR PROJECT KEY DATES: Approved: December 5, 2006 Effective: April 2, 2007 Closing: June 5, 2017 IFC FINANCING: Financier Financing* Disbursed Undisbursed IBRD 250 194.32 55.68 IDA Government of India 44.12 Other Total Project Cost 294.12 *US$ million; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Punjab, located in the northwest, is one of India’s most prosperous states. The agricultural revolution in the 1960s and 1970s and resulting high economic growth substantially improved Punjab’s poverty and social indicators. Punjab is rural and landlocked. Two-thirds of its 25 million people live in villages, and agriculture, directly or indirectly, accounts for 40 percent of the economy, substantially above the Indian average of 24 percent. Better roads, lower transport costs, and higher transport service standards have been identified in the government of Punjab’s 10th Five-Year Plan as core elements of an enabling investment climate and a prerequisite for economic diversification and accelerated economic growth. While maintenance funding for national highways by the Government of India and for village roads through crop tax is sufficient, funding for the state highways has been grossly inadequate. (Until recently, funding for maintenance for Plans Roads was only 25 percent of that required). While funding for maintenance appears assured in the short term, the consequences from the previous inadequate maintenance funding and lack of capacity expansion can be only partially remediated. The Bank is supporting the road sector in Punjab because of the need to address the increasingly serious capacity constraints and to assist the Government of Punjab in strengthening its road maintenance management of the state highways. The project development objective is to improve operating conditions of state roads for road users, in a sustainable way, thus helping to provide the business enabling environment necessary to support Punjab’s economic development strategy. The original project had two components: ■■ Road upgrading, rehabilitation, and maintenance: Finances civil works along plan roads comprising upgrading, rehabilitation, and maintenance of about 1,000 km of roads; technical assistance; land acquisition; and the required pre-construction activities. ■■ Institutional strengthening: Funds measures for sector modernization and for improving sector efficiency, as well as for road safety. In 2012, as part of project restructuring, the loan closing date was extended by five years from the original closing date of June 5, 2012 to support Government of Punjab (GOP) in their endeavor to undertake a 10 year network based Output and Performance Based Road Contract (OPRC) to improve, rehabilitate and maintain about 200 km of state road network. KEY ACHIEVEMENTS: ■■ In the Phase I of the project about 640 kms of roads have been rehabilitated, resurfaced and maintained; ■■ 91 km of the OPRC network have been improved, 40 km rehabilitated and 29 km resurfaced. The cumulative physical progress of improvement/rehabilitation and resurfacing works is about 78.76%. For the fourth year of implementation, 56% of the work plan has been achieved and is expected that all works for the fourth year will be completed in December 2016. IMPLEMENTING AGENCY: Punjab Roads and Bridges Development Board. 86 openindia.worldbankgroup.org INDIA: RAJASTHAN AGRICULTURAL COMPETITIVENESS PROJECT KEY DATES: Approved: March 27, 2012 Effective: July 2, 2012 Closing: April 30, 2019 IFC FINANCING: Financier Financing* Disbursed Undisbursed IDA 109.00 2.34 96.47 Government of Rajasthan 48.40 Other (beneficiaries) 9.10 Total Project Cost 166.50 *US$ millions; as ofAugust 31, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The desert state of Rajasthan faces acute water quantity and quality issues. Covering 10 percent of India’s land area and accounting for 5 percent of the population, Rajasthan has less than 2 percent of the country’s water resources. Erratic rainfall and recurring droughts have exacerbated the situation. A large part of the state relies on groundwater for agriculture, and for industrial and domestic consumption, which has negative impacts on the quality and quantity of groundwater. Sustainable and efficient use of the state’s scarce water resources is a major challenge. Given the size of the agriculture sector and its water footprint, improved water and agriculture productivity coupled with market linkages are key elements for sustainable and inclusive growth. While there are many challenges to making the semi-arid dessert bloom, there are also significant opportunities: (i) a promising potential for diversification into higher-value, less water-consuming horticulture, floriculture, spice and medicinal plant production; (ii) scope for livestock development focusing on improved breeding, animal health, nutrition, and access to markets; (iii) availability of a range of tested on-farm water management technologies and agronomic practices; (iv) a policy framework that is increasingly conducive to private sector-led, sustainable agriculture, including recently revised state policies on agriculture, livestock, and agribusiness development, as well as water resources management; and (v) the possibility of scaling up experience in PPPs in agriculture. The development objective of the project is to establish the feasibility of sustainably increasing agricultural productivity and farmer incomes through a distinct agricultural development approach that integrates agriculture water management and agricultural technology, farmer organizations, and market innovations in selected locations across the 10 agro-ecological zones of Rajasthan. The project has four components: ■■ Climate resilient agriculture: Supports climate-resilient approaches for sustainable use of the natural resource base, through agricultural and livestock production systems aiming to increase long-term productivity and farm incomes in an environment marked by increased climate and rainfall variability. Activities include: (i) harvest, capture, collection, delivery, and distribution of water for agriculture and livestock purposes in surface water-irrigated canal command areas, groundwater sources, and rain-fed areas; (ii) on-farm water use efficiency; (iii) soil moisture and fertility improvements; (iv) sustainable intensification and diversification of farm production; and (v) integrated crop and livestock farming systems. ■■ Markets and value chains: Will enable farmers to engage in profitable and sustainable market-oriented production, and promote partnerships and market link- ages with other value chain participants and agribusinesses. ■■ Farmer’s organizations and capacity building: Supports: (i) establishment of farmer groups and organizations; (ii) capacity building for participatory planning and plan implementation of collective actions; and (iii) strengthening institutions and human resources associated with the project implementation. ■■ Monitoring and evaluation, and learning: Aims to implement robust monitoring and evaluation systems, which will support potentially scaling up successful approaches across the state. Work will also focus on strengthening synergies, and convergence with ongoing schemes of the government of Rajasthan and the Government of India. KEY EXPECTED RESULTS: By the end of the project in 2019, it is expected that: ■■ Water used in agriculture will be reduced by 15 percent (from 3,000 cum to 2,550 cum per gross irrigated area). ■■ Water use efficiency will increase by 65 percent over the baseline. IMPLEMENTING AGENCY: The Rajasthan Agricultural Competitiveness Project Management and Implementation Society, Government of Rajasthan. India Country Snapshot 87 openindia.worldbankgroup.org INDIA: RAJASTHAN ROAD SECTOR MODERNIZATION PROJECT KEY DATES: Approved: October 29, 2013, 2013 Effective: Expected on April 2, 2014 Closing: December 31, 2018 IFC FINANCING: Financier Financing* Disbursed Undisbursed IDA 160 0.00 160 Government of India 67 0.00 67 Total Project Cost 227.00 For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Rajasthan is one of the largest states of India, accounting for 10% of total area and 5% of the population. The state has good potential for growth in agriculture and agro- based industries, mining and minerals processing, tourism, handicrafts and cottage industries, but this potential is unrealized due to inadequate road infrastructure and market linkages. Rajasthan has a road network of 193,017 km, including 7,260 km of National Highways (NH), 10,953 km of State Highways (SH), 9,900 km of Major District Roads (MDR), 25,033 km of Other District Roads (ODR) and 139,871 km of Village/Rural Roads. Due to years of under-investment and inadequate maintenance, many of the State Highways and MDRs are in poor condition in terms of quality, shape, pavement strength, drainage, and safety. They are disjointed due to missing links and dilapidated bridges. Only about 11 percent of SHs and MDRs are double lane. The road safety situation in Rajasthan is serious and deteriorating. It ranks fifth in the total number of fatalities in 2011, making up 6.5% of all fatalities in India. The Prime Minister Gram Sadak Yojana (PMGSY) PMGSY provided all weather road connectivity to about 81% of eligible habitations having above 500 people and to habitations having 250 people in desert and tribal areas of the state. The project development objective is to improve rural connectivity, enhance road safety and strengthen road sector management capacity of the state of Rajasthan. The project’s components are : ■■ Support construction of about 2500 km rural roads to provide connectivity to about 1,300 revenue villages with population between 250 and 499 people in the areas of the state not covered by PMGSY and introduce good practices of cost effective low volume technologies. ■■ Support implementation of a Road Sector Modernization Plan (RSMP) in the areas of: (i)Improved policy framework; (ii) Modernization of Engineering Practices and Business Procedures; (iii) Sustainable Asset Management; (iv) Institutional and Human Resource Development; (v) Preparing a pipeline of feasible projects for implementation and; (vi) Enhancing Governance & Accountability in Public Works Department. ■■ KEY EXPECTED RESULTS: ■■ An increased share of rural population with access to an all-season road. ■■ Increased percentage of Core Road Network in good/fair condition. ■■ A reduction in annual fatality count on model road safety corridors. IMPLEMENTING AGENCY: Rajasthan Public Works Department. 88 openindia.worldbankgroup.org INDIA: RAJASTHAN RURAL LIVELIHOOD PROJECT KEY DATES: Approved: January 11, 2011 Effective: June 22, 2011 Closing: October 15, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 122.84 49.37 66.99 Government of India Other Total Project Cost 122.84 49.37 66.99 *$ millions; as of June 30, 2015; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Rajasthan is India’s largest state in terms of area and 8th of 28 states in terms of both population and state GDP. More than three-quarters of its population lives in rural areas. Despite a rapid decline in poverty from 50% in 1970 to 24% in 2005, to about 15% in 2011-12, the absolute number of the poor still stands at ten million as per the 2011 census. The RRLP focuses on 17 districts in Southern and Eastern Rajasthan with relatively higher incidence of poverty. The Project Development Objective is to enhance economic opportunities and empowerment of the rural poor, with a focus on women and marginalized groups, in the 17 targeted districts of Rajasthan. The project has four components: ■■ The Institution Building and Social Empowerment component helps the poor mobilize themselves into Self Help Groups (SHGs) and develop their capacity to initiate and expand sustainable livelihoods activities. ■■ The Community Investment Support component supports asset creation of self-help groups and their federations; and identifies and supports innovative ap- proaches to improve livelihoods of the rural poor. ■■ The Skill Development and Employment Promotion component supports beneficiaries to connect to new employment opportunities through the creation of a structured mechanism for skill development and job creation. ■■ The Project Implementation Support component facilitates various implementation, coordination, learning and quality enhancement efforts. KEY ACHIEVEMENTS: ■■ 30,458 self-help groups (SHGs) mobilized, representing 93% of the project end goal of 33,000 SHGs. ■■ 21,941 SHGs have received the first tranche of Community Investment Funds (CIF) and 15,367 SHGs have received both the first and second tranche of project financing respectively; and 9,836 SHGs linked to bank credit. ■■ SHGs have cumulatively saved $5 million and an additional $10.57 million has been mobilized through bank credit linkages. ■■ 1,394 Village Organizations (VOs) and 52 Cluster Level Federations (CLFs), federated community organizations of SHGs at the village and block level respectively, have been formed IMPLEMENTING AGENCY: The RRLP is implemented by an independent umbrella society – Rajasthan Ajeevika Vikas Parishad (RGAVP) - established by the Government of Rajasthan to implement various anti-poverty initiatives. India Country Snapshot 89 openindia.worldbankgroup.org INDIA: RURAL WATER SUPPLY AND SANITATION PROJECT FOR LOW INCOME STATES KEY DATES: Approved: December 30, 2013 Effective: April 8, 2014 Closing: March 31, 2020 IFC FINANCING: Financier Financing* Disbursed Undisbursed IDA 500 21.13 434.16 Government of India 330 State Contribution (Assam, Bihar, Jharkhand, UP) 162 Community Contribution 8 Total Project Cost 1000 **$ millions; amounts based on exchange rate as of June 30, 2016. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India’s Ministry of Drinking Water and Sanitation has prioritized four states (Assam, Bihar, Jharkhand and Uttar Pradesh) as a Phase I special focus program for rural water and sanitation in low-income states. The piped water and sanitation coverage in these four states is extremely low. Access to household piped water in Assam is 6.8 percent; Bihar 3.7 percent; Jharkhand 2.6 percent; and Uttar Pradesh 20.5 percent. Access to household toilets is just 18 percent in Bihar; 8 percent in Jharkhand; and 22 percent in Uttar Pradesh. Although Assam has higher coverage, with 60 percent of households having access to toilets, about half of these are insanitary. The project development objective is to improve piped water supply and sanitation services for selected rural communities in the target states through decentralized delivery systems and to increase the capacity of the participating states to respond promptly and effectively to an eligible crisis or emergency. The project has four components: ■■ Capacity building and sector development will support the building of institutional capacity for implementing project activities, along with sector development studies to inform policy decisions. ■■ Infrastructure development will support investments for improving water supply and sanitation coverage, including construction of new infrastructure and reha- bilitation and augmentation of existing schemes. ■■ Project management support includes project management support to the various entities at the national, state, district, and village levels for implementing the project. ■■ Contingency emergency response KEY EXPECTED RESULTS: ■■ 1.5 million new piped household water connections will be made. ■■ 2.7 million people will be using improved latrines in the project areas. ■■ Operation and maintenance cost recovery across habitations in the project area will increase. IMPLEMENTING AGENCIES: Government of India: Ministry of Drinking Water and Sanitation; Government of Assam: State Water and Sanitation Mission, Public Health & Engineering Department; Government of Bihar: State Water and Sanitation Mission, Public Health & Engineering Department; Government of Jharkhand, State Water and Sanitation Mission: Drinking Water & Sanitation Department; Government of Uttar Pradesh: State Water and Sanitation Mission: Department of Rural Development. 90 openindia.worldbankgroup.org INDIA: SECOND KERALA RURAL WATER SUPPLY AND SANITATION PROJECT (JALANIDHI II) KEY DATES: Approved: December 15, 2011 Effective: April 17, 2012 Closing: June 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IDA 155.3 65.04 73.66 Government of Kerala 46.2 Other 39.7 Total Project Cost 241.2 *US$ millions, as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The government of Kerala has significantly improved rural water supply coverage, from 58.6 percent in 2003 to 67.7 percent by 2010. Kerala has also achieved impressive coverage of household sanitation: 95 percent of rural households have access to a toilet facility, and 87 percent of Gram Panchayats (GPs) have received the Government of India’s “Clean Village Award” for 100 percent ODF status. Nevertheless, rural households disproportionally remain without adequate water supply, and the access gap between rural and urban areas needs to be bridged. The gap is particularly acute in remote villages and areas with low quantity and poor quality of water. Challenges include: increasing presence of fluoride, iron, and salinity; contamination of private drinking wells due to poor sanitation; emergence of water- stressed areas where demand outstrips local supply; increasing numbers of “slipped back” habitations; continued dependence of large number of households on private open wells that dry up in the summer; and low coverage of household connections from piped water systems. The development objective of the Second Kerala Rural Water and Sanitation Project (also known as Jalanidhi II) is to increase the access of rural communities to improved and sustainable water supply and sanitation services in Kerala, using a decentralized, demand-responsive approach. The project has three components: ■■ Institution building, which supports the capacity building of sector institutions and support organizations, assists the Government of Kerala in implementing a statewide sector-development program, and supports project management costs. ■■ Technical assistance, which provides technical assistance to implementing agencies to ensure that infrastructure investments under the third component are properly implemented and resulting services efficiently provided. ■■ Infrastructure development, which finances investments for: (i) new and rehabilitated intra-GP rural water supply schemes; (ii) pilot rehabilitation and modern- ization of multi-GP water supply schemes and transfer of internal distribution to GPs; and (iii) sanitation schemes, mainly covering community-centric solid and liquid waste management and household sanitation solutions in difficult terrain. KEY EXPECTED AND ACHIEVED RESULTS. Water supply interventions under the project will benefit some 288,000 households, or 1.15 million people, and some 690,000 people will benefit from improved sanitation services. Achievements include ■■ 367,300 direct project beneficiaries (of which 51 percent are women, 45 percent are below the poverty line, 9.5 percent are members of Scheduled Castes, and 7.5 percent are members of Scheduled Tribes.) through improved water supply. This includes ■■ 1228 water supply schemes have been completed and commissioned, of which 293 are rehabilitated schemes and the rest are small water supply schemes. One large multi-GP scheme covering twelve GPs in Trichur and Malapuram districts are in the advanced stage of completion. Additional large water supply schemes have been initiated by the Kerala Rural Water Supply and Sanitation Agency (KRWSA) and Kerala Water Authority (KWA). ■■ An estimated 40.870 households have been covered with clean water supply and sanitation through 20 Batch I GPs. Water supply and sanitation activities are in implementation in 60 Batch II GPs, 12 multi GP and 23 Batch III; estimated to cover 125,908 households and 47,219 households.. ■■ 210,781 persons have benefited from access to improved sanitation facilities. ■■ Preparation of water security plans for all GPs have been completed. ■■ Some GPs are undertaking ground water recharge activities through convergence of the Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) and project resources. IMPLEMENTING AGENCY: Water Resources Department, KRWSA, Government. of Kerala India Country Snapshot 91 openindia.worldbankgroup.org INDIA: SECONDARY EDUCATION PROGRAM KEY DATES: Approved: March 22, 2012 Effective: November 7, 2012 Closing: June 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 500 500 0 Government of India 3300** 2700 600 Other (DFID) 90 90 0 EU 28 0 28 Total Project Cost 3918 3290 628 *$ millions; as of June 30, 2016; **revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The outstanding success of the Government of India’s elementary education program, which increased enrollment rates to almost 100 percent, is putting pressure on secondary education (grades 9 and 10). Secondary education needs to expand rapidly in response, while at the same time improving the quality of education: two Indian states which participated in the OECD PISA assessment of 15-year-olds in mathematics, science, and reading, ranked at the very bottom of 70+ participating countries/regions. The Government of India asked the Bank to support expansion and quality improvement in secondary education through the Bank’s flagship program, given our long history of support to elementary education. The Secondary Education Program, like SSA, is also funded by DFID and the European Union (EU), though total Development Partner contributions are about 10 percent of costs over five years. However, the Bank’s financial contribution enables it to support and influence the shape of the whole multi-billion dollar program. The project development objective is to help India achieve increased and more equitable access to good quality secondary education through support of the Government’s ongoing program for secondary education as delineated in the Rashtriya Madhyamki Shiksha Abhiyan (RMSA) Framework. The Framework is designed to expand access, enhance equity, and improve the quality of secondary education; and in particular, support new innovations and expansion of promising pilot programs. Quality improvement activities include teacher professional development, recruitment of additional teachers, and capacity building of local institutions to support change. Access will be expanded through new and upgraded schools, especially in underserved areas, outreach to communities, more relevant learning materials, and better teachers. Innovations will be supported through new activities of the RMSA program, with clear guidelines for application and appraisal of proposals. The RMSA program will contribute to the improvement of access, equity, and quality in secondary schools across India, preparing students for higher education and eventually the job market. KEY ACHIEVEMENTS: ■■ Enrolment increased by 10 million (from 28 million in 2009-10 to 38 million in 2014-15, against a target of 40 million in 2017); ■■ Gross enrolment ratio increased significantly from 58% in 2009-10 to 78% in 2014-15 (against a target of 90% in 2017); ■■ Gender parity was achieved in 2014-15 (met the 2017 target). ■■ National system for student learning assessment was established with first round of grade 10 National achievement Survey conducted in 2015-16 IMPLEMENTING AGENCY: Ministry of Human Resource Development, Department of School Education and Literacy. New Delhi. State Governments are responsible for implementation with a Centre-State funding ratio of 60:40 (for North eastern and hilly states and Union Territories contribute it is 90:10). KEY DEVELOPMENT PARTNERS: DFID (direct to program) and EU (through education sector budget support). 92 openindia.worldbankgroup.org INDIA: SUSTAINABLE URBAN TRANSPORT PROJECT (SUTP) AND GEF- SUSTAINABLE URBAN TRANSPORT PROJECT KEY DATES: Approved: December 10, 2009 Effective: May 3, 2010 Closing: March 31, 2018 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 105.23 47.91 57.32 Global Environment Facility 18.45 10.29 8.16 Government of India 223.1 Total Project Cost 328.66 *US$ millions, as of August 23, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India’s continuing urbanization and high economic growth over the last decade have led to an inevitable rise in ownership and use of motorized vehicles across the country’s cities and towns. Two-wheeler (e.g. mopeds, motorcycles) and car ownership in cities has grown by double digits. This growing motorization may be exacerbated by rising incomesAs more cars and two-wheelers hit the streets, city centers become congested, road safety deteriorates, and the environment suffers as GHG emissions increase. While the urban transport sector accounts for less than 10 percent of India’s total emissions, it is one of the fastest growing sectors in terms of fossil fuel consumption. Interventions to develop attractive alternatives to personal modes of transport are urgently needed. With support from the Global Environment Fund, the Bank, in partnership with United Nations Development Program (UNDP), has been supporting the Ministry of Urban Development since 2006 to develop and implement a Sustainable Urban Transport Program, which aims to strengthen national and local government capacity in urban transport planning and management in a more integrated and comprehensive manner. The project supports the implementation of the India National Urban Transport Policy. The project development objective and global environment objective is to promote environmentally sustainable urban transport in India, including through demonstration projects in selected cities. The project has two components: ■■ Capacity development assistance for urban transport: Provides technical assistance to the Ministry of Urban Development to improve national, state and local capacity to implement the National Urban Transport Policy. ■■ City demonstration projects. These demonstration projects focus on: public transport, non-motorized transport, and a pilot Intelligent Transport System (ITS). City pilot projects include rapid bus corridors and bicycle lanes. KEY ACHIEVEMENTS: ■■ The Leaders in Urban Transport Planning training program has been successfully running in India with CEPT University; roughly 270 Indian officials have under- gone training at CEPT and various international locations. ■■ Guidance Documents covering seven topics (Unified Metropolitan Transit Authorities, Urban Transport Fund, Transit oriented Development, Non Motorised Trans- port Masterplan, Traffic Management & Information Control Centre, National Urban Transport Helpline, contracting Private Bus Operations) are nearly finalized. ■■ Among the City Demonstration projects are an ITS System for Mysore city bus which is beginning to realize significant operational improvements, in Pimpri Chinchwad, the two BRTS corridors are in operation (one of which is Bank supported) with strong ridership and positive feedback and an interim bus service is being operated by Naya Raipur Development Authority (NRDA) between Raipur and Naya Raipur in advance of launch of the BRT Lite. IMPLEMENTING AGENCY: MMoUD, Pimpri-Chinchwad Municipal Corporation, Naya Raipur Development Authority, Hubli-Dharwad BRTS Company Limited, Karnataka State Road Transport Corporation, Atal Indore City Transport Services Limited, Mysuru City Corporation KEY DEVELOPMENT PARTNERS: UNDP. India Country Snapshot 93 openindia.worldbankgroup.org INDIA: SUSTAINABLE LIVELIHOODS AND ADAPTATION TO CLIMATE CHANGE PROJECT KEY DATES: Approved: December 19, 2014 Effective: February 12, 2015 Closing: June 30, 2018 FINANCING: Financier Financing* Disbursed Undisbursed Special Climate Change Fund 8.0 1.04 6.96 Government of India 2.17 Total Project Cost 10.17 *US$ millions; as of August 30, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: There is a growing concern that climate change could slow the progress in poverty reduction in India. India’s poverty rate is estimated to increase 3–4 percentage points by 2040 compared to the counterfactual of zero warming, resulting in around 50 million more people being poor. Agriculture provides employment to 72.3 percent of the rural workforce including 64 percent of poor households – 94.19 million of whom are women cultivators and women farm labor. The dominant agricultural livelihoods of the poor (crop cultivation, livestock, fisheries, etc.) are hugely dependent on natural resources. Climatic hazards that affect the availability of these natural resources, adversely affect the livelihoods of the poor by impacting production, affecting incomes and preventing building up of assets. Thus, conventional poverty alleviation approaches alone would not suffice for the rural poor to exit poverty and stay above the poverty line. Risk management strategies to contend with climate change impacts are required. The Sustainable Livelihoods and Adaptation to Climate Change (SLACC) Project is financed from the Special Climate Change Fund administered by the GEF. SCCF is among the limited windows available to India to access climate adaptation-related grants. The SLACC project builds on World Bank’s long standing partnership with the Government of India and will establish a large scale proof-of-concept on integrating community-based climate adaptation planning and implementation into GoI’s National Rural Livelihood Mission (NRLM). SLACC will strengthen collaboration and partnerships with other GoI initiatives, such as wage employment, agriculture. It will specifically focus on facilitating access of small farmers to enabling services through strategic agricultural investments in agro-advisories, weather-based insurance, participatory research and extension on drought and flood tolerant crop varieties, etc. At the national and state levels, SLACC will reach out to agriculture and other allied agencies to raise the policy dialogue on climate change issues. SLACC has three components: ■■ Planning, Service Provision and Implementation of Climate Change Adaptation to support risk assessment, planning, service provision and implementation of climate adaptation interventions. ■■ Scaling and Mainstreaming Community-Based Climate Adaptation to enable support and build capacity for the implementation of climate adaptation interven- tions, and to develop the strategy for scaling up. ■■ Project Management and Impact Evaluation to augment the management units within the NRLM and SRLM institutional structure to enable coordinated func- tioning and efficient implementation of SLACC. KEY EXPECTED RESULTS. ■■ 50% of the targeted households adopt livelihoods with enhanced resilience ■■ 8,000 farmers demonstrate climate resilient agriculture practices ■■ 50% of the targeted households demonstrate strengthened awareness and ownership of adaptation and climate risk reduction processes. ■■ 800 Self Help Group members, community resource professionals and Village Organization representatives are trained in adaptation-related technologies ■■ About 300 staff of state and district offices and extension and rural service providers are trained in technical adaptation themes ■■ Climate change adaptation guidelines developed for NRLM implementation framework KEY DEVELOPMENT PARTNERS: Ministry of Rural Development, Government of India and State Rural Livelihoods Missions in Bihar and Madhya Pradesh 94 openindia.worldbankgroup.org INDIA: SWACHH BHARAT MISSION SUPPORT OPERATION KEY DATES: Approved: December 15, 2015 Effective: April 27, 2016 Closing: June 30, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 1500 0 1500 Government of India 20500 Total Project Cost 22000 *$ million; disbursement as of June 30, 2016. For For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: More than 750 million people in India lack access to improved sanitation, with 80 percent of them located in rural India. Only 15 percent of the bottom quintile and 25 per cent of the second poorest quintile have access to improved sanitation. Open defecation and poor sanitation practices constitute one of the greatest development challenges facing India. In 2014 the Government of India, led by Prime Minister Modi, launched the iconic Swachh Bharat Mission -Gramin (SBM-G), the largest rural sanitation program, which aims at behavior change to end open defecation by 2019, targeted symbolically to coincide with the 150th anniversary of Mahatma Gandhi’s birth. The SBM-G focuses on changing people’s behavior in order to trigger and sustain the usage of toilets, to achieve and sustain open defecation free status in villages and overall cleanliness in villages with improved solid and liquid waste management. World Bank Support uses two lending instruments: Program for Results and Investment Project Financing. The Operation leverages the other IDA/ IBRD financed rural water and sanitation projects and a large Bank-executed Technical Assistance program. The operation provides results-based fiscal transfers to reward states for outcomes achieved and for scaling up the implementation of the program across India. The program is setting up an independent third party verification mechanism as well as a citizens’ engagement systems of social audits and grievance redress mechanisms. It includes capacity support to different tiers of government – states, districts, sub-districts and rural local bodies, including knowledge sharing among implementing tiers. The development objective of the SBM-G Support Operation is to reduce open defecation in rural areas and strengthen the national government’s capacity in program management, advocacy, capacity development and behavior change communications. KEY EXPECTED RESULTS. ■■ The project is expected to increase the percentage of the rural population with access to safe and functional sanitation facilities from 30 percent to 60 percent, with special focus on women and poor and vulnerable segments of the rural population. ■■ It will also reduce open defecation in rural areas and sustain open defecation free status in villages where this has been achieved. ■■ It will increase the percentage of the rural population with solid and liquid waste management systems. ■■ It will seek to strengthen the capacity of the Ministry of Drinking Water and Sanitation on program management, advocacy, behavior change communications, and improved monitoring and evaluation system to measure results. IMPLEMENTING AGENCY: Ministry of Drinking Water and Sanitation, Government of India India Country Snapshot 95 openindia.worldbankgroup.org INDIA: TAMIL NADU AND PUDUCHERRY COASTAL DISASTER RISK REDUCTION PROJECT KEY DATES: Approved: June 20, 2013 Effective: January 29, 2014 Closing: July 31, 2018 FINANCING : Source Original Disbursed Undisbursed Government of Tamil Nadu & Government of 101.2 Puducherry IDA 236 97.0 (41%) 139.0 Total 337.2 *As of August 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: In agreement with the Government of India, Government of Tamil Nadu, and the Government of the Union Territory of Puducherry, the Bank initiated the Tamil Nadu and Puducherry Coastal Disaster Risk Reduction Project (CDRRP) in June 2013 to follow up on earlier projects to revive livelihoods and promote recovery in areas affected by the 2004 Tsunami as well as supporting housing reconstruction, evacuation shelters, and early warning systems in communities regularly exposed to cyclones, storm surges, coastal flooding. The CDRRP focuses on new initiatives in risk reduction and mitigation. The CDRRP aims to increase the resilience of coastal communities in Tamil Nadu and Puducherry to a range of hydro-meteorological and geophysical hazards along with improving the capacity to respond promptly and effectively to a crisis. The project has five components. ■■ Vulnerability reduction of coastal communities through infrastructure such as permanent houses, evacuation shelters and routes, and resilient electrical network; ■■ Sustainable fisheries which aims at upgrading infrastructure, and addressing safety at sea; ■■ Capacity building in disaster risk management of government institutions, civil society, the school education system and coastal communities; ■■ Implementation support that includes incremental operating costs, that of operating the Project Management Unit (PMU) and respective Project Implementation Units (PIUs) in the line departments and ■■ Contingent emergency financing which will be drawn by the Government of Tamil Nadu and/ or Puducherry to cover emergency response and recovery costs. KEY EXPECTED AND ACHIEVED RESULTS. ■■ Reconstruction of over 16,000 vulnerable houses from earlier ETRP is now completed. Several fisheries infrastructure works including harbors, fish landing cen- ters and stability control measures for navigation channels are completed. ■■ Out of the 121 Multipurpose Evacuation Shelters (MPES), 70 are completed. 143 evacuation routes are completed. ■■ 453 Early warning dissemination systems are currently being installed – 118 sites completed. ■■ Disaster Risk Management curriculum have been introduced in the school curriculum from class 7 to 10, will be soon introduced in class 11 and 12. ■■ Through Community Based Disaster Risk Management (CBDRM), 561 coastal habitations are participating in risk mapping and formation of Village Disaster Risk Management Teams – 477 village disaster management plans are formed and total of 2500 task forces have been trained (5 in each habitation). ■■ By 2018 the coastal communities of Tamil Nadu and Puducherry will be covered by 453 early warning systems, access to 121 MPES, and 1834 (934 km in Tamil Nadu and 900 km in Puducherry) kilometers of electrical cables will be underground. IMPLEMENTING AGENCY: The project supports the Government of Tamil Nadu and Government of Puducherry in implementing the project and works with other state agencies such Fisheries Department, Environment and Forest Department, Public Works Department and Rural Development Department. 96 openindia.worldbankgroup.org INDIA: TAMIL NADU EMPOWERMENT AND POVERTY REDUCTION PROJECT KEY DATES: Approved: July 12, 2005; November 18, 2010 (AF) Effective: October 24, 2005 and February 22, 2011 (AF) Closing: June 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 274 88.71% $23.54% Government of India 64 Other 12 Total Project Cost 350 **$ millions; as of June 30, 2015; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Tamil Nadu is India’s 11th largest state by area and the seventh most populous state. It is also one of the most industrialized states and had the country’s second largest economy in 2012. However, over 20 percent of the population continues to live in poverty, a situation which is particularly pronounced in rural areas with high inequality and a large disabled population. A large portion of the population depends on agricultural for their livelihoods, due to low skill levels and weak access to credit and markets with which to engage the growing non-farm sector. The World Bank has financed empowerment and livelihood projects in India since 2000, mobilizing over 30 million rural poor to form their own institutions and enabling them to access livelihood opportunities and build social, financial, and economic capital. There have also been a number of state-level livelihood projects. The development objective of this project is to empower the poor and enhance their livelihoods through the development of community-level institutions; to enhance skills and capacities of the poor (especially women, youth, the differently abled, and the vulnerable); and to finance demand-driven investments related to livelihoods for the target poor. The project has three components: Building institutional capacity, and funding productive livelihood-related investments at the village level; Strengthening project teams at the state and district levels to extend support to the village level and support monitoring, evaluation, and learning; and project management, including staffing and human resource development. KEY ACHIEVEMENTS: ■■ The project has mobilized almost a million households into 94,170 Self-Help Groups (SHGs) and 13,300 special groups. 98% of the identified vulnerable house- holds. have accessed project funds and support services. ■■ The SHGs created under the project are supporting income generation, skills development and employment creation; they now have internal savings to the tune of US$140 million equivalent and have leveraged an additional US$700 million as credit from the formal banking sector. ■■ 4,465 Village Poverty Reduction Committees (VPRCs) and 4,464 Panchayat Level Federations (PLFs) that were promoted by the project are delivering financial and entitlement services to targeted households. ■■ Almost 5,800 Common Livelihood Groups (CLGs) were formed to support livelihood activities in terms of technical approach, input prices and product markets. ■■ Over 436,700 youth have completed skills training with almost 372,700 now in employment. ■■ The project has been successful in reducing high cost debt burden (29.3% fewer households take high cost loans) and has shifted the livelihoods portfolio more towards skilled employment (53.4% household loans for non-farm livelihoods and percentage of skilled workers in households is now 31.6% higher). IMPLEMENTING AGENCY: Tamil Nadu Pudhu Vaazhvu Society established by the Rural Development and Panchayat Raj Department, Government of Tamil Nadu. India Country Snapshot 97 openindia.worldbankgroup.org INDIA: TAMIL NADU ROAD SECTOR II KEY DATES: Approved: April 28, 2015 Effective: July 10, 2015 Closing: June 30, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 300 15.8 284.2 Government of Tamil Nadu Total Project Cost *US$ millions; as of June 30, 2016 BACKGROUND AND OBJECTIVES: The Highways Department (HD) of Tamil Nadu is responsible for managing about 62,000 km of the state’s road network, which comprises National Highways (4,974 km, 8 percent), State Highways (11,594 km, 18 percent), Major District Roads (11,289 km, 19 percent) and Other District Roads & Sugarcane Roads (34,160 km, 55 percent). Over the last decade, the Government of Tamil Nadu and its HD has made progress in enhancing the quality of roads, the road network and safety. But it still faces three notable challenges: inadequate investments, insufficient implementation capacity and poor road safety. These issues persist because of the rapid economic growth of the state and the consequent increase in the number of vehicles and the demand for road transport. During the last decade, while the length of the NH, SH and MDR in Tamil Nadu increased by about 50 percent, the number of registered vehicles in the state increased by 160 percent. According to the state’s Vision 2023 document, the road sector investment requirements over the next 10 years are estimated at INR 900 billion ($15 billion). As against these estimates, the annual capital expenditure for the entire sector currently stands at INR 24 billion ($400 million). In recent years, a sizeable portion of the capital expenditure is being channeled toward the ‘lower-traffic’ rungs of the network. Such emphasis on capacity expansion of ‘lower’ rungs of the network contributed to improved road access but it also resulted in underinvestment in capacity expansion of the ‘upper’ rungs of the network with high-traffic. Also, most capital expenditures are small-size, traditional item-rate contracts. Using this highly fragmented approach leaves a negligible impact and involves tackling a needy corridor through small stretches over several years. Problems include ■■ Low implementation capacity: In recent years, the capacity of HD for managing upgradation activity has increased but only up to about 800 km/year whereas to be able to achieve the state’s Vision 2023 of upgrading about 20,000 km of roads over the next 10 years, HD would need to more than double its implementation capacity. ■■ Road safety: Tamil Nadu currently ranks in the top five states in terms of road accidents, fatalities and injuries, accounting for about 13.8 percent of total accidents and 12 percent of people killed in road accidents in India. The state’s capacity to respond to the road safety challenge requires substantial augmentation across and through more coordinated involvement of multiple stakeholder departments such as transport, police, highways, health and education, not only at the state level but also at lower operational levels such as districts and corridors. The project development objective is to increase road capacity, enhance the quality of maintenance, improve safety and support institutional development of Tamil Nadu’s Core Road Network.. KEY EXPECTED RESULTS: The expected results are: ■■ Upgrading and maintenance of about 575 km of highways through EPC and PPP contracts and long-term performance-based maintenance of another 600 km of highways; ■■ A reduced average travel time on project roads; ( ■■ A reduced average vehicle operating cost on project roads; ■■ No increase in number of annual fatalities from road accidents on project roads. IMPLEMENTING AGENCY: Highways Department of Government of Tamil Nadu. 98 openindia.worldbankgroup.org INDIA: TAMIL NADU SUSTAINABLE URBAN DEVELOPMENT PROGRAM (TNSUDP) KEY DATES: Approved: March 31, 2015 Effective: August 21, 2015 Closing: March 31, 2022 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 400 21.6 378.4 Government of Tamil Nadu 200 10.8 189.2 Total Project Cost 600 32.4 567.6 *US$ millions; as of August 2016 BACKGROUND AND OBJECTIVES: For India, leveraging urbanization is central to its efforts in alleviating poverty and promoting shared prosperity, as India’s rapid economic growth is accompanied by an unprecedented spatial transformation. From amongst the larger states, Tamil Nadu is most urbanized and also has the second largest state economy in India and hence urbanization is of particular importance to Tamil Nadu. Though Tamil Nadu is a pioneer in many aspects of urban development, there remains a huge unfinished reform and investment agenda. The critical importance of urban development for the state is clearly spelt out in the Government of Tamil Nadu’s (GoTN) latest Twelfth Five-Year Plan and its Vision 2023 that sets out the vision for the sector as to “promote and facilitate the development of inclusive and sustainable cities”. The Bank has had a long engagement with the state government in the urban sector, including through the Municipal Development Fund (MDF) type urban projects that began with the setting up of the Tamil Nadu Urban Development Fund (TNUDF) in the late 1990s under TNUDP II, followed by the TNUDP III that closed in 2014. TNUDF has played an important role in fostering urban development in the state as well as greater access to financial markets for TN Urban Local Bodies (ULBs), while maintaining an outstanding track record of 100% loan repayments from ULBs over the last decade. With the success of TNUDF, GoTN has decided to address the next generation of urban development challenges in the state through TNSUDP. The current TNSUDP is also consistent with the Bank Group’s India Country Partnership Strategy (CPS) for FY 2013-2017, and contributes to the development goals set out under Engagement Area 2 of the CPS on “Spatial Transformation” by seeking to leverage the rural-urban transformation as an opportunity to reduce poverty and increase competitiveness and supporting India and the state of Tamil Nadu in achieving the following Engagement Area 2 outcomes: (i) strengthened institutional capacity of urban governments; (ii) improved urban services; and (iii) improved environmental protection. The Project Development Objective (PDO) of TNSUDP is to improve urban services in participating ULBs in a financially sustainable manner and to pilot improved urban management practices in selected cities. The project comprises three components: ■■ Results based grants for urban governance will provide results-based grants to selected eligible ULBs to implement new urban-management models that strengthen governance and financial sustainability. ■■ Investments in urban services will comprise three sub-components: Urban investments sub-component will provide investment support to participating ULBs for improvements in a range of urban services, including water, sewerage, municipal solid waste, urban transportation, septage management, and storm water drainage, as well as support project management and supervision. These will be based on demand from ULBs in the state, with an emphasis on “sustainability” and improvement of the urban environment. Credit enhancement sub-component will create a reserve fund to provide credit enhancement support for municipal bonds and other market-based loan instruments issued by ULBs, as well as the Water and Sanitation Pooled Fund (WSPF) of TNUDF. It will seek to further enhance Tamil Nadu’s pioneering efforts in mobilizing resources for urban infrastructure from financial markets. Project development and TNUDF technical assistance sub-component would provide technical assistance to: (i) ULBs to prepare and implement sub-projects, including environmental and social mitigation actions, and PPP arrangements; (ii) ULBs to implement credit enhancement measures; (iii) CoC, for urban flood risk mitigation; and (iv) TNUDF, for institutional development. ■■ Urban sector technical assistance is aimed at strengthening the state’s capacity to carry out urban finance and municipal governance reforms in: (i) developing next generation municipal e-governance and GIS systems for ULBs; (ii) institutional development and capacity building, including training, sector studies, operations and maintenance, and strengthening public financial management at ULBs; and (iii) project management. KEY EXPECTED RESULTS. ■■ At least 2 million urban residents receive improved urban services as result of interventions under the project. ■■ Out of such beneficiaries of improved urban services, at least 40 percent are female. ■■ Additional financial resources mobilized by ULBs for urban infrastructure through non-budgetary sources to the extent of $80 million equivalent. ■■ Aggregate increase in Own Source Revenues (OSR) of “Model Cities” under urban governance component of over $12 million equivalent through implementation of OSR improvement plans. ■■ Over 90 participating ULBs with new municipal e-governance systems for improved citizen interface and transparency. IMPLEMENTING AGENCY: TNUDF India Country Snapshot 99 openindia.worldbankgroup.org INDIA: TECHNOLOGY CENTER SYSTEMS PROGRAM (TCSP) KEY DATES: Approved: April 25, 2014 Signing and Effective: December 19, 2014 Closing: June 30, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 200 3.71 196.29 Government of India 200 0 200 Total Project Cost 400 0 400 *US$ millions as of August 25, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India is one of the world’s largest and most dynamic emerging markets with vast economic potential. However, GDP growth decreased from 10.5 percent in 2010 to 7.6 percent in 2013 (year-to-end as of March 2013). Looking to reverse these recent trends, the objective of the 12th Five-Year Plan (FY2013–2017) is to return to GDP growth rates in excess of 8 percent. The manufacturing sector will have to play an important role in this endeavor as it has long been recognized as an essential driver of economic development for most developing countries (e.g. it has an important economic and employment multiplier effect). Recognizing this potential, the Government of India’s National Manufacturing Policy set the objective of “enhancing the share of manufacturing in GDP from its current level of 15 to 25 percent within a decade and creating 100 million additional jobs.” This program’s development objective is to enhance the productivity of micro, small and medium enterprises (MSMEs) by improving their access to technology and business advisory services, as well as skilled workers through systems of financially sustainable Technology Centers (TCs). The project is composed of three components: ■■ Technical assistance to the existing and new TCs with respect to their technological and business needs under the guidance of Industry Specific Joint Working Groups comprising main industry leaders and representatives. ■■ Investments to upgrade the 18 existing TCs (currently called Tool Rooms and Technology Development Centers) and develop 15 new TCs spanning 25 states, including at least eight in low-income states. ■■ Technical assistance to the MSME Ministry for project implementation support as well as monitoring and evaluation. KEY EXPECTED RESULTS: ■■ Increase in the number of paid services rendered by TCs to enterprises including placement services from a baseline of 23,000 to an end target of 60,000. ■■ Increase in the number of long-term trainees employed in industry within six months of graduating from the TCs from 8,000 to 26,000 by 2020. ■■ Increase in the TCs’ net profit before depreciation (not including land) from $3.5 million in 2012 to $12 million by 2020. IMPLEMENTING AGENCY: Office of the Development Commissioner, MSME Ministry, Government of India 100 openindia.worldbankgroup.org INDIA: TECHNICAL EDUCATION QUALITY IMPROVEMENT PROJECT III KEY DATES: Approved: June 24, 2016 Effective: November 1, 2016 Closing: September 30, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 201.5 0.0 Government of India 201.5 0.0 Other 0.0 0.0 Total Project Cost 403.0 **$ millions; as of June 30, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: TEQIP III is the third phase of an envisioned 15-year phased program initiated with the first phase of TEQIP from 2002 to 2009. The project builds on the significant results achieved in the two phases of the project which supported over 250 engineering institutes and thousands of faculty members from institutes such as NIT Rourkela, College of Engineering Pune, Jawaharlal Nehru Technological University Hyderabad, and BIT Mesra. It has made a considerable impact on the quality of education by implementing institutional and policy reforms focusing on institutional autonomy and accountability. TEQIP’s third phase will respond to the need to make distribution of skills among labor market entrants more equitable across different parts of the country by focusing on states with under-performing engineering education systems. Nearly 50 percent of the population lives in India’s low income states, hill states, and states of the north east with poverty rates close to 48 percent. In these states, 16.8 percent of those in higher education study engineering courses, against 28.4 percent in other states and access to engineering courses is particularly poor for students from poorer households. Specific groups such as students from scheduled castes and tribes and female students have lower transition rates from the first year to the second year, relative to other students, leading to higher dropout rates. TEQIP III’s project development objective is ‘to enhance quality and equity in participating engineering education institutes and improve the efficiency of the engineering education system in focus states . The Project will support two main types of activities: ■■ Improving Quality and Equity in Engineering Institutes in Focus States: This will include support to government engineering institutes in focus states as well as Affiliating Technical Universities in those states. A select number of high-performing institutes from TEQIP I and II in other states will also be funded, with the primary objective of building twinning relationships between these institutes and those in focus states ■■ System-level Initiatives to Strengthen Sector Governance and Performance: This component will support activities to strengthen institutes such as the All India Council for Technical Education and National Board of Accreditation. It will also finance rigorous studies and evaluations, including student assessment and stakeholder satisfaction surveys. KEY EXPECTED RESULTS. ■■ An increase in average score of students participating in tests designed to measure technical and critical thinking skills. ■■ An increase in percentage of programs that have applied for or received NBA accreditation from 50% to 70%. ■■ An increase in percentage of students from traditionally disadvantaged groups (disaggregated by SC/ST, gender) in total enrolment in participating institutes from 15% to 20% (SC-ST) and 26% to 30% (women). ■■ An increase in percentage of participating institutes from focus states from 42.5% to 65%. IMPLEMENTING AGENCY: Ministry of Human Resource Development India Country Snapshot 101 openindia.worldbankgroup.org INDIA: TECHNICAL/ENGINEERING EDUCATION QUALITY IMPROVEMENT PROJECT II KEY DATES: Approved: March 18, 2010 Effective: August 6, 2010 Closing: October 31, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 187.87 126.17 61.7 Government of India 200 80 120 Other 0.0 0.0 Total Project Cost 387.87 *$ millions; as of June 30, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: TEQIP II is the second phase of an envisioned 15-year phased program initiated with the first phase of TEQIP from 2002 to 2009. The project builds on the significant results achieved in the two phases of the project which supported over 250 engineering institutes and thousands of faculty members from institutes such as NIT Rourkela, College of Engineering Pune, Jawaharlal Nehru Technological University Hyderabad, and BIT Mesra. It has made a considerable impact on the quality of education by implementing institutional and policy reforms focusing on institutional autonomy and accountability. TEQIP II’s project development objective is to strengthen selected institutions to produce more employable and higher quality engineers and prepare more post- graduate students to reduce faculty shortage. The Project supports the following components and activities: ■■ Improving Quality of Education in Selected Institutions: Activities focus on strengthening competitively chosen Institutions to improve learning outcomes and employability of graduates; scaling-up post-graduate education and demand-driven R&D; and faculty development for effective teaching ■■ Improving System Management: Activities focus on capacity building to strengthen management and project monitoring, evaluation and management KEY EXPECTED RESULTS: ■■ Under TEQIP II, undergraduate starting salary increased from 1.7 lakh to 2.8 lakh ■■ Under TEQIP II, transition rate of students from disadvantaged backgrounds from the first year to second year of UG study increased from 45% to 61% ■■ Under TEQIP II, Autonomous institutes increased from 30% to 65% ■■ Between 2009–10 and 2014–15, the number of publications in refereed journals in engineering fields almost doubled from 7,032 to 13,929 in TEQIP II insti- tutes. ■■ Under TEQIP II, faculty with at least an MTech degree increased from 45% to 89% ■■ Under TEQIP II, 30 Centres of Excellence have been established in collaboration with industry ■■ Building autonomy and accountability through establishing Boards of Governors (BoGs) in colleges ■■ Building a performance culture where institutes receive additional funds based on performance against benchmarks ■■ Building networks for sustainable reform and ecosystem for improvement TEQIP II has built key networks, within project institutes as well as top-ranking Indian engineering and management institutes, which have been leveraged to initiate a range of quality and governance improvement efforts within project institutes. IMPLEMENTING AGENCY: Ministry of Human Resource Development 102 openindia.worldbankgroup.org INDIA: TEJASWINI – SOCIOECONOMIC EMPOWERMENT OF ADOLESCENT GIRLS AND YOUNG WOMEN PROJECT KEY DATES: Approved: June 21, 2016 Effective: Expected by early November 2016 Closing: August 31, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IDA 63.0 0.0 63.0 Government of India 27.0 Total Project Cost 90.0 *$ millions; as of June 30, 2016; For more information see http://www.worldbank.org/projects/P150576?lang=en BACKGROUND AND OBJECTIVES: Created in 2000, Jharkhand is a low-income Indian state with a 39.1% poverty headcount and gross state domestic product of (GSDP) of US$589 (2010-11). With a population of 33 million, 76% is rural. The share of vulnerable groups is high with 12% belonging to a Scheduled Caste and 26% to a Scheduled Tribe. The population is also very young; adolescents and youth (ages 10-24) constitute 31% of the total population. Adolescent girls and young women are a particularly vulnerable group, as well as a source of vast under-realized potential for contributing to Jharkhand’s competiveness. In educational and economic opportunities, young women and adolescent girls are clearly lagging. A 2015 World Bank household survey found that 62% of young women (ages 16-24) were not in training, education, or employment, compared to 14% of young men in the same households. Only 16% of married girls ages 18-24 are employed (and only 1% are in regular wage employment), and only 31% of young women ages 18-24 achieved at least class 10. The project development objective is to improve completion of market-driven skills training and secondary education for adolescent girls and young women in select districts of Jharkhand. The project has three components: ■■ Expanding social, educational, and economic opportunities: supporting adolescent girls and young women in Jharkhand to achieve greater social, educational and economic empowerment by financing two major interventions at the community and institutional levels. This will be achieved by financing formation and capacity building of community-level young women’s groups, life skills education, community-level business skills training, community mobilization and com- munications, vocational skills training and non-formal education for a subset of project beneficiaries, and cash transfers ($150 per beneficiary) to about 15% of the total beneficiaries. ■■ Intensive service delivery: piloting and evaluating more intensive community-level service delivery models focused on increasing young women’s access to educational interventions, training, and employment opportunities. This will be achieved by financing a local full-time designated safe space (“cluster center”), and interventions for enhanced outreach to hard-to-reach populations. ■■ State capacity building and implementation support: strengthening of institutional capacity and outreach of the department of women & child development and social security and the Jharkhand women development society to ensure effective and efficient delivery of services for adolescent girls and young women in the state. ■■ KEY EXPECTED RESULTS: ■■ 200,000 project beneficiaries (ages 16–24) will complete market-driven skills training, ■■ 50000 project beneficiaries (ages 14–20) will receive a secondary education certificate through bridge education or Non Formal Education (NFE), ■■ 40% of the project beneficiaries will complete market-driven skills training or education (through mainstreaming or NFE) and are in paid employment or contin- ued education six months after completion. IMPLEMENTING AGENCY: Jharkhand Women Development Society (JWDS) under the Department of Women & Child Development and Social Security (DWCDSS), Government of Jharkhand India Country Snapshot 103 openindia.worldbankgroup.org INDIA: TELANGANA RURAL INCLUSIVE GROWTH PROJECT KEY DATES: Approved: December 19, 2014 Effective: April 18, 2016 Closing: June 30, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IDA 75 0.65 74.35 Government of Telangana 32 0 Total Project Cost 107 0 *US$ millions; as of August 2016 BACKGROUND AND OBJECTIVES: Telangana is a middle-income state, and has experienced significant economic growth and poverty reduction in recent years. However, prosperity is unevenly distributed: the poverty ratio among the Scheduled Tribes, Scheduled Castes, and Muslims is quite high when compared to the rest of the population. There is an income deficit since the small and marginal farmers, especially SC and ST households, have not adequately benefitted from growth in agriculture. There is also the human development deficit, as most health and nutrition indicators are worse for SCs and STs. They need to be addressed jointly to ensure shared prosperity and a greater pace of poverty reduction. The project will work concurrently on economic development, human development, and social protection with a focus on ICT. The project development objective is to enable selected poor households to enhance agricultural incomes and secure increased access to human development services and social entitlements. The project has five components: ■■ Value chain development: The objective of this component is to increase the income of small and marginal farmers through productivity enhancement and improved market access. This component will also invigorate local markets. ■■ Human development: To enable the community to hold the service providers accountable for service delivery in the HD sector, and improve HD service delivery by strengthening the existing public systems. It will target health, nutrition, sanitation, and education. ■■ Digital local government: This component aims to improve the coverage and service delivery of social protection entitlements to the poorest households, comple- menting the state government’s efforts to strengthen local government. ■■ ICT, TA and partnerships: ICT use especially open data systems and data analytics will be critical for the project. The project will make strategic investments in ICT especially open data systems and data analytics, provide technical assistance to line departments, and catalyze partnerships with public, private, and social enterprise sectors. KEY EXPECTED RESULTS AND ACHIEVEMENTS: Expected results: ■■ Enhanced incomes for 250,000 producers in selected project mandals. ■■ Improved human development outcomes for 250,000 poor households though the adoption of appropriate health, nutrition and sanitation behaviors ■■ Enhanced access to social protection and entitlement programs for 500,000 poor households through systems that deliver improved information, enrollment and payments. The beneficiaries under the project would constitute more than 50 percent of the small and marginal farmers and the SC/STs living in the target 150 mandals. Achievements to date: ■■ 66,441 people have benefitted through formation of 5 Farmer Producer Companies and 1350 Small Ruminant Producer Groups ■■ 253 Gram Panchayats have been declared Open Defecation Free through community-driven efforts in sanitation focused on behavior change. ■■ 33 One Stop Shops have been set-up at Panchayat-level which offer bundled services including government to person (G2P), person to government (P2G), and basic banking services. IMPLEMENTING AGENCY: The project is being implemented by the Society for Elimination of Rural Poverty, Department of Rural Development, Government of Telangana. 104 openindia.worldbankgroup.org INDIA: THIRD ELEMENTARY EDUCATION (SSA III) KEY DATES: Approved: May 16, 2014 Effective: July 10, 2014 Closing: September 30, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD IDA 1,006.20 498.23 507.97 Government of India 28,827.10 Other Total Project Cost 29,833.30 0 400 *$ millions; as of September 01, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: The Government of India launched the Sarva Shiksha Abhiyan (SSA) to provide children 6 to 14 years old with universal access to education, bridge gender and social category gaps in elementary education and improve the quality of learning in schools. The World Bank operation is now supporting the implementation of the third phase of SSA. It focuses on four key development objectives: improving attendance rates; improving retention rates; improving transition rates from primary to upper primary level; and enhancing and monitoring learning levels. The World Bank’s support seeks to ensure equitable participation from all sections of society; including girls, Scheduled Tribe (ST) students, Scheduled Caste (SC) students and Children with Special Needs (CWSN). The World Bank is supporting the entire program and is financing about 4 percent of it while focusing on three key thrust areas: improving quality for enhancing learning outcomes; strengthening monitoring and evaluation for enhanced accountability; and enhancing access and retention for disadvantaged children. Support for SSA has been structured through a programmatic Sector Wide Approach focused on monitoring and reporting sector-wide results; ensuring collaboration between the Bank, GOI, and Development Partners; and improving education for underrepresented and disadvantaged groups. Key features of the approach are: ■■ Access to the entire government program and monitor program results jointly with the GoI to harmonize Bank and GOI fiduciary systems and safeguards require- ments, which has strengthened the SSA’s financial sustainability. ■■ A strong joint review and feedback mechanism with mandatory, transparent disclosure of program information. ■■ Introducing a strong focus on quality by developing grade-level learning indicators, focusing on early grade reading and math and on science and mathematics at upper primary level and making teacher training more relevant to classroom needs. ■■ Help to disadvantaged children for greater access to quality education; ■■ Establishment of local School Management Committees to empower local communities, alongside social accountability measures like community driven devel- opment of schools and school assessment. KEY ACHIEVEMENTS: ■■ 119 million direct beneficiaries (students enrolled in government managed or government aided schools) out of which 51.5 percent are girls; ■■ Retention rate for students studying in primary grades has improved from 75.6 percent in 2012 to 83.7 percent in 2015. At the same time, school dropout rate has reduced from about 6.5 percent in 2011-12 to 4.3 percent in 2015-16; ■■ Transition rate between primary and upper primary levels improved from 87.1 percent in 2011-12 to 89.7 percent in 2015-16; ■■ Pupil Teacher Ratio (PTR) has improved from 30 students to a teacher in 2011-12 to 25 students to a teacher in 2015-16; ■■ 1.5 million teachers provided with teacher training support; ■■ Teacher attendance rates have improved from 75 percent in 2011-12 to about 85 percent in 2015-16; ■■ Itemized Response Theory (IRT) based student learning outcome assessments are being carried out at periodic levels; with the country having recently concluded a grade 5 assessment; results of which can be compared with the results of a previous round of assessment. IMPLEMENTING AGENCY: Ministry of Human Resources and Development. KEY PARTNERS: DFID and EU India Country Snapshot 105 openindia.worldbankgroup.org INDIA: UTTARAKHAND DECENTRALIZED WATERSHED DEVELOPMENT PROJECT PHASE-II KEY DATES: Approved : 31st March, 2014 Effective : 15th July, 2014 Closing : 30th September, 2021 FINANCING: Financier Financing* Disbursed Undisbursed IDA 121.2 9.19 112.01 Government of Uttarakhand 45.80 8.93 36.87 Others (Benefeciary) 3.00 0.065 2.935 Total Project Cost 170.00 18.185 151.815 The expenditure status is as on 31st July, 2016 in MUS$t BACKGROUND AND OBJECTIVES: Watershed management has evolved into a decentralized and participatory process with financial autonomy to the Panchayati Raj Institution (PRIs), ensuring greater efficiency. In watershed management the decisions regarding the use and modification of lands and water are made with the participation of all stakeholders in the Gram Panchayats (GPs).In the last decade, it has been accepted that ensuring livelihood opportunities and food security for the rural population is an essential element of any sustainable watershed management approach. Increasing the productivity of rainfed areas and protecting the livelihood of the poorest is the project’s mandate. The objective of the Project is to increase the efficiency of natural resource use and productivity of rainfed agriculture by participating communities in selected micro watersheds of the State of Uttarakhand. The project works in 82 select micro watersheds of the middle Himalayas benefitting around 55,000 households in 509 Gram Panchayats. It has four components: ■■ Social Mobilization and Participatory Watershed Planning ■■ Watershed Treatment and Rainfed Area Development ■■ Enhancing Livelihood Opportunities ■■ Knowledge Management and Project Coordination ■■ KEY ACHIEVEMENTS: ■■ 462 Gram Panchayat Watershed Development Plans (GPWDPs) have been prepared and are in the implementation phase. ■■ 616 ha. orchard development, 589 ha. of seedling demonstration of fruit and fodder species, 616 ha. of fuel wood and fodder plantation and 176 ha. of nappier grass plantation were carried out to enhance the vegetative biomass in the Project area. ■■ Demonstration of 69 village ponds, 202 irrigation tank resulting in increasing the additional water holding capacity of 12,395 cum. ■■ Demonstration of latest technology and high value crops resulted in increase in productivity by 25 percent to 40 percent of the crop. ■■ 7,230 farmers have formed 671 Farmers Interest Groups (FIGs) for carrying out modern agricultural practices. ■■ 293 Participatory Monitoring & Evaluation (PME) teams of stakeholders have been constituted to monitor the Project interventions in the GPs as a tool for social audit and addressing grievances. The first round of the PME exercise is starting in Sept., 2016. ■■ State Steering Committee and District level Watershed Committees have been constituted in FY 2014 and regular meetings are being organized as per the mandate IMPLEMENTING AGENCY: Watershed Management Directorate of Uttarakhand with Gram Panchayat as PIA at field level 106 openindia.worldbankgroup.org INDIA: UTTARAKHAND DISASTER RECOVERY PROJECT KEY DATES: Approved: October 25, 2013 Effective: February 7, 2014 Closing: December 31, 2017 FINANCING in million US dollars*: Source Original Disbursed Undisbursed Government of Uttarakhand 0 IDA 250 108.80 (43.5%) 141.20 Total 250 *As of August 2016. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: In June 2013 the monsoon arrived almost two weeks earlier than expected in the state of Uttarakhand, located in India’s northern Himalayan region, and an extreme amount of rain fell, causing flash floods in Mandakini, Alakananda, Bhagirathi and other areas. More than 900,000 people were affected. The disaster coincided with the peak tourist season in one of India’s most important pilgrimage areas, significantly increasing the number of casualties. More than 4,000 people died, 4,200 villages were affected, about 3,320 houses and 995 public buildings were damaged. Close to 9,000km of roads were affected. As well as annual damage due to heavy rains, Uttarakhand is also in an area prone to earthquakes, and suffered major quakes in 1991 and 1999. The Uttarakhand Disaster Recovery Project supports the state government’s efforts to reduce risk and vulnerability, with assistance in reconstructing damaged infrastructure, restoring connectivity, and improving technical support for managing future disasters. The project aims to restore housing, rural connectivity, build resilience in communities in Uttarakhand and increase the technical capacity of state entities to respond promptly and effectively to crises. The project has the following components: ■■ Resilient infrastructure reconstruction focusing on the immediate reconstruction of damaged housing and restoration of public buildings essential for public services using resilient construction standards under an owner-driven reconstruction modality. ■■ Rural road connectivity focusing on providing access to markets as well as health and education services through the reconstruction of damaged roads and bridges with upgraded designs to withstand earthquake and flood forces, including improved drainage and slope stabilization. ■■ Technical assistance and capacity building for disaster risk management to enhance the capabilities of government entities in risk mitigation and response, including: risk modeling and assessment; establishing a decision support system; strengthening early warning systems and response capacity; and to finance relevant studies to better understand and manage natural disaster risks. ■■ Financing disaster response expenses for eligible expenses already incurred during the post-disaster response period. ■■ Implementation support for the incremental operating costs of the project, including as well the creation of small, temporary field implementation offices, train- ing, exposure visits, and knowledge exchange programs. ■■ Contingency emergency response, which can be triggered, at the request of the government, following an adverse natural event that causes a major natural disaster to re-allocate unallocated project funds to support response and reconstruction. KEY ACHIEVEMENTS: ■■ Out of 2,488 targeted houses, 2,225 have been completed including insurance for 10 years. ■■ 23 Public building are planned to be constructed including primary schools, police station, fire stations, public health centers and technical institutions. Construc- tion has started for 21 public buildings. ■■ Out of 2,548 Km of roads and 23 bridges planned for rehabilitation; 546 Km of roads have been completed and construction commenced for 22 bridges ■■ 4 Disaster Response Force battalions have been established within the State and search-and-rescue equipment provided ■■ 3 technical studies have been initiated. ■■ Uttarakhand Disaster Management Authority has been formed and is being operationalized to lead disaster management preparedness and response measures IMPLEMENTING AGENCY AND KEY PARTNERS: Uttarakhand State Disaster Management Authority, supported by Uttarakhand Infrastruture Development Corporation, Public Works Department and Uttarakhand Space Application Centre. India Country Snapshot 107 openindia.worldbankgroup.org INDIA: UTTAR PRADESH HEALTH SYSTEMS STRENGTHENING PROJECT KEY DATES: Approved: December 20, 2011 Effective: May 25, 2012 Closing: March 31, 2019 FINANCING: Financier Financing* Disbursed Undisbursed IDA 152 32.62 102.69 Government of India 17.03 Total Project Cost 164.21 Undisbursed *US$ millions; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Uttar Pradesh is India’s most populous state with an estimated population of nearly 200 million, or 17 percent of the population of India. Seventy-seven percent of the population lives in rural areas, and about 33 percent live below the poverty line. Uttar Pradesh has been ranked in the bottom third of Indian states on the Human Poverty Index since 1981, and the state lags behind all other states of the country on most human development indicators. Given the size of the state population and the disproportionately higher mortality and morbidity rates, Uttar Pradesh will determine whether India as a whole achieves its health goals and its health-related MDGs. Public health spending has been steadily increasing and is no longer the main constraint. Despite increasing government, donor, and private investments in the health sector in Uttar Pradesh, the main challenge is centered on inadequate organizational performance. The Bank-financed project is expected to leverage its resources to help the Government of Uttar Pradesh improve the efficiency of the health system and enhance the effectiveness of public investment in the health sector. The development objective of the Uttar Pradesh Health Systems Strengthening Project is to improve the efficiency, quality, and accountability of health services delivery in the state by strengthening the state Health Department’s management and systems capacity. The project’s two components are: ■■ Strengthening the Department of Health’s management and accountability systems: Supports: (i) strengthening strategic planning functions; (ii) improving use of data for program management; (iii) strengthening the use of financial information for improved decision making, and strengthening of procurement and supply chain management systems; and (iv) introducing and strengthening social accountability mechanisms and introducing provider incentives in the public sector, and evaluating their impact. ■■ Improving the Department of Health’s capacity to perform its quality assurance role and more effectively engage the private sector: Supports: (i) strengthening the institutional capacity for service-quality improvement and regulatory capacity by establishing Quality Assurance, Environment Management, and PPP cells in the Directorate of Health; (ii) hospital accreditation under the National Accreditation Board of Hospitals; (iii) contracting with the private sector for delivery of diagnostic services and non-clinical support services; and (iv) strengthening human resources management and availability. KEY ACHIEVEMENTS: ■■ The project is supporting improvements toward quality accreditation in 40 hospitals. Of these, 28 are now monitoring and producing annual data on service productivity, efficiency, quality; and 8 have been certified for entry level pre-accreditation. ■■ All districts are using an electronic system for paying salaries of health workers (against a target of 75 percent). ■■ 75 percent of districts have completed and published data on national health programs indicators and facility-level performance. ■■ Social accountability interventions are being piloted in 12 districts. 50 percent of the Gram Panchayats participating in the pilot have completed a service delivery assessment has been and at least 1 corrective action to and at least 1 corrective action to issues raised by the Village Health, Nutrition and Sanitation Committee has been corrected by the government and verified by the community. ■■ 50 district hospitals are using performance based contracts to improve the quality of service delivery, including by outsourcing cleaning and gardening as well as high end pathology services to private providers. IMPLEMENTING AGENCY: Department of Health and Family Welfare, Government of Uttar Pradesh KEY PARTNERS: Bill and Melinda Gates Foundation and UNICEF. Duke University (impact evaluation) and IFC (larger private sector engagement). 108 openindia.worldbankgroup.org INDIA: UTTAR PRADESH SODIC LANDS RECLAMATION PROJECT III KEY DATES: Approved: June 30, 2009 Effective: September 18, 2009 Closing: December 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IDA 197.0 134.7 56.3 Government of Uttar Pradesh 49.2 Beneficiaries 25.8 Total Project Cost 272.0 *US$ millions; as of July 31, 2015. For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Uttar Pradesh is the most populous state in India. It is also one of the poorest, with an annual per capita income of $436 in 2011, compared to $1,410 nationally: almost 40 percent of the population lives below the poverty line. Agriculture is a crucial sector for the state. Eighty percent of the population is rural and highly dependent on agricultural production for their livelihoods; agriculture employs about 66 percent of the labor force, primarily in rice and wheat cultivation. Yet the state’s agriculture suffers from productivity gaps of more than 50 percent in key crops, such as rice and wheat. The Bank-supported Uttar Pradesh Sodic Lands Reclamation Project-III builds on the lessons learned from two predecessor projects that reclaimed about 255,000 hectares of sodic lands from 1993 to 2007. The ongoing project aims to sustainably reclaim another 130,000 ha covering 25 districts of predominantly barren and low- productivity sodic lands. This would improve household food security through increased productivity and cropping intensity. By focusing on degraded lands cultivated by poor farmers, the project contributes to sustainable poverty alleviation. The Bank has been the Government of Uttar Pradesh’s key partner in sodic land reclamation for the last 15 years and has helped develop and refine the intervention model, including institutional development at the state and user levels. The project development objective is to increase agricultural productivity of degraded lands in selected areas of Uttar Pradesh by reversing water-induced land degradation, enhancing soil fertility, and improving the provision of agriculture support services. The project’s main components: : ■■ On-farm development and land treatment: Aims to sustainably reverse water-induced land degradation—salinization, sodification, and water-logging—through carefully sequenced technical interventions. ■■ Improvement of drainage systems: Aims to improve the drainage networks in the project area to remove/leach effluents, excess rain, and irrigation water from reclaimed and adjoining areas. ■■ Agriculture support services: Aims to increase agricultural productivity by introducing improved technology, better agronomic practices, and more effective provi- sion of key support services. ■■ Institutional strengthening and capacity building for market access: Improves the profitability of farm production and enhances livelihoods of the poor by creat- ing better input-output market linkages and more efficient and effective delivery of key support services, and strengthening community-level capacities and provision of some productive infrastructure. KEY ACHIEVEMENTS: ■■ Over 92,000 ha of sodic land have been reclaimed, against an end of project target of 130,000. ■■ Over 4,000 ha of ravine land have also been reclaimed, against a target of 5,000. ■■ The productivity of the reclaimed sodic lands has increased to nearly 6.5 tons per ha and the cropping intensity to 200 percent. A majority of these lands had been previously barren. On both these fronts (productivity and cropping intensity), the mid-term achievements have exceeded the targets. ■■ The annual crop income per household, at nearly $700, has exceeded the end of project target. ■■ The project continues to have an inclusive, pro-poor character: 93 percent of beneficiaries are small and marginal farmers, and 80 percent of beneficiaries belong to backward castes, which constitute the most marginalized communities. The project has enabled nearly 40,000 landless and marginal farmers (37.5 percent of total beneficiaries) to obtain secure tenure and possession of land (some 17,000 ha). Of this, over 3,000 beneficiaries have been allotted new land IMPLEMENTING AGENCY: Uttar Pradesh Bhumi Sudhar Nigam, Government of Uttar Pradesh. KEY PARTNERS: Departments of Agriculture, Animal Husbandry, Irrigation; Panchayati Raj, government of Uttar Pradesh, and the Remote Sensing Application Centre, Lucknow India Country Snapshot 109 openindia.worldbankgroup.org INDIA: UTTAR PRADESH WATER SECTOR RESTRUCTURING PROJECT 2 KEY DATES: Approved: August 28, 2013 Effective: December 10, 2013 Closing: October 31, 2020 FINANCING: Financier Financing* Disbursed Undisbursed IDA 360 78.40 281.60 Government of India 155.0 Total Project Cost 515.0 78.40 *In US$ millions; as of July 31, 2015; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: With a population of approximately 200 million, Uttar Pradesh lags behind most Indian states across a number of human development indicators. Currently, over 50 million people live below the poverty line with a large majority living in rural areas. Agriculture accounts for about 30 percent of the state GDP and 60 percent of the total employment. Rural people are especially dependent on agriculture as a source of labor and livelihoods. The project aims to help build the institutional capacity of water-related institutions—institutions needed to increase agricultural productivity in this low-income state where agriculture will continue to play an important role in alleviating poverty. Under the Phase 1 operation, irrigation and drainage systems covering about 3 percent of the irrigated area (343,000 hectares) were rehabilitated and modernized in the pilot Jaunpur Branch basin using modern surveys and designs. More than 800 WUAs were established and strengthened following the passing of the seminal Uttar Pradesh Participatory Irrigation Management Act (2009). Other achievements include a state-level water resource agency and introduction of a management information system for the state Irrigation Department. Phase 2 will rehabilitate and modernize critical irrigation and drainage infrastructure in identified areas, consolidate and deepen various institutional reforms established under Phase 1, and refocus on water-saving agricultural activities through farmer water schools and joint activities between the Irrigation and Agriculture departments. The Project development objective is to: ■■ Strengthen the institutional and policy framework for integrated water resources management for the entire state ■■ Increase agricultural productivity and water productivity by supporting farmers in targeted irrigation areas. KEY ACHIEVEMENTS: ■■ Contracts have been awarded for the 10 packages of Parallel Lower Ganges Canal (PLGC), Haidergarh Branch as well as Rohini, Jamini and Sajnam Dam Canals. ■■ Appointment of a Chairman and Members of the Water Management and Regulatory Commission (WAMREC) are in the final stages. ■■ Consultancy activities are also under way with participating departments of groundwater and agriculture IMPLEMENTING AGENCY: Departments of Irrigation, Agriculture and Groundwater under the Government of Uttar Pradesh. KEY PARTNERS: Food and Agriculture Organization of the United Nations for Farmer Water School consultancy service 110 openindia.worldbankgroup.org INDIA: VISHNUGAD PIPALKOTI HYDROELECTRIC POWER PROJECT (VPHEP) KEY DATES: Approved: June 30, 2011 Effective: November 7, 2011 Closing: December 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 648.0 56.64 591.36 IDA THDCIL 274.0 - - Other Total Project Cost 922.0 - - *$ millions; as of June 30, 2016; revised amount after partial cancellation; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India is currently the world’s third largest consumer of electricity, however, average per capita consumption of electricity is only one third of the global average – slightly lower than the average for the African continent . India has the largest energy access deficit of any single country. Almost 300 million people remain without access to electricity. Furthermore, India’s power sector also relies heavily on fossil fuels (primarily coal) - the country is currently the world’s fourth largest Green House Gas (GHG) emitter, and coal consumption is poised to almost treble by 2030. To address these issues, the Government of India (GOI) plans to: (i) expand generation by using renewable energy sources whenever feasible and strengthen the central transmission network to facilitate energy exchange across regions; (ii) improve energy efficiency and performance of institutions in the power sector; and (iii) expand access for rural and peri-urban populations. The Vishnugad Pipalkoti Hydroelectric Power Project (VPHEP) is an important part of the Government’s clean energy plans. The Project is also a key part of the World Bank‘s commitment to helping improve the performance and sustainability of the hydropower sector in India, which is critical to the greening of the power sector, and sustaining the country’s economic growth. The VPHEP is a proposed 444 Megawatt (MW) run-of-the-river hydro generation project on the Alaknanda River, which is a tributary of the Ganges River. VPHEP is an environmental category ‘A’ project, implemented by a public sector company Teri Hydro Development Corporations (THDC)), majority-owned by the GOI, which was set up in 1988 to develop baseload hydropower potential in Northern India, and which is now expanding its operations by developing primarily run-of-river projects. Building on lessons learned in India and in other countries, the project will help create effective project execution for cascaded hydropower systems and foster a coordinated approach to river basin planning and development. VPHEP will also help increase generating capacity to complement the government of India’s efforts to improve the performance of the country’s distribution and transmission networks. In line with the Ministry of Power’s desire to develop public-sector hydro companies into top-performing public companies in the power sector, the Project also supports THDC to strengthen its capacity and systems to become a leading hydropower company. The Project Development Objectives are to: (i) increase the supply of electricity to India’s national grid through the addition of renewable, low-carbon energy; and (ii) strengthen the institutional capacity of THDC with respect to the preparation and implementation of economically, environmentally and socially sustainable hydropower projects. The project has two components: ■■ Construction of the 444 MW VPHEP in Chamoli District, Uttarakhand, India, and ■■ Support to capacity building and institutional strengthening at THDC India Limited, the project developer. KEY EXPECTED RESULTS AND ACHIEVEMENTS: ■■ Addition off the 444 MW of low-carbon energy generation. ■■ Improves institutional capacity in THDC India Limited, a public power company ■■ After an initial delay of almost 2 years in the award of the Civil Works contract, and a further 12 months due to significant flooding in 2013, major EPC (Engineer- ing, Procurement & Construction) contracts were finalized in 2014 IMPLEMENTING AGENCY: THDCIL. India Country Snapshot 111 openindia.worldbankgroup.org INDIA: VOCATIONAL TRAINING KEY DATES: Approved: June 5, 2007 Effective: December 17, 2007 Closing: September 30, 2016 FINANCING: Financier Financing* Disbursed Undisbursed IDA 280 241.73 38.27 Government of India 79.0 - - Total Project Cost 359.0 *US$ million; as of September 2, 2016; For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: India is a fast growing economy with a rising demand for skilled workers. A skilled workforce enhances the efficiency and flexibility of the labor market, reduces skills bottlenecks, and enhances mobility and productivity. One of the key suppliers of such workers is the vocational education and training (VET) system. A major component of the VET system is the Craftsmen Training Scheme (CTS), run under the auspices of the Ministry of Labor and Employment and the National Council for Vocational Training (NCVT) at the national level, and the state departments dealing with vocational training and the State Council for Vocational Training at the state level. However, graduates from the CTS system face low labor market outcomes; the 2006 Baseline Tracer Study conducted by the World Bank shows that less than 30 percent of graduates from industrial training institutes find employment upon graduation. The Indian government sought World Bank assistance to introduce key reforms at the system and institution levels. The project development objective is to improve the employment outcomes of graduates from the vocational training system, by making the design and delivery of training more responsive top demands. It has three components: ■■ Improving quality of vocational training, which focuses on: (i) improving quality and relevance of training provided in Industrial Training Institutes (ITIs) selected competitively from eligible states/union territories; (ii) upgrading training of ITI instructors; and (iii) providing incentive funds to states to reward good performance in project implementation. ■■ Promoting systemic reforms and innovations focuses on activities that enhance the overall reach and effectiveness of the vocational training system in the medium- term. Implementation of activities under this component is the responsibility of the Directorate General of Training, discharged in collaboration with states, industry associations, and private training providers, as necessary. ■■ Project management, monitoring and evaluation support. KEY RESULTS ACHIEVED AND EXPECTED: ■■ 80 percent of the graduates from project ITIs already exit from the CTS system with a NCVT certificate, compared to the baseline of 61 percent and an end-of-project target of 73 percent. ■■ 60 percent of project ITI graduates find employment within one year of finishing training, compared to the baseline 32 percent and an end-of-project target of 50 percent. 38 percent of female graduates find employment within a year of finishing training compared to the baseline of 18.7 percent. ■■ Real monthly earnings of employed graduates from project ITI, measured one year after completing training, rose from a baseline of Rs. 2,421 to Rs3,553, as compared with the end-of-project target of Rs 3,026. IMPLEMENTING AGENCY: National Project Implementation Unit, Ministry of Skill Development and Entrepreneurship KEY DEVELOPMENT PARTNERS: N/A 112 openindia.worldbankgroup.org INDIA: WEST BENGAL ACCELERATED DEVELOPMENT OF MINOR IRRIGATION PROJECT KEY DATES: Approved: October 4, 2011 Effective: March 19, 2012 Closing: December 31, 2017 FINANCING: Financier Financing* Disbursed Undisbursed IBRD 30 1.2 28.78 IDA 125 52.05 58.58 Government of West Bengal 50 Total Project Cost 205 53.27 87.36 *US$ millions; as of September 15, 2016 For more information see the latest Implementation Status and Results Report BACKGROUND AND OBJECTIVES: Water resources development is a priority for the Government of India. Development of irrigation infrastructure is necessary to reduce climatic risks, and irrigated agricultural development is central to the government’s strategy for ensuring food security. The average agriculture productivity levels are still relatively low in West Bengal. There is big potential for enhancing agriculture productivity, given sufficient irrigation. Despite having abundant surface and groundwater resources, 40 percent of the state’s cultivated area is rain-fed, and the cropping intensity has stagnated over the last decade. The majority of the rain-fed area belongs to small and marginal farmers, and the state provides them with minor irrigation schemes, including lift irrigation, deep and shallow tube wells, pump-dug wells, tanks, and small water harvesting structures. Once implemented, these schemes are operated and maintained by the community. Performance of these minor irrigation schemes has been mixed, mainly due to the absence of strong ownership among users. The Bank-supported West Bengal Accelerated Development of Minor Irrigation Project aims to contribute to improved reliability of water resources for irrigation and increased agricultural productivity by empowering communities. The total area to be developed is 139,000 hectares, benefiting an estimated 166,000 farm families. The project development objective is to enhance agricultural production of small and marginal farmers by developing minor irrigation schemes, strengthening community-based irrigation management, and supporting agricultural development, including provision of agricultural services, encouraging crop diversification and use of new technologies, and creating income-generating opportunities. The project’s main components are: ■■ Strengthening community-based institutions by establishing water users’ associations (WUA) and other farmers’ organizations to assume responsibilities for management, operation, and maintenance of minor irrigation schemes and improved irrigated agricultural practices. ■■ Irrigation system development by supporting construction of 2,400 new minor surface water irrigation schemes and 2,260 new minor ground water irrigation schemes. ■■ Agriculture support services by providing agricultural support services in the project area to enhance productivity and diversification in agriculture KEY EXPECTED RESULTS AND ACHIEVEMENTS: ■■ The project’s main contribution is in the area of modernized planning and monitoring, improved water resources development and management practices, and creation of sustainable institutions to efficiently operate and maintain irrigation structures. ■■ The project, in its fourth year of implementation, is in the process of providing 800 irrigation schemes with 50% already handed over to users. These schemes have a potential to serve 10,000 ha and benefit more than 33,000 users. ■■ The crop production and gross income of farmers in rainfed zones have improved three fold and equipped them to be ready for drought with improved water availability. The project is expected to result in a more than 40 percent increase in production of main agricultural crops (rice, oilseeds, and vegetables), 1800 new operational WUAs with 15 percent female beneficiaries, and more than 60 percent of marginal and poor farmers strengthened to generate resources for management, operation, and maintenance of the schemes. IMPLEMENTING AGENCY: Department of Water Resources Investigation and Development, Government of West Bengal. India Country Snapshot 113