Decentalilzed Rural Infrastructure & Livelihood Programme (DRILP)
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2. Project Objectives |
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| Reduction of Rural poverty with the purpose of Sustainable increased access to economic and social services and enhanced social and financial capital for people, particularly poor and disadvantaged groups. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
3. Project Components |
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| 3.1. Community Developments and Rural Livelihood Restoration | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The output of this component is intended to restore incomes and livelihoods of rural people, particularly the poor, in the subproject areas. The component addresses the need for effective beneficiary participitation in planning, implementation, monitoring and maintenance that are essential to achieve a poverty-targeted impact from the rural infrastructure investments. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.1.1 Community Development | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Community development activities (e.g. awareness raising, involving the community in various phases of a project such as project selection, design, implementation and maintenance) will strengthen the capacities of communities, and develop the practices of the beneficiary participitation, ensure the involvement and targeting of the poorest and most disadvantaged groups. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.1.2. Job Creation and Access to Development Opportunities | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Unskilled jobs on the main subproject construction works will be reserved for people living in the infrastructures influence area for poor and disadvantaged groups and cast, followed by the households affected by conflict and the acquisition of land and other assets. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.1.3. Supplementary Investments to Restore Rural Livelihoods | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The infrastructure subprojects will all be accompanied by supplementary investments (15-20 % of the main subprojects cost) to build or rehabilitate community-level infrastructures such as improvement of village trails, building of pedestrian bridges, construction of new or rehabilitation of drinking water, small irrigation, micro-hydro in villages within subproject areas. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.2. Capacity Building and Decentralized Governance | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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This component will provide district and national capacity building to promote improved decentralized governance. The component outputs will (i) establish the capacity for sustainable management of planned maintenance of rural roads networks, without which the benefits from infrastructure investment will be short-lived; (ii) strengthen the decentralized management of rural infrastructure development, implementation, and monitoring and improved local governance to reduce the poverty and (iii) increase central capacity to provide national direction, guidance, support and monitoring to local government bodies. Creating the capacity for and establishing sustainable planning, construction, monitoring, and maintenance of rural road networks by communities, VDCs and DDCs are central to the project design. The project will provide the variety of training courses to strengthen local rural road planning, construction and maintenance management capacity and a movement to sustainable financing. Each district will be required to set up a district road maintenance fund with a limited financial support from loan funds before construction works start on the first subprojects. Similarly, at the central level the project will reinforce the technical and management capacities of DoLIDAR by providing technical assistance, transport and office equipment, training and resources to draw upon specialized services from domestic consultants and national NGOs. The project will also develop DoLIDARs capacity to manage increased contracting-out of services to the private and NGO sectors as the most effective strategy to strengthen DoLIDARs capacity as a modern public sector institution. |
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| 3.3. Rural Transport Infrastructure | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The output of this component will be (i) construction of new, and rehabilitation of existing district roads and village roads including provision of small cross-drainage structures and all protection structures (ii) rehabilitation and upgrading of existing main trails and (iii) construction of new trail bridges on existing main trails. These outputs will be augmented by supplementary investments in minor village and community infrastructure within the influence area of the main subprojects.Infrastructures will be built through a series of subprojects. Each participating district will be allocated a proportion of the project investment funds and the subprojects will be selected and approved in four stages: identification, prioritization, feasibility study and approval by DDCs. Underpinned by the initial social mobilization and capacity-building activities, the targeted communities in VDC areas and other stakeholders in each district will participate in identifying possible subprojects. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.4. Project Management Services | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| A Project Coordination Unit (PCU) has been established in Kathmandu and staffed by DoLIDAR and will be assisted by consultants. The DDCs will be responsible for project implementation in the districts. The DDCs will delegate implementation tasks to the DTOs, and the project will support a District Project Office (DPO), which will include DTO staff, domestic consultants and local NGO staff. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
4. Implementation Arrangements |
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| 4.1. National Level | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| a) Project Executing Agency | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| DoLIDAR will be the project Executing Agency, responsible for overall Project management and implementation. Its function is to provide national direction in the rural infrastructure sub-sector.The technical and project management skills of DoLIDAR have developed substantially since its formation, through support from ADB and other development partners, and through its experience of managing a number of rural infrastructure projects. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| b) Project Steering Committee (PSC) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The Ministry of Local Development (MLD) has reconstituted existing steering committees to from a Joint Project Steering Committee (JPSC) for all development partners’ rural transport projects, in an integrated sector-wide approach. The PSC shall meet whenever necessary, but not less than twice a year to (i) review the progress under the Project; (ii) resolve policy issues; (iii) coordinate sector activities and (iv) guide DoLIDAR. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| c) Implementation Coordination Committee (ICC) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The ICC, established within DoLIDAR and chaired by the Director General of DoLIDAR, shall consist of representatives of rural infrastructure projects in the Project Area as well as the head of every DPO. Representatives of other stakeholder organizations (for example, the Association of DDCs, and Association of VDCs) will be co-opted as necessary. The ICC shall meet once every six months and in advance of the PSC meeting. It shall be responsible for (i) addressing and resolving implementation Issues; (ii) advising on technical matters’ and (iii) advising the PSC on policy matters. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| d) Project Coordination Unit (PCU) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The PCU, established within DOLIDAR in Kathmandu shall be responsible for (i) detailed planning of Project Implementation; (ii) guiding and monitoring DDCs that participate in the Projects (iii) allocating and disbursing Project funds in accordance with mechanisms and processes established in the Borrower’s Local Body Financial Administration Regulations, 2056 (2000); (iv) liaising with other donor-funded Projects in the rural infrastructure sector on day-to-day implementation matters; (v) preparing consolidated annual work plans; (vi) ensuring satisfactory implementation of the gender action plan (Appendix 3) and the resettlement frameworks and plans; and (vii) preparing necessary progress reports as well as the Project completion report. The existing DRSP central project implementation consultant team will be part of the PCU, | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4.2.District Levels | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At the district level, project implementation will be the responsibility of DPOs within the DTO of each DDC. The DPO will prepare annual work programs based on the agreed-on subprojects, and ensure that land acquisition and environmental procedures are completed on time before construction. Road subprojects will be planned and overseen by the District Road Coordination Committee (DRCC), which is effectively a DDCs subcommittee. The DPO will arrange the procurement of appropriate services and community-level training, and will supervise and monitor works implementation. Village Works and Road Construction Committees (VWRCC) will form the BGs in each VDC area and monitor implementation. The DPO will also coordinate (i) application for, and selection of, possible supplementary investments in the VDC areas in subproject areas; and (ii) implementation through local NGOs of livelihood-enhancement activities using intensive social mobilization. A domestic engineering consultant to cover technical issues, and a local NGO to undertake social mobilization and assist BGs will be engaged by, and support the DPO. The Borrower shall ensure that at all times during Project implementation, the DPO established within the district technical office of each DDC, shall comprise a full-time engineer, sufficient overseer and an accountant. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
5. Duration of the Project |
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| October 2006- August 2011 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
6. Implementation Modality |
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7. District Coverage |
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| Far and Mid Western regions Cluster : | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Baitadi, Darchula, Bajhang, Bajura, Humla, Mugu, Jumla and Kalikot, Jajarkot, Dolpa Western regions Cluster : Baglung, Myagdi, Lamjung and Gorkha |
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| Central and Eastern regions Cluster : | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Ramechhap, Okhaldhunga, Solukhumbu and Taplejung | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
8. Major Activities |
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9. Project Cost Sharing |
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| As of 30 April 2011, the project’s overall physical progress is estimated to be about 81 % compared with the elapsed loan period of about 92 %. Similarly, the cumulative contract award and disbursement (ADB Component only) were $ 38.31 million and $ 27.08 million respectively | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
10. DRILP: Additional FinancingA loan fact-finding mission of ADB the for proposed Decentralized Rural Infrastructure and Livelihood Project (DRILP) – Additional Financing visited Nepal from 15-30 June 2011 to consult with representatives of the Government of Nepal (Government), development partners and other stakeholders on the proposed project. A wrap-up meeting was held on 29 June 2011 with MoF to discuss the findings and recommendations of the aide memoire. TheMissionand Government agreed on the following processing schedule for the project subject to the timely completion of the actions by all the concerned parties:
 The total volume of budget will be $ 66.45 million. The project implementation period will be from January 2012 to December 2016. The proposed Project Investment Plan and Financing Plan are shown in tables 1 and 2 below. Table 1: Project Investment Plan ($ million)
Table 2: Financing Plan       ($ million)
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