Pwojè Dirab Dlo ak Sanitasyon nan Zòn Riral ak Ti Vil ann Ayiti

Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00006353 IMPLEMENTATION COMPLETION AND RESULTS REPORT ( IDA D06 80 - HT AND IDA D - 2010 - HT ) ON A GRANT IN THE AMOUNT OF SDR 50.9 MILLION (IDA D0680, SDR36.3 MILLION; IDA D - 2010 - HT, SDR14.6 MILLION) (US$ 70 MILLION EQUIVALENT) TO THE REPUBLIC OF HAITI FOR THE Haiti Sustainable Rural and Small Towns Water and Sanitation Project Oc tob e r 2 , 2023 Water Global Practice Latin America And Caribbean Region Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized CURRENCY EQUIVALENTS ( Exchange Rate Effective { March 30 , 2023 }) Currency Unit = Haitian Gourdes (HTG) 153.5102 HTG = US$1 0.57813 US$ = SDR 1 FISCAL YEAR July 1 – June 3 0 Regional Vice President: Carlos Felipe Jaramillo Country Director: Lilia Burunciuc Regional Director: Benoit Bosquet Practice Manager: David Michaud Task Team Leader(s): Veronique Verdeil ICR Main Contributor : Paula Pini ABBREVIATIONS AND ACRONYMS ACAT Approche Communautaire pour l’Assainissement Total (Community Approach for Total Sanitation) ACCPAC Commercial name of the software, not an acronym AF Additional Financing ARAP Abbreviated Resettlement Action Plan BCR Borrower Completion Report BPO Budget Programme par Objective (Program and Budget Process) CAEPA Comité d’Approvisionnement en Eau Potable et Assainissement (Drinking Water Supply an d Sanitation Committee) CASECS Conseil d’Administration de la Section Communale ( Board of Communal Administration Sections ) CERC Contingency Emergency Response Component CPF Country Partnership Framework CTE Centre technique d’exploitation (Urban Water Operating Units) DINEPA Direction Nationale de l’Eau Potable et de l’Assainissement ( National Water Supply Directorate ) DR Dominican Republic FCV Fragility, Conflict and Violence FM Financial Management GoH Government of Haiti GRM Grievance Redress Mechanism GWSP Global Water and Sustainable Sanitation Partnership IDA International Development Association IFC International Finance Corporation M&E Monitoring and Evaluation MS Moderately Satisfactory MU Moderately Unsatisfactory O&M Operations and Maintenance OREPA Office Régional d’Eau Potable et Assainissement (Regional Office for Water and Sanitation) PDO Project Development Objectives PDSH Plan de Développement Strategic de Haïti ( Haiti Strategic Development Plan ) PIU Project Implementation Unit PLR Performance Learning Review PO Professional Operator ( Operateur Professionnel ) POM Project Operational Manual PPIAF Public - Private Infrastructure Advisory Facility PPP Public - Private Partnership RFP Resettlement Policy Framework SCD Strategic Country Diagnostic SIEPA Système Intégré pour l’Eau Potable et l’Assainissement ( DINEPA’s Integrated Water and Sanitation Information System ) TEPAC Communal Technician TOC Theory of Change TTL Task Team Leader UNICEF United Nations International Children Emergency Fund UNOPS United Nations Office for Project Services URD Unité Rurale Départementale ( Rural Departmental Units ) WASH Wash, Sanitation and Hygiene WBG World Bank Group WSS Water Supply and Sanitation TABLE OF CONTENTS DATA SHEET ................................ ................................ ................................ ........................... I I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ................................ ....................... 1 II. OUTCOME ................................ ................................ ................................ ...................... 5 A. RELEVANCE OF PDOs ................................ ................................ ................................ ....................... 5 B. ACHIEVEMENT OF PDOs (EFFICACY) ................................ ................................ ................................ 6 C. EFFICIENCY ................................ ................................ ................................ ................................ ...... 10 D. JUSTIFICATION OF OVERALL OUTCOME RATING ................................ ................................ .......... 11 E. OTHER OUTCOMES AND IMPACTS (IF ANY) ................................ ................................ .................. 11 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 13 A . KEY FACTORS DURING PREPARATION ................................ ................................ .......................... 13 B. KEY FACTORS DURING IMPLEMENTATION ................................ ................................ ................... 13 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 14 A. QUALITY OF MONITORING AND EVALUATION (M&E) ................................ ................................ . 14 B. ENVIRONME NTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ................................ ......................... 15 C. BANK PERFORMANCE ................................ ................................ ................................ .................... 16 D. RISK TO DEVELOPMENT OUTCOME ................................ ................................ .............................. 17 V. LESSONS AND RECOMMENDATIONS ................................ ................................ ............. 18 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ................................ ........................... 20 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ......................... 39 ANNEX 3. PROJECT COST BY COMPONENT ................................ ................................ ........... 42 ANNEX 4. EFFICIENCY ANALYSIS ................................ ................................ ........................... 43 ANNEX 5. BORROWER, CO - FINANCIE R AND OTHER PARTNER/STAKEHOLDER COMMENTS ... 46 ANNEX 6. CHANGES IN PDO INDICATORS ................................ ................................ ............. 47 ANNEX 7. COMPLETE LIST OF OUTPUTS PROMOTING INSTITUTIONAL STRENGHTENING ....... 49 ANNEX 8. SUPPORTING DOCUMENTS (IF ANY) ................................ ................................ ..... 50 The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page i of 50 DATA SHEET BASIC INFORMATION Product Information Project ID Project Name P148970 Haiti Sustainable Rural and Small Towns Water and Sanitation Project Country Financing Instrument Haiti Investment Project Financing Original EA Category Revised EA Category Partial Assessment (B) Partial Assessment (B) Organizations Borrower Implementing Agency REPUBLIC OF HAITI DINEPA, Ministry of Economy and Finance, MEF Project Development Objective (PDO) Original PDO The proposed objectives of the Project are to: (i) increase access to improved water supply and sanitation in targeted rural areas and small towns in zones affected by cholera; (ii) strengthen the Recipient’s water and sanitation service delivery mechanism at thedeconcentrated level; an d (iii) improve the Recipient’s capacity to respond promptly and effectively to an Eligible Emergency. The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page ii of 50 FINANCING Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Financing IDA - D0680 50,000,000 45,962,900 44,626,034 IDA - D2010 20,000,000 20,000,000 20,398,396 Total 70,000,000 65,962,900 65,024,430 Non - World Bank Financing 0 0 0 Total 0 0 0 Total Project Cost 70,000,000 65,962,900 65,024,430 KEY DATES Approval Effectiveness MTR Review Original Closing Actual Closing 26 - May - 2015 16 - Dec - 2015 18 - Mar - 2019 30 - Sep - 2021 31 - Mar - 2023 RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 01 - Jun - 2017 7.31 Additional Financing Change in Results Framework Reallocation between Disbursement Categories Other Change(s) 22 - Dec - 2020 37.11 Change in Results Framework Change in Components and Cost Reallocation between Disbursement Categories Change in Disbursements Arrangements 12 - Jul - 2021 44.62 Change in Loan Closing Date(s) Change in Implementation Schedule 30 - Sep - 2022 58.47 Change in Loan Closing Date(s) Change in Implementation Schedule 31 - Mar - 2023 61.86 Change in Components and Cost Cancellation of Financing Reallocation between Disbursement Categories The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page iii of 50 KEY RATINGS Outcome Bank Performance M&E Quality Moderately Satisfactory Moderately Satisfactory Substantial RATINGS OF PROJECT PERFORMANCE IN ISRs No. Date ISR Archived DO Rating IP Rating Actual Disbursements (US$M) 01 06 - Sep - 2015 Satisfactory Satisfactory .60 02 10 - Mar - 2016 Satisfactory Satisfactory 1.05 03 21 - Oct - 2016 Satisfactory Moderately Satisfactory 5.45 04 15 - May - 2017 Satisfactory Moderately Satisfactory 7.31 05 22 - Nov - 2017 Satisfactory Moderately Satisfactory 10.91 06 13 - Jun - 2018 Satisfactory Moderately Unsatisfactory 13.95 07 25 - Sep - 2018 Satisfactory Moderately Unsatisfactory 18.01 08 26 - Mar - 2019 Satisfactory Moderately Satisfactory 24.25 09 09 - Jun - 2019 Satisfactory Moderately Satisfactory 24.25 10 19 - Dec - 2019 Moderately Satisfactory Moderately Satisfactory 26.20 11 28 - Jun - 2020 Moderately Satisfactory Moderately Satisfactory 32.72 12 16 - Feb - 2021 Moderately Satisfactory Moderately Satisfactory 37.11 13 13 - Aug - 2021 Moderately Satisfactory Moderately Satisfactory 47.21 14 02 - Feb - 2022 Moderately Satisfactory Moderately Satisfactory 54.78 15 22 - Jul - 2022 Moderately Satisfactory Moderately Unsatisfactory 57.52 16 01 - Feb - 2023 Moderately Satisfactory Moderately Unsatisfactory 61.13 17 30 - Mar - 2023 Moderately Satisfactory Moderately Unsatisfactory 61.86 The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page iv of 50 SECTORS AND THEMES Sectors Major Sector/Sector (%) Health 1 Health 1 Water, Sanitation and Waste Management 99 Sanitation 31 Water Supply 32 Public Administration - Water, Sanitation and Waste Management 36 Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Finance 18 Finance for Development 18 Disaster Risk Finance 0 Agriculture Finance 18 Social Development and Protection 100 Fragility, Conflict and Violence 100 Human Development and Gender 1 Disease Control 1 Urban and Rural Development 81 Rural Development 81 Rural Markets 18 Rural Infrastructure and service delivery 63 Disaster Risk Management 0 Disaster Response and Recovery 0 Disaster Risk Reduction 0 Disaster Preparedness 0 The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page v of 50 ADM STAFF Role At Approval At ICR Regional Vice President: Jorge Familiar Calderon Carlos Felipe Jaramillo Country Director: Mary A. Barton - Dock Lilia Burunciuc Director: Junaid Kamal Ahmad Benoit Bosquet Practice Manager: Wambui G. Gichuri David Michaud Task Team Leader(s): Jean - Martin Brault Veronique Verdeil ICR Contributing Author: Paula Dias Pini The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 1 of 50 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES A. CONTEXT AT APPRAISAL Context 1. Country Context . At Project appraisal (May, 2015) , Haiti was both the poorest country in the Americas and a fragile state. Poverty was highest in rural areas where 52 percent of the population and 63 percent of the extremely poor resided. Haiti was also highly exposed to natural disasters - hurricanes, flo ods and earthquakes. A devastating earthquake struck the country in January 2010, killing 230,000 people. In this fragile environment, cholera broke out in 2010, facilitated by flooding and heavy rain , coupled with limited access to clean water and improve d sanitation. The disease spread rapidly through Haiti into the neighboring Dominican Republic (DR). 2. Sectoral and Institutional Context . In the long term , e liminating new cholera outbreaks could only be achieved by substantially increasing access to Water Supply and Sanitation (WSS) and health services, underpinned by institutions capable of delivering these services. Access to quality water was a significant challenge in rural and small towns. Rural areas were generally served through water points equipped with handpumps, while small towns were served with gravity - fed systems supplied by spring catchments. A substantial portion of these systems were not operational due to lack of funds for operation and maintenance (O&M) and less than ten percent were equipped with chlorination devices 1 . Access to sanitation in rural areas and small towns was also very low. Both urban and rural populations mostly relied on individual on - site sanitation solutions, given that sustainable collection and treatment of sewage were practically non - existent . 3. The country had initiated reform s in 2009 with a vision to develop the WSS sector and tackle the low level of services ; at the time of appraisal, this reform agenda remained unfinished . The reform also foresaw creation of the National Water and Sanitation Directorate (DINEPA) and its Regional Offices for Water and Sanitation (OREPAs) and the professionalization of WSS service provision s . Monitoring WSS services in rural area s and small towns was limited , and no consolidated baseline existed, hampering efficient prioritization and programming of investments. Deconcentration 2 was not yet effective , and overall capacity ( including fiduciary ) was practically non - existent. 4. D evelopment of WSS services was heavily dependent on external financing , as was the functioning of sector actors ; 61 percent of DINEPA’s operating expenditures and 95 percent of investments costs were financed by financial and technical partners . O nly 13 percent of DINEPA’s central level operating costs were covered by the domestic budget . Even in urban areas, only 54 percent of operating expenditures (excluding depreciation) for urban water operating units ( centre technique d’exploitation ) we re covered by water revenues. 3 Theory of Change (Results Chain) 5. The Theory of Change (TOC) diagram below (Figure 1) is an ex - post reconstruction based on the PAD . S uch diagrams were not required at the time of the Project preparation. The logic of the intervention was to support the WSS 1 Direction Nationale de l’Eau Potable et Assainissement (DINEPA), National Water and Sanitation Directorate . 2 Deconcentration was the process by which responsibility for specified functions were relocated and geographically dispersed t o lower levels of the same administrative structure. 3 2013/14 DINEPA Budget. The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 2 of 50 sector to increase access to servi ces in targeted rural areas and small towns , increase service sustainability and improve capacity at the institutions involved at the central and deconcentrated levels. Project Development Objectives (PDOs) 6. (a) Increase access to improved water supply and sanitation in targeted rural areas and small towns in zones affected by cholera, (b) strengthen the Recipient’s water and sanitation service delivery mechanism at the deconcentrated level, and (c) improve the Re cipient’s capacity to respond promptly and effectively to an Eligible Emergency. 4 Key Expected Outcomes and Outcome Indicators 7. The expected PDO objectives/outcomes and PDO outcome indicators at appraisal were: Objective 1 : Increase access to improved water supply in targeted rural and small towns in zones affected by cholera 5 : (1) People provided with access to “ improved water sources ” under the Project – r ural, disaggregated by sex . (Number, Custom); (2) Priority cholera communes targeted under the Project. (Number, Custom) ; (3) Project beneficiaries in localities on the border with the DR including by - national markets. (Number, Sub - type breakdown) Objective 2 : Increase access to improved sanitation in targeted rural and small town s in zones affected by cholera 6 : (1) People provided with access to “improved sanitation facilities” – rural, disaggregate by sex . (Number, Custom) 4 PDOs as defined in both the PAD dated May 7, 201 5 and the Financing Agreement dated July 21, 2015. The numbering (a), (b), and (c) is as in the Financial Agreement. 5 The part of the PDO “Rural and small towns” was interpreted as a single PDO Outcome because the term “rural and small towns” falls under a broad definition of “ rural areas” adopted in Haiti. 6 Same as in footnote 5 . Component 1. Institutional Strengthening, Capacity Building and Project Management: (a) Strengthening DINEPA ’ s capacity to develop and manage a national programming mechanism for deconcentrated WSS delivery in rural areas and small towns; (b) Strengthening the fiduciary, sanitation and social mobilization capacity of selected OREPAs; (c) Strengthening the local stakeholders in rural and small towns to improve WSS delivery sustainability; (d) Supporting the design of a joint monitoring mechanism between Haiti and the DR to respond to trans-boundary pandemics and outbreaks of water- and excreta-related diseases; (e) Supporting project management and monitoring and evaluation (M&E). Component 2. Water Supply and Sanitation: (a) Increasing access to safe water and sanitation at the local level; (b) Increasing access to safe water and sanitation in schools, health facilities and public spaces; Component 3. Contingent Emergency Response (CERC): to respond to an event of an eligible emergency - Strengthened capacity of DINEPA, OREPA, and local stakeholders in improving WSS delivery sustainability. - Deconcentration to OREPAs implemented. - Joint Haiti and DR M&E designed Increased sustainable access to clean water in rural and small towns; Increased sustainable access to sanitation in public spaces and health facilities. Improved sanitation behavior or sanitation practices under the Project. - A national programming mechanism for deconcentrated WSS delivery operationalized. - Required functions to targeted OREPA deconcentrated. - Piped water systems under the project sustainably managed by a professional operator (PO). - People (and female) in rural areas provided with access to improved water sources under the Project. - People provided with access to “ improved sanitation facilities ” under the Project. - Priority cholera communes supported by the Project. - Direct Project beneficiaries; Females beneficiaries; In localities on the border with DR including bi-national markets. Substantially increasing access to sustainable WSS and health services. Assumptions: A . DINEPA would absorb the sizeable/multifaceted capacity increase required to implement the project; B. Local stakeholders would adopt the participatory, management approach for sustainably delivery of WSS services; C. Extreme social, governance instability would not prevent capacity strengthening and investments in WSS services. ACTIVITIES OUTPUTS OUTCOMES LT A, B, C PDO DEVELOPMENT CHALLENGES - Extreme social, governance instability. - Highly exposed to natural disasters- hurricanes, floods and earthquakes. - 2010 Cholera outbreaks facilitated by very limited access to clean water and improved sanitation. - Haiti and the DR border particularly vulnerable to communicable diseases. - Access to quality water is a significant challenge in rural areas and small towns. Figure 1: TOC ex-post reconstruction based on the PAD The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 3 of 50 Objective 3 : Strengthen the Recipient’s water and sanitation service delivery mechanism at the deconcentrated level 7 : (1) A national programming mechanism for deconcentrated WSS service delivery is operationalized, as evidenced by tools in place. (Number) ; (2) Required functions deconcentrated to targeted OREPA s (Number, Custom) ; (3) Piped water sy stem s managed sustainably by a Professional Operator (PO) under the Project. (Number) Objective 4 : Improve the Recipient’s capacity to respond promptly and efficiently to an Eligible Emergency 8 . No PDO indicator was assigned to Objective 4 in the PAD. 8. Project Beneficiaries. At appraisal, the Project expected to reach an estimated 300,000 direct beneficiaries ; this includes 150,000 with new access to improved water sources through household connec tions and kiosks, 50,000 who would benefit from improved sanitation through community - led total sanitation campaigns, sanitation marketing and the construction of latrines in institutions and public spaces, and 100,000 to benefit from small repairs and exp ansions 9 . Beneficiaries would be selected from : (i) priority communes that have posted the highest cholera incidence in the last three dry seasons, as well as communes along the border with the DR, with specific focus on the Centre department; and, (ii) c ommunes of the South Region in which the previous project 10 intervened. Components (PAD) 9. Component 1 - Institutional Strengthening, Capacity Building and Project Management ( estimate, US$17.35 million ) , including: (a) Strengthening DINEPA’s capacity to develop and manage a national programming mechanism for deconcentrated WSS service delivery in rural areas and small towns; (b) Strengthening the fiduciary, sanitation and social mobilization capacity of s elected OREPAs; (c) Strengthening local stakeholders in rural and small towns to improve WSS services delivery sustainability; (d) Supporting design of a joint monitoring mechanism between Haiti and the DR to respond to trans - boundary pandemics an d water - and excreta - related disease outbreaks as part of an island - wide strategy; and, (e) Supporting project management, monitoring and evaluation. 10. Component 2 - Water Supply and Sanitation ( estimate, US$31.65 million ). This component would leverage US$19.00 million from the Regional IDA allocation for the construction and rehabilitation of water supply systems, as well as household and institutional sanitation activities in selected priority communities focused on cross - bord er areas. The component included: (a) Increasing access to safe water and sanitation at the local level; and, (b) Increasing access to safe water and sanitation in schools, health facilities and public spaces (including bi - national markets in selected comm unes ) . 11. Component 3 - Contingent Emergency Response ( estimate, US$1.0 million). This component was included to respond to a Government request in the event of an eligible emergency given the high risk of a catastrophic event . B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE) Revised PDOs and Outcome Targets 12. The PDO w as not revised. C hanges to outcome targets reflected additional funds from the US$20 million 29 - 0 6 - 2017 A dditional F inancing ( A F ), which was approved in the context of a Bank - wide response to Hurricane Matthew. It scaled up Project activities under Component 1 and 2 and added activities in the areas affected by Hurricane Matthew, significatively increas ing the number of Project beneficiaries . 7 Objective 3 address es the WSS sector as a whole , in consequence it was interpreted as a single objective. 8 The part of the PDO “respond promptly and efficiently to Eligibl e Emergency” was interpreted as a single PDO Outcome, in line with the interpretation for most of CERC lines in PDOs. 9 See Annex 8: Beneficiaries’ definition as presented in the PAD 10 Previous project: Rural Water and Sanitation Project (P089839, IDA; P114936 State and Peacebuilding Fund (SPC); US$10 million total financing, implemented from 2007 to 2013). The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 4 of 50 Revised PDO Indicators 13. The PDO indicators were slightly revised by both the 29 - 06 - 2017 AF and the 12 - 02 - 202 0 Restructuring. The se changes reflected additional activities and targets supported by the AF, along with improvements to streamline and reduce the complexity of the Results Framework (RF) . The revised PDO indicators (12 - 20 - 202 0 Restructuring ) were : Objective 1 : Increase acce ss to improved water supply in targeted rural and small towns in zones affected by cholera : (1) People in rural areas provided with access to improved water sources under the Project - Female. (Number, Custom) (Revised) ; (1.1) People in rural areas provided with access to improved water sources under the Project except in the areas affected by Hurricane Mathew. (Number, Custom) (New) ; (1.2) People in rural areas provided with access to improved water sources in zones affected by Hurricane Mathew. (Nu mber, Custom) (Revised) ; (1.3) Project beneficiaries of small repairs of water systems in the context of COVID - 19 emergency (Number, Custom) (New) . (2) Priority cholera communes targeted under the Project. (Number, Custom) (Revised). Objective 2 : Increase access to improved sanitation in targeted rural and small towns in zones affected by cholera. (1) People in rural areas provided with access to “improved sanitation facilities” – female. (Number, Custom) (Revised). Objective 3 : Strengthen the Recipient’s water and sanitation service delivery mechanism at the deconcentrated level. (1) Required functions deconcentrated to targeted OREPA s (Number, Custom) (Unchanged) ; (2) Piped water system s managed sustainably by a Professional O perator (PO) 11 under the Project (Revised) . (Number) ; (2.1) Piped water system s managed sustainably by a PO in zones affected by Hurricane Matthew. (Number) (New). Objective 4 : Improve the Recipient’s capacity to respond promptly and efficiently to an Eligible Emergency. (1) DINEPA’s system in place to respond to major emergencies. (Yes/No, Custom) (New). Revised Components 14. C hanges to the c omponents mostly reflected the additional activities funded by the AF. Revised components: Component 1 - Institutional Strengthening, Capacity Building and Project Management : The AF added US$2 million to support additional activities , including : (i) hydrogeological studies to inform system rehabilitation designs for more robust and resilient solutions; (ii) strengthened sector planning and deconcentration capacity in priority areas, such as in the case of natural disasters; (iii) piloting innovative approaches for conserving and restoring watersheds that supply water to small towns b enefiting from Project activities. Component 2 – Water Supply and Sanitation. The AF added US$14 million to support additional activities, including: (i) expanding the Project area and works to zones affected by Hurricane Matthew, focusing on small repairs to bring water supply systems back into operation; (ii) construction and rehabilitation of additional latrine block s for public institutions or spaces; and, (iii) respond ing to DINEPA’s chlorine needs for small town water supply systems across the country and supporting consolidat ion of its procurement and distribution. Component 3 – Contingency Emergency Response. The AF added US$4 million to support additional activities, including: (i) further strengthening DINEPA’s ability to rapidly respond in the event of an eligible emergency; (ii) finance needs identified by DINEPA’s following the passage of Hurricane Matthew. Other Changes 15. AF (dated 06 - 0 1 - 2017): Added an equivalent of US$20 million funded by the Crisis Response Window Resources , finance d the changes to components described above (para 1 4 ) , and doubled the number of beneficiaries . 11 PO: Small scale domestic operator s , who are generally private individuals from the respective community or a local comm ittee . The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 5 of 50 16. Changes introduced by Restructurings (all Level 2 Restructurings): RES36558, 12 - 22 - 2020 : (i) Streamlined the RF to reduce complexity; (ii) Reallocated funds between disbursement categories; (iii) A uthorized use of funds for land acquisition as part of resettlement expenditures. RES46598, 07 - 12 - 2021 : (i) Exten ded the Project closing date by 12 months from September 30, 2021 to September 30, 2022; (ii) Modif ied disbursement estimates; and (iii) Modif ied the implementation schedule. RES53206, 09 - 30 - 2022 : Exten ded the closing date by six months from September 30, 2022 to March 31, 2023. RES55388, 03 - 31 - 2023 : Cancell ed XDR3,000,000.00 to allow uncommitted funds to be returned to the IDA country envelop and reallocated for other Government priorities. 17. Changes in Project cost s by component ( Table 1 ). Table 1 . Project Costs by Component (US$ million) Components Estimates Canceled at C losing Actual Disbursed 12 PAD AF Res36558 ( 12 - 22 - 2020 ) 1. Institutional strengthening, Capacity Building and Project Management 17.35 19.35 17.00 - 16 .00 2. Water Supply and Sanitation 31.65 45.65 50.00 4.04 46.0 7 3. Contingent Emergency Response 1.00 5.00 3.00 - 2.95 TOTAL 50.00 70.00 70.00 4.04 65.03 Rationale for Changes and T heir Implication on the Original Theory of Change 18. The rationale for Project changes was to increase capacity to (i) respond to additional eligible emergency events and (ii) support implementation and achievement of the PDO. The changes made had no implications on the original Theory of Change (see para 5 ) . II. OUTCOME A. RELEVANCE OF PDOs Assessment of Relevance of PDOs and Rating 19. Relevance of the PDOs is High. 20. At closing , t he Project remained closely aligned with WBG’s Haiti Country Partnership Framework (CPF Report No. 98132 - HT) for the FY16 - 21 period, discussed by the Board of Executive Directors on September 29, 2015, and updated during the Performance Learning Review (PLR, Report No. 124812) dated June 27, 2018 . This includes Area of Focus 2 : Human Capital , objective (3) to co ntrol cholera in priority communes and Area of Focus 3 : Resilience , objectives (1) to strengthen natural disaster preparedness and (2) to improve disaster prevention and strengthen climate resilience. Under the Priority Area “Preserving B asic services and H uman Capital”, improving access to water and sanitation was identified as a priority spending area. The Project was also aligned with les sons from the PLR such as the need to continue to include Contingent Emergency Response Components (CERCs) in investment projects . 21. T he Project also remain s aligned with the WBG’s 2022 Systematic Country Diagnostic Update (SCD) 13 which highlights the need f or flexible approaches in volatile and fragile environment s to protect development gains and 12 As of August 8, 2023. 13 World Bank Group 2022. Haiti - Pathways to responding to recurrent crisis and chronic fragility, June 2022. Systematic Country Diagnostic Update. Washington, DC: World Bank Group. The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 6 of 50 strengthen resilience while preparing the ground for transformational institutional reform . The Project supported SCD priority area 1 “Restoring macroeconomic stability and strengthening core governance systems” and priority area 2 “Restore and maintain basic services to preserve human capital” by improving access to drinking water and sanitation, inclusion of person s with disabilities, strengtheni ng governance systems, and post - earthquake reconstruction. The Project constituted a fundamental engagement with the WSS sector, which was considered a priority requiring continuous support . It also led to develop ment of a follow - on project that is already effective. 14 22. T he Project is also aligned with the World Bank Fragility, Conflict, and Violence (FCV) Strategy (2020 - 2025). It supported Haiti in tackling unprecedented threats posed by the COVID - 19 crisis, addressed the crisis and transition to recovery through a combination of saving lives threatened by the pandemic , protecting the poor and vulnerable , and strengthening policies and institutions for resilience based on transparent, sustainable debt and investments. 23. By closing, t he Project remai ned aligned with relevant laws and strategies of the Government of Haiti (GoH) : (i) Law of 2009 - 001, which defined DINEPA’s organization and main service provision principles; (ii) the Strategic Development Plan of Haiti ( Plan de Développement Strat é gi que d’Haïti (PDSH )) , Mai 2012, which prioritize s improving WSS services as a major axis to promote social, economic and political integration; and, (iii) the DINEPA Water and Sanitation Strategy ( Stratégie D’Assainissement de la DINEPA - 2014 – 2018, Ministèr e des Travaux Public s, Transport et Communications (MTPTC ) ) which emphasizes the importance of encouraging behavior changes in sanitation practic e s . B. ACHIEVEMENT OF PDOs (EFFICACY) Assessment of Achievement of E ach Objective/Outcome 24. The overall efficacy rating is Substantial , combining significant and modest achievement s of the PDO. 25. The Project scaled up World Bank support to the WSS sector in Haiti, building upon a previous and smaller operation (Haiti Rural Water and Sanitation Project, 2010 - 2015, US$10 million (P089839 and P114936)), and with a more ambitious scope to eliminate the 2010 cholera outbreak . The AF significantly expanded the Project sc ope and impact by scaling up activities, increasing the geographical reach, nearly doubling the number of beneficiaries . Despite this increase in scope , the Project required only an eighteen month extension to conclude implementation. T he Project design wa s also conducive to making adjustments needed given the constant changing reality in Haiti and unanticipated risks that arose during implementation . 26. Despite operating in an extremely fragile and volatile context , the Project aimed to develop institutional capacity at the national level ( strengthening DINEPA’s capacity for regulation, control, planning and implementing the Project), and sub - national capacity (making deconcentration effective by strengthening OREPA s ’ capacity for social mobilization, along with supporting technical and fiduciary aspects and effectively transferring responsibilities). The Project a lso aimed to improve access to quality water supply (by investing in rehabilitation and expansion of piped systems supplied by spring catchments, construction or repair of boreholes, and protection of water sources ), as well as to impr oved sanitation ( by promoting sanitation a nd constructing and rehabilitating sanitation facilities in schools, health facilities and public markets) . As such, the Project respond ed to a core development challenge in the country . Additionally, the Project first enabled a response to the cholera out break, then was able to adapt to damages caused by Hurricane Matt h ew, the COVID - 19 pan demic , and finally the 2021 earthquake in the South . In addition, the Project addressed sustainability of water supply services by supporting the PO arrangement, as teste d by previous project (see para 25 ). 27. The Project was successful in achieving most of its objectives, particular ly given the difficult context faced during most of implementation . The Project provided a solid support to the implementation of the 2009 sector reform to improve 14 Decentralized Sustainable and Resilient Rural Water and Sanitation Project (P178188); Approved on May 17, 2023; Effective on July 10, 2023. The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 7 of 50 the water and sanitation service delivery, in particular through supporting the materialization of the deconcentration process, the strengthening of CAEPAs, pro fessionalization of WSS service provision, development and encouragement of private sector participation, development of tools and mechanisms to regulate an d support WSS service operators. The more specific support the Project provided included: (a) On cap acity building: the s trategic tools supported for WSS sector regulation, control and planning were developed and effectively used by DINEPA . These tools were also instrumental to support coordination of assistance provided by development partners. Also, the Project enabled effective implementation of deconcentration : OREPA capacity (technical, fiduciary, monitoring) was created , and DINEPA transferred responsibilities to a number of OREPAs which were able to procure and manage smaller contracts ; (b) On access to WSS services: nearly 200 interventions on expansion and rehabilitation of water supply solutions were financed across Haiti (concentrated in the Center and South regions and dispers ed in 8 of the 10 administrative regions) . 51 latrines blocks were also constructed , along with support for relevant training (over 300 hundred masons trained on latrine construction) and sanitation promotion campaigns, among other important activities. Ho wever, the Project faced significant challenges to fully reach the pursued results regarding activities to strengthen the service delivery mechanism at the deconcentrated level . The se challenges were sizeable, multifaceted (see paras 56 and 58 ) , and required intense, continuous, and lengthy activities which were difficult for the Project to ensure . It is reasonabl e to infer that most of these difficulties were derived from the challenging implementation context. 28. Despite the difficulties, t he Project benefited a total of 601,518 people, reaching 97 percent of the target through water and sanitation investments on water supply and sanitation in targeted localities, including bi - national markets . T he Project also benefited approximately 27,500 people along the DR border, reaching 79 percent of the target. See Annex 1 B for detailed information on the Project outputs. 29. Assessment of Achievements of Each Objective/Outcome . The presentation below disaggregates the PDO by objectives/ outcomes using the PDO Outcome and Intermedi ate Indicators. Evidence beyond targeted and achieved indicator values is limited . The country ’s turmoil and sub sequent challenging implementation conditions prevented the Project from conducting any type of evaluation study that could have produce d additional evidence. Also, starting in 20 19, the Bank team was only able to conduct virtual missions (there was one in - person mission in 2022), and no field missions were possible. N o field trips or surveys at the local level were possible . A lthough the client completion report provide d additional anecdotal evidence , this ICR has not include d this evidence since it could not be validated. 30. PDO Objectives and PDO indicators achievements are organized in t ables 2 to 5. The ICR team did not consider a split rating necessa ry given that : (i) the PDO remained unchanged during implementation; (ii) there were no major changes in the PDO indicator definitions or values , also, changes made were linked first to the AF and later to efforts to streamline the Results Framework in the 2020 Restructuring (s ee annex 6) ; (iii) d isbursement during the two years (2015, 2016) before the AF reached only 14 percent , in line with implementation efforts to conclude technical designs and procure works ; and, (iv) as a result of point (iii) , no PDO indicator targets wer e achieved prior to the AF , which prevents this ICR from assess ing achievements at that stage. PDO OBJECTIVE 1 - Increased access to improved water supply in targeted rural areas and small towns in zones affected by cholera . This objective was substanti ally achieved. Table 2. PDO and Intermediate Indicators achievements linked to PDO Objective 1 PDO Indicators Achievement - Number of people in rural areas and small towns provided with access to improved water sources under the Project Target: 588,000 Substantially a chieved: 534,364 ( 97 percent ) - Number of people in rural areas and small towns provided with access to improved water sources under the Project except in the areas affected by Hurricane Matthew Target: 197,000 Substantially a chieved: 152,319 ( 77 percent ) - Number of people in rural areas and small towns provided with access to improved water sources under the Project in zones affected by Hurricane Matthew. Target: 320,000 Overachieved: 342,339 ( 107 percent ) The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 8 of 50 - Project beneficiaries of small repairs of water systems in the context of COVID - 19 emergency. Target: 75, 0 00 Overachieved: 75,900 ( 107 percent ) Intermediate Indicators Achievement - New piped household water connection that are resulting from the Project intervention. Target: 7,750 Substantially a chieved: 6,576 (85 percent) - Improved community water points constructed or rehabilitated under the Project. Target: 135 Substantially a chieved: 133 (98 percent) 31. Achievements in increasing access to improved water supply were substantial: two PDO indicators were overachieved while the two others were almost fully achieved . O riginal targets will be fully achieved once the Lascahobas intervention is completed under t he follow - up project ( see footnote 14), which was not completed under the Project due to time constrain t s. PDO OBJECTIVE 2 - Increased access to improved sanitation in targeted rural areas and small towns in zones affected by cholera. This objective was fully achieved. Table 3. PDO and Intermediate Indicators achievements linked to PDO OBJECTIVE 2 PDO Indicator s Achievement - People provided with access to “improved sanitation facilities” under the Project (and Females) Target: 30,000 Overachieved: 30,960 ( 103 percent ) Intermediate Indicators Achievement - Households with latrines built during Project implementation and of which use is verified Target: 1,900; Overachieved : 5,449 ( 286 percent ) - Latrine blocks for public institutions or spaces constructed or rehabilitated with management and maintenance arrangements in place under the project Target: 70; Substantially a chieved: 51 (72 percent) 32. The Project was successful in conducting innovative activities to promote sanitation improvements and leverag e additional resources. The implemented activities provided some of the knowledge and tools that can support sustained long - term sanitation improvements. The main outputs included : (a) Awareness - raising campaigns, based on a participatory community approac h ( Approche Communautaire pour l’Assainissement Total – ACAT ) all over Haiti, in collaboration with the Ministry of Public Health and UNICEF. These campaigns promoted the benefits of sanitation and financed the training of 300 personnel at involved entities ; (b) A h ydrogeological study defining a zoning plan for sanitation interventions, laying out appropriate sanitation infrastructure solutions by zone and helping to transfer knowledge to local actors ; (c) Training of 300 masons in latr ine construction, operation and maintenance, complementing the ACAT effort, creating job opportunities, and facilitating the construction of latrines and sanitation improvements ; (d) Training of latrine emptier s and support to their professional associatio n ; (e) Works and operation of a wastewater treatment plant in the south region, complemented by providing a truck to support the latrine emptier ’s association and ensuring safe disposal of fecal sludge in the plant. PDO OBJECTIVES/OUTCOME 3 - Strengthen the Recipient’s water and sanitation service delivery mechanism at the deconcentrated level. This objective was substantially achieved. Table 4. PDO Indicators achievements linked to PDO OBJECTIVE 3 PDO Indicators Achievement - Piped water systems managed sustainably by a Professional Operator (PO) under the Project Target: 24 Substantially a chieved: 17 ( 71 percent ) - Required functions deconcentrated to targeted OREPA Target: 6 Fully achieved : 6 ( 100 percent ) Intermediate Indicators Achievement - Departments covered by WSS baseline information Target:10 Fully a chieved: 10 (100 percent) - DINEPA conducts an annual joint Government/partner sector review Target: Yes The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 9 of 50 Fully a chieved: Yes (100 percent) - A national programming mechanism for deconcentrated WSS service delivery is operationalized, as evidenced by tools in place. Target: 5 Fully a chieved: 5 (100 percent) - Number of OREPAs among four existing ones, using the baseline developed under the P roject to prioritize. Target: 4 Fully a chieved: 4 ( 100 percent) - CAEPAs that include at least 20 percent female representation in Project area. Target: 70 Overachieved: 129 (128 percent) 33. Piped water systems management solutions . The 30 percent gap in achieving the target established for PO s managing water systems can be attributed to delays in concluding work, which delayed PO recruitment and subsequent l a unch of commercial activities (see para 58 ) . The POs in place ( which include individuals and the Drinking Water Supply and Sanitation Committees (CAEPAs ) ) have been managing water systems , for which construction concluded earlier during implementation ; these POs have also received the required OREPA training . 34. Functions deconcentrated to OREPAs . Procurement and financial management, two key functions, were transferred to the OREPA level, as well as payroll control for both the Rural Departmental Units ( Unité Rurale Départementale (URD)) and communal technicians . This allowed 15 most Project contracts to be procured and managed at the OREPA level . Another deconcentrated function was reporting by each OREPA on implementation of the region’s CAEPAs/POs management contracts. At Project clos e the la t ter was in progress, with initial reporting from OREPAs on technical and operational issues and financial management well advanced. 35. Several activities promoting key institutional strengthening were implemented, and additional financial and technical resources mobilized . The list of activities completed is extensive (see Annex 7) and translate s the Project ’s solid support to strengthening the WSS sector in Haiti , focusing on two main areas : WSS sector reform consolidation and WS S monitoring and technical support. Under the first area, a m ultiyear P rogram and B udget P rocess ( Budget Programme par Objective (PBO)) , including a pricing system, was developed and adopt ed by DINEPA, becoming a key tool in the high - level dialogue between donor s supporting the WSS sector in Haiti. Under the second area, the Integrated Water and Sanitation Information System ( Système Intégré pour l’Eau Potable et l’Assainissement (SIEPA) ) was developed and operationalized, as well as the new computer izing accounting system ( ACCPAC 16 ). T he Ground w ater Management System was also configured, training was provided to DINEPA technicians, and data was collected. PDO OBJECTIVE/OUTCOME 4 - Improve the Recipient’s capacity to respond promptly and effectively to an Eligible Emergency. The objective was fully achieved. Table 5. PDO Indicators achievements linked to PDO OBJECTIVE 4 PDO Indicator Achievement - DINEPA’s system in place to respond to major emergencies . Target: 1 Achieved: 1 ( 100 percent ) 36. The Project supported the GoH’s emergency response capacity through the creation of an Emergency Response Directorate directly overseen by DINEPA’s General Direct orate . Managers involved in this Directorate are focal points tasked with represent ing DINEPA in the inter - ministerial Emergency Unit set to coordinate emergency interventions in response to natural disasters. This project helped strengthen natural disaster res ponse capacity that was later mobilized in the aftermath of Hurricane Matthew to carry out rehabilitation of 85 water systems. Institutional capacity developed u nder this project also proved useful following the August 2021 earthquake ; authorities were able to coordinate and contribute to national earthquake recovery efforts , especially in informing the national damage and cost assessment with greater accuracy 15 Through a Memorandum formally agreed between DINEPA and OREPA s in 2019. 16 ACCPAC is the commercial name, not an acronym. The World Bank Haiti Sustainable Rural and Small Towns Water and Sanitation Project (P148970) Page 10 of 50 and efficiency than had been possible in previous emergencies . Institutions s upported by this project also played an important role in oversee ing coordination with other water and sanitation partners involved in post - disaster recovery efforts . Justification of Overall Efficacy Rating 37. The overall efficacy rating is Substantial . The operation achieved most of its objectives, in particular those related to improving access to water supply and sanitation and institutional strengthe