PSC Report - 4 August 2012

8/2/2019 PSC Report - 4 August 2012

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TABLE OF CONTENT

II. PROGRAM RESOURCES ................................................................................................................ 9

III. PROGRESS SINCE THE LAST PSC ............................................................................................ 10

IV. ACTIVITY PLAN .......................................................................................................................... 29

V. FINANCIAL REPORT ................................................................................................................... 38

VI. CHALLENGES AND DIFFICULTIES ......................................................................................... 40

ANNEX ................................................................................................................................................ 45



ABBREVIATION

BTC Belgian Development Agency

BTC’s RR The Resident Representative of BTC in Vietnam

DARD Department of Agriculture and Rural DevelopmentDCIPMU District Construction and Investment Project Management Unit

DoC Department of Construction

DoF Department of Finance

DoNRE Department of Natural Resource and Environment

DPC District People’s Committee

DPI Department of Planning and Investment

DPIU District Project Implementation Unit

DSWMP District Solid Waste Management Plan

EPA Environmental Protection Agency

EUR Euro

GoB Government of Belgium

GoV Government of Vietnam

ITA International Technical Advisor

MoF Ministry of Finance

MPI Ministry of Planning and InvestmentO&M Operation and Maintenance

pCERWASS Provincial Center for Rural Water Supply and Sanitation

PIM Participatory Irrigation Management

PMU Project Management Unit

POM Project Operation Manual

PPC Provincial People’s Committee

PPMU Provincial Project Management Unit

PSC Project Steering Committee

PSWMP Provincial Solid Waste Master Plan

TFF Technical and Financial File

TOR Terms of Reference

VAT Value Added Tax

VND Vietnamese Dong

WSSP Water Supply and Sanitation Project in Binh Dinh Province



Progress report for the Project Steering Committee nr.4 on 15 August, 2011

I. PROJECT SUMMARY

1. GENERAL INFORMATION

Project Title : Water Supply and Sanitation Project in Binh Dinh province

Duration : 60 months

General Objectives : To contribute to poverty reduction, enhancing public health and

improving living conditions and quality of life of the people of

the target areas

Specific Objectives : To improve the quality of life of the population of some

communes of 6 districts of Binh Dinh province (Phu Cat, Phu

My, Tuy Phuoc, Tay Son, An Nhon and Hoai Nhon districts)

through the provision of efficient facilities for both irrigation

and drinking water as well as solid waste management, including

appropriate capacity building, awareness raising and operation

and maintenance modalities.

Budget : Total budget: 8,950,000 Euro

In which:

- Belgian contribution: 7,500,000 Euro

- Counterpart Fund: 1,450,000 Euro

Sector : Water supply and Sanitation

2. THE PROGRAM’S EXPECTED RESULTS AND ACTIVITIES

Result A: Capacity building of the related agencies

All the related agencies in charge of the planning, design, implementation and management of

the rural water schemes and the solid waste management systems of the province are

reinforced through adapted trainings.

Result B: Awareness raising

A strategy is developed to raise awareness on the use of safe drinking water and on the

preservation of the water resource as well as on the importance of protecting the environment

with proper recycling, disposal and treatment of domestic solid waste.

Result C: Rural water systemCost efficient rural water systems designed for both flooding and dry seasons, for 5+2

communes are implemented, while, possibly, Hoc Mon dam, its spillway and the related

irrigation canals are rehabilitated, with efficient operation and maintenance modalities and

secured funding.

Result D: Solid waste treatment schemes

Proper infrastructure on basis of District Master Plans on solid waste management are

provided for the treatment of solid waste for the target areas of all or part of 3 or 4 selected

districts (Hoai Nhon, Tay Son, Phu My, and/or An Nhon districts) with the setting up of

proper operation and maintenance modalities, including availability of funds to operate and

maintain the schemes in good conditions.

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Inventory of management

models in the rural water

supply sector

The project abandoned the idea to recruit a consultant to find

out what management models are currently applied in Vietnam

and internationally. Instead the PPMU started to work with

pCERWASS for preparing and facilitating a stakeholder

analysis and IOCA and also to identify eventual weaknesses in

O&M of the schemes they already operate. In particular, the

PPMU prepared to support pCERWASS to carry out a reviewof their water supply management practice in other systems

under their control, as well as a study on management models

for rural water supply elsewhere in the province, in Vietnam

and internationally;

Overseas study tour to

Europe on “European

management models for

utility service companies”

The overseas study tour to Europe for members of the PPC,

DPI, PPMU and pCERWASS was postponed, pending a

reflection on the need for the tour and a better preparation of the

prospective participants;

The tour is now planned in September 2011;

Cooperation between

pCERWASS and water

supply institutes

Postponed, pending the results of the IOCA and establishing the

roadmap to support and strengthen the implementation of

pCERWASS’ management model;

CB for Solid Waste Management Systems: Preparation of DSWMPs

Develop four DSWMPs PPMU continue to support the development of the DSWMPs by

EP&T; The consultant facilitated the four districts to envision

their waste management strategy, set priorities and develop

detailed action plans for their waste management schemes; The

plans have been completed;

This development process went along with the following supporting activities

Supporting workshops Workshop guiding EP&T’s consultancy work: Four workshops

were organized by the consultant, one for each phase of the

consultancy;

Implement coaching

program

During the whole duration of the consultancy, the PPMU

continued to support the planners of the districts and other

stakeholders, in order to ensure that they clearly understand the

strategies and solutions proposed by the consultant, discuss

about them and support them; The PPMU used the opportunity

of the workshops organized by EP&T to make presentations

and give training on different aspects of Integrated Solid Waste

management (ISWM), providing extra exposure to and/or

training in topics of solid waste management that need

deepening and for further discussion and getting feedback on

EP&T’s results;

Pilot projects The PPMU identified and visited one NGO that would be

qualified for cooperating with the districts and facilitate the

implementation of local waste management schemes and pilot

projects;

A test of three technologies proposed for valorizing organic

waste was followed by an exposition demonstrating these

technologies to a wider public;

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Result B: Awareness Raising

Assessment &

Coordination

The agreements signed in December 2010 with pCERWASS

and DONRE-EPA for the AR program respectively on water

and sanitation, have been implemented efficiently and but not

promptly; Administrative difficulties caused a 3 month delay in

the payment of the advances to the sub-contractors, which

resulted in lack of funds at the subcontractors and initially a

slow start of their work; Later on, the work progressed rather

well;

Development of an

Awareness Raising

Strategy

On the job trainings for pCERWASS & EPA to improve their

understanding and implementation performance and consolidate

the AR strategies of the project, were implemented by the

PPMU and the facilitators during the trainings;

Training Both, pCERWASS and EPA organized follow up trainings on

environmental communication for the awareness raising teams

in the selected communes and schools as planned for the pilot phase;

Commune Awareness

Raising plans

The communes and schools finalized their Draft Commune

Awareness Raising plans and PPMU approved them;

Pilot Activities pCERWASS/DONRE-EPA implemented the pilot phase of the

AR program of the project;

More detailed organizational arrangements with district and

commune authorities and mass organizations were made;

District Task Force (DTF) and Environmental communication

teams (ECTeams) were established for communes and schools

participating in the program;

Information-Education-Communication tools and materials

were developed;

Result C: Rural Water Schemes

Phu Cat Water Supply

Tendering for construction

& construction supervision

13 procurement packages (11 procurement packages for

construction works and 2 procurement packages for equipment

supply) and one package for construction supervision have been

tendered in two phases. Tender results were not satisfactory for

most packages, with insufficient bids and/ or insufficient qualityof the bidders in many cases. By the end of July, contracts

could only be signed for 7 packages and for the construction

supervision. Retendering has been done and the remaining

contracts will be signed during Augustus and September 2011;

The construction of the Phu Cat rural water supply system

started on 18 and 22 July 2011 with 5 works packages; The

construction period of this project component will extend as

follows: all but one package will complete in December 2012

as planned; package 01-XL, which is the longest in duration (18

months), could not be awarded yet; it is expected to happen inSeptember 2011 and the completion of the construction period

will therefore extend until March 2013;

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Hoc Mon dam

Detailed Design and Cost

Estimate

This project activity concerns the Detailed Design and Cost

Estimate for: rehabilitating and raising the crest of the

headwork of Hoc Mon reservoir, rehabilitating the connected

irrigation canal system and building a water supply scheme for

My Chau commune;

This consultancy had been awarded by the project owner (Phu

My C&IPMU) to the Joint Venture CTC-BIHECCO, after open

tendering. Problems arose with the format and content of the

contract and BTC refused to sign it and objected to its

implementation. Until today the contract could not be signed,

even though the consultant has started the field surveys in

December 2011 without a contract;

Independent verification of these field surveys revealed serious

problems of bad quality and insufficient quantity;

The PPMU, the project owner and BTC are negotiation asolution with the consultant. The allocated time for completion

of the studies remains 6 months; for now rescheduled

tentatively from December 2011 until May 2012;

Result D: Solid Waste Treatment Schemes

Establish four (4) DSWMP’s for An Nhon, Tay Son, Phu My, Hoai Nhon Districts

EP&T consultancy The consultant completed the studies for the DSWMPs in June

2011. The PPMU received the draft final report for each of the

four districts and, together with the districts, communicated its

comments to the consultant. The PPMU will receive the finalDSWMPs on 5 August 2011;

The plans are comprehensive, covering all types of waste and

all 66 towns and communes in the 4 districts. For domestic

waste, EP&T proposes separation at source of the waste,

together with local treatment of the recyclables and of the

organic waste fractions (i.e. for respectively 15 and 60% of all

waste generated by the households).

Involve private sector entities in the district’s solid waste collection and treatment

In line with the TFF, and in order to understand better the present and possible future

involvement of the private sector in the revaluing and recycling of the district’s solid waste,the PPMU made plans to undertake a market survey of the actual and potential situation on

treatment and commercialization of recyclable wastes (such as paper, carton, metals,

plastics, etc…) and carried out a study on the potential for valorizing organic waste.

Implementation of these plans will continue as follows:

Recyclable waste Field observations indicate that the local business community

for recyclable waste is booming. Almost the entire recyclable

waste fraction is being recovered (10 to 20% of the waste

generated;

The PPMU does not plan to undertake more action for this

fraction in the next semester, but to investigate the situationfurther and await the implementation of the DSWMPs;

Organic Waste Follow up activities including:

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Pilot projects: apart from the tests done by the PPMU with the

valorization models proposed by the project, the responsibility

for implementing the pilot project will lay with the DSWM

Boards of the communes;

General means

PPMU Management and operation of the PPMU progressed properly;

The replacement of the CAS (who resigned for personal

reasons) has been completed;

Project car The handover and takeover procedures between Kartenex and

PPMU has been done and the contract liquidated;

PSC The 4th PSC meeting was prepared for 15 August 2011;

External Audit The 2nd local external audit mission audited the project in April

2011, with positive result.

3.2.Summary of disbursement progress in 1st semester of 2011

In 2011, the project disbursement was mainly for the establishing the District Solid Waste

Management Plans (DSWMPs), Capacity Development (CD) & Awareness Raising (AR) (i.e.

trainings, study tours, consultancies), PPMU operation cost and project car, tendering Phu Cat

Rural Water Supply (RWS) works and advance payments at the start of the investment for

Phu Cat Rural Water Supply. The detailed design of Hoc Mon dam and the establishment of

the DSWMPs are paid from the Belgo-Vietnamese Study and Consultancy Fund.From 01/01-31/07/2011, the project disbursed Euro 452,149 or 24.08% of the planned

disbursement of 2011. Of which, the disbursement on Belgian fund was Euro 399,520 (Euro

119,062 under Regie modality, Euro 237,299 under Nat.ex modality and Euro 43,159 under

Study fund), equivalent to 25.31% of the planned disbursement on 2011; the disbursement on

the counterpart fund was Euro 52,628 Euro or 17.57% of the annual planned disbursement.

The accumulated disbursement on 31/7/2011 was Euro 996,634 or 10.82% of the project

budget. Of which, the disbursement on Belgian fund was Euro 835,516 Euro or 10.82% of the

Belgian budget; the disbursement on the counterpart fund was Euro 161,117 or 10.80% of the

VN budget.

Disbursement progress was delayed on the investment component and on the Study Fund,while Capacity Development and Awareness Raising progressed very well (the latter however

to a lesser extend).

Delays in the payments to the contractors for the Phu Cat RWS component impacted the

disbursement disproportionally. Due to late signing of the contracts, no payments were made

in June and only a few in July. Since 88% (Euro 815,088) of the payments in the budget plan

for the first semester of this year were destined for the advances to the contractors (to be paid

immediately after signing of the contracts), it is easy to understand why it resulted in such a

low disbursement rate. The payments slipped from June to July and mainly August. We

expect the disbursement to be largely redressed in the second half of the year, because the

tendering is now almost complete for all packages.The Study fund also had slow progress, as a result of difficulties with the detailed design of

the rehabilitation of Hoc Mon Reservoir, as explained in the report.

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II. PROGRAM RESOURCES

1. HUMAN RESOURCES

Composition of the Provincial Program Management Unit (PPMU)

The composition of the PPMU remains as reported in the third PSC meeting. However, inMay 2011 Mr. Bui Ngoc Can, CAS of the project resigned for personal reasons. The PPMU is

in the process of recruiting his replacement. Mr. Can will continue to work in the project until

his replacement; Mme Nguyen Ha Nguyen can take up her position in September 2011.

International Technical Advisor

Unchanged

Composition of Program Implementation Units

Unchanged

Junior Assistant

Unchanged

Standing Unit of PSC

Unchanged

2. FINANCIAL RESOURCES

The Program finance includes two fund sources: Vietnamese contribution is 1,450,000 Euro,

and Belgian contribution is 7,500,000 Euro. The total fund is 8,950,000 Euro.

In addition to the above-mentioned amounts, the Belgian Government also pays an estimated

212,425 Euro from the Belgo-Vietnamese Study and Consultancy Fund for the detailed

designs of the water projects and for the development of the DSWMPs of the four districts;and annually a budget is transferred to the Regie account for covering the cost of the Junior

Assistants (i.e. 3,000 Euro/year/JA, 2 JAs).

Also in addition to the above-mentioned amounts, the Vietnamese Government further

contributes substantial amounts to the project for the expenditures of: office space, office

furniture, salaries and allowances for PPMU staff (except CAS, Coordinator cum Water and

Sanitation Engineer and Secretary/Translator), Land Acquisition (LA) and taxes (if any).

(See Annex 2 for more detailed information)

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− Set up pilot projects;

1.2. Report on the Progress achieved in the 1st semester of 2011

Based on the above plans, the following activities have been completed during the period

from February 2011 till July 2011:

1.2.1 Further concretize and facilitate the Capacity Development Approaches

of the project

Supporting Institutional Development implies institutional reform, a process that

takes time, because it includes policy review, legal review, stakeholder analysis,

review of rules and regulations, organisational strategies, structures, procedures, etc.

Therefore, the Capacity Development Approaches of the project for the components

Solid Waste, Clean Water and Irrigation have been developed further in this

context. At present, these approaches have been completed and were presented to

the stakeholders for consideration.

1.2.2 Identifying Leadership & Management Groups

Leaders and managers are the individual actors who are mandated for representingthe agency where they work. In the context of the project this refers specifically to

the persons involved in all the activities related and at all the levels for the

implementation of the different components of the project, including: Integrated

SWM in Hoai Nhon, Phu My, An Nhon and Tay Son districts, Clean WS in Phu Cat

and Tuy Phuoc Districts and Participatory Irrigation Management (PIM) in Phu My

district. Regular communication between the PPMU and these leaders and managers

about the project’s capacity development strategies, have been the basis to identify

the needs for training and capacity development.

1.2.3 Creating Inter-institutional, Sector-wide Improvement Groups1 and

organizing support activities to facilitate the work of these groups and toimprove their capacity and performance

The process of creation of specific sector-wide and inter-institutional groups is

ongoing:

PIM 2: Stakeholder analysis has been done for Participatory Irrigation Management

(PIM) in Binh Dinh Province piloted in Phu My district for Hoc Mon Dam. The

PIM methodology requires for the establishment of PIM action groups. The

capacity development cell of the project has prepared draft TOR for the institutional

and organizational development of PIM, over the full duration of the project. These

draft TOR are now under review by the team;

Rural Water Supply: Draft TORs have also been prepared for recruiting facilitatorsto organize relevant activities for institutional-organizational capacity assessment

and development of the Rural Water Supply management model of pCERWASS.

These draft TOR are now under review by the team;

SWM : The District Solid Waste Management Plans (DSWMPs) propose the

establishment of District Solid Waste Management Boards and Working Groups.

1 The name Inter-institutional, Sector-wide Improvement Group is a general name used in the concept

note of the project's capacity development strategy. In the recently developed action plans this term has

the following (preliminary) meaning for the three sectors of the project: (1) sector waste management:

District Solid Waste Management Board and DSWM Working Groups; (2) sector irrigation management:

PIM-steering board and PIM-action group; (3) sector rural water supply: not specified yet.2 PIM: In this context PIM refers to Participatory Irrigation Management for Binh Dinh province, piloted

by Hoc Mon Reservoir area, as recommended by the Final Evaluation mission of the project VIE0402111

– Phu My Irrigation project.

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These groups will be supported by specialists who will facilitate their development

and operation. In order to find a sufficient number of suitable specialists, the PPMU

has published a call for interest of qualified individuals and institutions, whom are

interested as resource institution or person, or as facilitator for participatory

stakeholder analysis, IOCA and institutional-organisational strengthening of the

agencies in charge of implementing the project components. The TOR were sent to

a network of about 30 specialised individuals and published on the website of the project and on the “job opportunities” website of the VUFO-NGO Resource Centre

on 14 June 2011. Furthermore, the PPMU prepared draft TOR for a workshop to

support the establishment of District Solid Waste Management Boards and Working

Groups as planned according to the District Solid Waste Management Plans

(DSWMPs). These draft TOR are now under review by the team.

1.2.4 Continuation of ongoing Capacity Development activities started earlier

by the project

a. CB for Rural Water Schemes: Hoc Mon reservoir and irrigation system:

PIM Workshop for local decision makers and social organizations:

The National Centre for Participatory Irrigation Management under the Vietnam

Academy For Water Resources (CPIM) implemented the participatory stakeholder

analysis for PIM-actors during the period from 1st of May until 10th of June 2011,

with interviews and field visits from 16-19 May 2011 and including a two day

workshop from 2-3 June 2011 in Quy Nhon city.

36 participants took part in the stakeholder analysis and workshop, including leaders

of relevant communes in Phu My district (My Chau and My Duc, as well as Cay

Sung and Dai Son), divisions and units of Phu My district (DPC and District

DARD), relevant departments at provincial level (DARD, DoF, DPI and PPC). The

topics covered were: identifying key stakeholders for PIM, stakeholder mapping,

stakeholder profiles and strategic options, power and influence and power resources,

stakeholders’ interest and scope for action, stakeholder’s attitude towards change,

stakeholders’ influence and involvement, force field analysis, building trust,

exclusion and empowerment, and gender equality.

A study tour to the Philippines on Participatory Irrigation Management and

Development (PIM):

The PPMU contracted NIACONSULT of the Philippines to set up the program of

the study tour. NIACONSULT presented a comprehensive training program,

thereby making use of workshops/trainings, field visits and meetings.

The study tour took place over 7 days from 19 June to 25 June 2011 with 12 participants from 3 projects: VIE 0402111 - Phu My Irrigation (2 persons),

VIE0703511 - WSSP (7 persons) and VIE0402111 - Lanh Ra Irrigation (3 persons).

The list of participants from VIE 0402111 - Phu My Irrigation and VIE0703511 -

WSSP had been chosen based on the PIM stakeholder analysis of actors for Hoc

Mon reservoir and irrigation system. The participants from these two projects

included people from Binh Dinh provincial PC, Binh Dinh provincial departments

(DPI, DoF and DARD), the Phu My district Party Committee, Phu My district PC

and the WSSP PPMU, plus ITA.

The workshop/training topics included lectures and discussions on the structure,

role and duties of the National Irrigation Administration (NIA) of the Philippines,which is in charge of nationwide irrigation development; the policy and

implementation of NIA’s Irrigation Management Transfer (IMT), which has for

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purpose to transfer management, operation and maintenance of National Irrigation

Systems to Irrigator Associations (IOs) and the development and organization of the

Irrigator Associations at both: National Irrigation Schemes (NIS) and Communal

Irrigation Schemes (CIS).

The field visits included visits to 2 NIA regional offices (Region 3 in Bulacan,

Region 4 in Pila) and 3 irrigation systems (Bustos Dam and Irrigation System, Aulo

Small Irrigation Scheme and Upper Pradesh Integrated Irrigation System). Themeetings included discussions with NIA national and regional staff, Irrigator

Association members as well as farmer cooperatives (in Cabago (at Bustos),

Palayan (at Aulo) and Capumaca 1a (at Nueva Ecija).

b. CB for Rural Water Schemes: Phu Cat Water Supply

Inventory of management models in the Rural Water Supply sector:

The PPMU abandoned the initial plan proposed at PSC3 to employ a consultant to

implement a study that would find out what management models are currently

applied in Vietnam and internationally. Instead, the PPMU is rather preparing a

different approach. In a first instance, the Project coordinates with pCERWASS to prepare and facilitate a comprehensive participatory stakeholder analysis as well as

a participatory institutional-organisational capacity assessment of all stakeholders

related to the management, operation and maintenance of pCERWASS’ water

supply system in Phu Cat and Tuy Phuoc districts. Secondly, the Project will

support pCERWASS and enable them to implement research on their current

management practice in schemes operated by them in Binh Dinh province and also

to study other management models of Rural Water Supply in application throughout

Vietnam. (Both objectives are part of the draft TOR for relevant activities on

institutional-organizational capacity assessment (IOCA) and development of the

Rural Water Supply management model of pCERWASS mentioned under point 3

above).

Overseas study tour to Europe:

The initial plan proposed at the third Project Steering Committee (PSC3) to

organize an overseas study tour to Europe on “European management models for

utility service companies” for members of the PPC, DPI, PPMU and pCERWASS

could not be carried out. During that PSC, BTC requested that the PPMU should

carry out studies and hold a preparatory workshop on the currently-applied models

of water supply and solid waste management in Vietnam and the project area,

before it can organize the proposed study tour to Europe. Based on this preliminary

work, the PPMU should facilitate the reflections on the need for improvement,

define how best reply to the needs for institutional and capacity building as framedin the proposed project’s CD & ID strategy and then re-submit the proposal to BTC

for approval before implementation. The preliminary activities requested by BTC

are being implemented as can be seen in the previous paragraph of this report, but

they are still ongoing by the PPMU and the PPMU has not yet submitted the plan

for the tour again. It is now planned for early September 2011.

Cooperation between pCERWASS and water supply institutes:

This activity, which requires exploring cooperation mechanisms between

pCERWASS and water supply institutes for further capacity development is still

under preparation. No concrete action has been taken yet, as the PPMU considered

that other activities needed to be implemented first, such as the participatorystakeholder analysis, IOCA and establishing the roadmap to support and strengthen

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the implementation of pCERWASS’ management model.

c. CB for Solid Waste Management Systems: Preparation of DSWMPs

The PPMU continued to support the development of the DSWMPs while the

consultant EP&T facilitated the four districts to envision their waste management

strategy, set priorities and develop detailed action plans for their waste management

schemes.This development process was implemented, along with the following supporting

activities:

- Supporting workshops

To support EP&T consultant, PPMU organized 4 workshops as planned in the contract,

with participation of the project’s districts, communes and with comments from agencies

of provincial level (DoC, DoNRE, etc…). The following workshops were held:

• 7-8 January 2011: Basic information workshop for DSWMP was organized over two

days in Quy Nhon City with 63 participants. During this workshop the baseline

situation for SWM was agreed;

• 22-23 February 2011: 2nd workshop for 4 DSWMPs was organized over two days in

Quy Nhon City with 64 participants. During this workshop EP&T presented the first

draft DSWMPs. The workshop was preceded by a preparatory day for the resource

persons and facilitators of the workshop;

• 12-13 May 2011: 3rd workshop for DSWMPs and action plan development was

organized over two days in Quy Nhon City with 151 participants. During this

workshop EP&T presented the second draft DSWMPs and draft five year action plan.

This workshop was also preceded by a preparatory day for the resource persons and

facilitators of the workshop;

• 07-10 June 2011: 4th workshop for DSWMP and action plan was organized separately

in 4 districts (in Hoai Nhon with 9 participants, in Phu My with 25 participants, in An

Nhon with 22 participants & in Tay Son with 21 participants). During these workshop

EP&T presented the final draft DSWMPs and five year action plans.

The participants to the first two workshops were the representatives of the provincial

departments (such as DoC, DPI, DoIC ...) and the representatives of 21 towns/communes,

which are the beneficiary towns/communes stated in the TFF, while for the third

workshop, the list of participants was the same, however extended to include

representatives of all 66 towns and communes in the four districts and the representatives

of hamlets. The 4th workshop, which was carried out by EP&T separately in each districtinvolved only the district leaders and the most direct actors for SWM.

- Coaching program

During the whole duration of the consultancy of EP&T, the PPMU provided support to

the planners of the districts and other stakeholders, in order to ensure that they clearly

understand the strategies and solutions proposed by the consultant and that they support

them. The PPMU used the opportunity of the four workshops implemented under the

consultancy of EP&T, as listed in the paragraph above, to extend the scope of work and

provide training, discussion and awareness raising on the solid waste management issues

of the project area:

• 1st workshop (on Phase 1 of the DSWMPs): As reported during the previous PSC

meeting, the PPMU commissioned a study on “Valorization of organic waste in Binh

Dinh province”. The draft report of the study was completed on 7 February 2011. The

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results of the study were presented to the participants during the first workshop for the

DSWMPs organized on 7-8 January 2011. During this presentation, the organic waste

options for the project, proposed by the consultant, were explained by him as well as

by relevant practitioners of the four selected technologies including: i) Mr. Nguyen

Van Viet, head of the Farmer Union in Binh Tan District of HCMC who explained the

model for feeding waste to pigs; ii) Mr. Nguyen Ba Hung, director of Organik farm in

Dalat on the Toptex composting technology; iii) Mr. Paul Olivier, independentconsultant on the Mesophilic storage and reduction bin and on the cultivation of Black

Soldier Fly (BSF) larvae, as well as other decentralized treatment technologies for

organic waste. The workshop was followed by an entomological study carried out

between 21 January and 24 February 2011 to demonstrate the natural presence of BSF

in Binh Dinh province as well as the likelihood of establishment of BSF in mesophilic

bins. During the study, BSF larvae were naturally found in every waste dump

searched in the province while 6 out of 9 temporary bins erected throughout the four

districts and Quy Nhon had been populated with BSF within the timeframe of less

than 2 months.

•2

nd

workshop (on Phase 2 of the DSWMPs): In addition to the presentation by EP&T,the PPMU organized training sessions on the following topics: i) Implementation

process and tools of community based environment management by Mr. Doan Van

Khai of ENDA; ii) possibilities for the province to obtain CDM credit through the

United Nations Framework Convention on Climate Change (UNFCCC), using a

Programme of Activities approach (PoAs) by Mme Bui Thi Lan Huong; iii) an

introduction by Mme Le Thi Le Thuy on socio-economic dimension of Municipal

Solid Waste Management, based on community initiatives (socialization) and how it

can provide opportunities for employment and poverty reduction; iv) presentation of

the results of the entomological study on the presence of BSF in Binh Dinh by Mr.

Todd Hyman, v) a presentation by the PPMU on the National Strategy of Integrated

Solid Waste Management to 2025 and the vision to 2050 and vi) a training session on“What is Integrated Solid Waste Management” by Mr. Pham Hong Nhat (the latter

training only for some middle managers of the district solid waste management

section and leaders of communes who had not had such training in previous

workshops organised by the project).

• 3rd workshop (on Phase 3 of the DSWMPs): The person in charge of each district was

asked to present the content of the draft DSWMPs and draft action plans proposed by

EP&T to the participants of that district. In this way, the persons from all concerned

levels in the towns and communes could learn to know clearly the content included in

the plan for them. In addition, the PPMU organized a participatory process during this

workshop which was intended to involve all the actors in charge of SWM from alllevels (e.g. the province, the four districts and all 66 towns and communes). The

group was split up in 4 working groups (each district is a separate working group and

has its own workshop) so that: i) all district and commune actors could get to know

each other and their opinions for the future of their collaboration on SWM and ii) all

district and commune actors could work together on their own DSWMP. In addition

the PPMU, with the help of 8 facilitators organized discussion sessions covering the

key elements of the proposed DSWMPs as well as more detailed presentations on 4

important elements for its implementation (i.e. DSWMP strategy & 3 technologies for

valorisation of organic waste, raising awareness through these 3 technologies, Waste

Resource Centre and establishment of DSWM improvement groups). The facilitators

initiated, encouraged and guided the discussions among the participants in theworking groups.

- Pilot projects:

Page 15




The project planning for the 1st semester of 2011 included an activity to initiate

cooperation with NGOs or other organizations to facilitate the implementation of

local waste management schemes and for preparing pilot projects to experiment

with socialization models for local solid waste management. The PPMU initiated

contacts with the NGO “Action for the City” of Hanoi and visited their offices and

some of their work. No further action has been undertaken, awaiting the approval of the DSWMPs and the creation of the DSWM Board and action groups. Future

activities for setting up pilot projects will be initiated by these DSWM Boards.

- Set-up Demonstration Mesophilic Storage and Reduction Bins – Communication

Plan:

The Mesophilic Storage and Reduction Bin is the centrepiece of the treatment

strategy for organic waste in the DSWMPs. Therefore, the PPMU initiated a

program to demonstrate the mesophilic storage and reduction bins with 16

households in 4 districts of Binh Dinh province for treatment of their organic waste.

Of these, 11 bins were installed at small households of 2 to 3 persons and 5 bins

were installed at small businesses (3 small restaurants, 1 small agro-business and 1

rabbit farmer). This program was implemented between 20 April 2011 and 12 June

2011 and involved an external trainer, coaches from the District PCs and the

Environmental Communication Teams of each district. The waste was separated at

source and the quantities and composition of the waste produced by each of these

households or businesses were measured. At the same time the organic waste was

treated using the mesophilic bin erected at the household.

The result of the tests were very encouraging:

In all, a total of 1.656 ton of waste was generated by the households during the

testing period, of which 1.192 ton was treated in the bins. The amount of waste

recycled was 0.094 ton and the amount of waste discarded was 0.370 ton. Thus, the

waste to be collected and transported to a landfill was reduced from 1,656 ton to

only 0.370 ton (22%) of the total waste generated.

Households generated on average 0.42 kg of waste per person per day of which

76% was treated in the bins, 11 % recycled and 12 % discarded.

Businesses generated on average 3.8 kg of waste per business per day of which 69%

was treated in the bins, 3 % recycled and 28 % discarded.

The average reduction in volume of the waste through mesophilic composting in the

bins was 70% over the period of the test, but it varied substantially between the

bins. Decomposition of the waste in the bins was by mesophilic decomposition aswell as assisted by the black soldier fly (BSF) larvae (which developed in the bins

after initial seeding and which feed on the waste).

The conclusions of the participants in the experiment on waste separation and

treatment at source was generally positive. They found that the mesophilic storage

and reduction bin was suitable for them, but that its introduction in the project area

will require intensive communication on the benefits of reducing waste to landfill,

in particular organic waste.

The lessons learned from the demonstration were:

-

Awareness raising, training and follow up are necessary for the success of this model.District and community coaches will be key actors to provide technology support and

guidance to the households who use the bins;

Page 16




- Some bins emitted a foul smell during the initial stages of application, but this

disappeared soon after the biological processes in the bin developed;

- Bins should be installed in individual households only when enough waste is

generated by that household. Otherwise bins should be shared by two or more

household, or community bins should be used.

2. RESULT B: AWARENESS RAISING Background:

During the previous reporting period (e.g. in December 2010), the PPMU signed two

agreements with subcontractors for the implementation of the Awareness Raising activities

of the project:

• Solid Waste Awareness Raising Program signed with the Environment Protection

Agency (EPA), a specialized agency under DoNRE;

• Water Supply Awareness Raising Program signed with pCERWASS, a specialized

agency under DARD.

The basis for implementation of the AR is fixed in these agreements.

2.1. Brief overview of the planning presented at PSC3 for this reporting period

Before proceeding with the project’s progress report, activities proposed at PSC3 for the

first semester of 2011 are briefly repeated below:

- Assessment & Coordination: Start to implement the agreements with

pCERWASS and DONRE-EPA for the awareness raising programs efficiently and

promptly;

- Development of an Awareness Raising Strategy: Consolidation trainings for

pCERWASS/DONRE-EPA to improve the performance of their awareness raisingstrategies and implementation plans;

- Training: Organization of follow up trainings by pCERWASS and DONRE-

EPA on environmental communication for the awareness raising teams of the pilot

phase;

- Commune Awareness Raising plans: Support the communes for the

finalization of the Draft Commune Awareness Raising plans;

- Pilot Activities: pCERWASS/DONRE-EPA speed up the implementation of

the pilot phase (such as more detailed organizational arrangements with district and

commune authorities and mass organizations, set up the awareness raising teams,development of Information-Education-Communication tools and materials, …);

Overall the PPMU was able to follow this plan reasonably well, however with some delay,

as can be seen from the progress reported below.

2.2. Progress report of the Awareness Raising activities of the project

a. Assessment & Coordination

The PPMU contracted pCERWASS and DONRE-EPA in December 2010, as

subcontractors for implementing the awareness raising programs respectively on Rural

Water Supply and Sanitation. These agreements have been implemented starting in

December 2010 until today. However disbursement of the advance payments for the 1

st

quarter to both pCERWASS and DONRE-EPA were delayed until 16 March 2011 and 24

January 2011 respectively, which retarded efficient implementation of the agreed

activities. pCERWASS/DONRE-EPA implemented the pilot phase of the AR program of

Page 17




the project;

More detailed organizational arrangements with district and commune authorities and

mass organizations were made; District Task Force (DTF) and Environmental

communication teams (ECTeams) for communes and schools participating in the program

were established.

Information-Education-Communication tools and materials were developed.More details on this topic are given for each sector in chapter IV below.

b. Development of an Awareness Raising Strategy for EPA and pCERWASS

Regular communication between the PPMU staff and the pCERWASS/DONRE-EPA and

on the job training by the PPMU and the facilitators during the trainings provided

sufficient guidance to both subcontractors (i.e. EPA and pCERWASS) for a good

understanding and performance of their awareness raising strategies and implementation

plans. At the end of the first quarter of contract performance, the PPMU and the

subcontractors jointly evaluated their quarterly financial and technical progress reports

and their overall performances, before disbursing the 2nd advance for the 2nd quarter of

the contract performance. It was found that both subcontractors have a goodunderstanding of the AR strategy of the project and that pCERWASS gave generally good

follow up with the District EC teams and the School EC teams. But DONRE-EPA needed

to increase its presence in the field. Subsequently, during quarter 2, lack of human

resources, in particular within EPA, has caused slower progress than expected and

resulted in insufficient intensity of field work for supporting the District Task Forces

(DTFs) and the Environmental Communication Teams (ECTeams) of the Solid Waste

Awareness Raising component.

c. Training

The pCERWASS and DONRE-EPA supported by the PPMU organized 7 follow up

trainings on environmental communication for the awareness raising teams of the pilot

phase as follows:

• 7-8 March 2011: Training on communication skills for clean water for District

Task Forces (DTFs) of Phu Cat and Tuy Phuoc districts, Environmental

Communication Teams (ECTeams) of Cat Tien and Phuoc Thang communes

organized in Quy Nhon with 24 participants;

• 8-9 March 2011: Training on communication skills for solid waste for District

Task Forces of Hoai Nhon, Phu My, An Nhon and Tay Son districts,

Environmental Communication Teams of Bong Son and Phu My towns, Nhon

Thanh and Tay Phu communes with 40 participants;• 10-11 March 2011: Training on education & communication skills for solid waste

for ECTeams of primary and secondary schools in towns/communes in pilot phase


• 10-11 March 2011: Training on education & communication skills for clean water

for ECTeams of primary and secondary schools in Phuoc Thang commune (Tuy

Phuoc district) and Cat Tien commune (Phu Cat district) organized in Quy Nhon

with 21 participants;

• 17-18 May 2011: Training on M&E for clean water communication activities for

DTFs, ECTeams of commune and ECTeams of primary and secondary schools of

Cat Tien and Phuoc Thang communes organized in Quy Nhon with 49

participants;

Page 18




• 16-17 May 2011: Training on M&E for SW communication plan at the

community for commune ECTeams of 04 towns/communes in the project area


• 18-19 May 2011: Training on M&E for SW communication plan at the school for

ECTeams of primary and secondary schools of 04 towns/communes in the project

area organized in Quy Nhon with 50 participants;

Facilitators for each of the training were employed by the PPMU under the Regie

budget line “Z_01_06 - Consultants”.

d. Pilot Activities

The pCERWASS and DONRE-EPA have established detailed organizational

arrangements with district and commune authorities and mass organizations as well

as set up the awareness raising teams.

With the help of the Junior Assistant specialized in Awareness Raising of the

PPMU, both sub-contractors prepared Information-Education-Communication

(IEC) tools and materials such as dedicated booklets, leaflets and posters for Clean

Water Supply as well as Solid Waste.

3. RESULT C: RURAL WATER SCHEMES

Result C concerns the water supply schemes. This includes two project components: Phu

Cat Rural Water Supply schemes in the districts of Phu Cat and Tuy Phuoc and Hoc Mon

Reservoir and Irrigation Canal System Rehabilitation in Phu My district.


a. For Phu Cat Clean WS

− Tender the construction contractors for 16 Packages as in the tender plan approved by

the PPC and sign contracts by June 2011;

− Tender the supervision consultant and sign the contract by May 2011;

− Start the construction of the Phu Cat water supply system. The construction period is 18

months, from June 2011 until December 2012;

− Pay advance to the contractors.

b. For Hoc Mon Reservoir and Irrigation Canal System Rehabilitation

− Complete the Detailed design and Cost estimate of the work Rehabilitating Hoc Mon

dam (including the headwork of reservoir, irrigation canal system and My Chau water

supply scheme);− Assess and approve the detailed design and cost estimate after getting the non-objection

of BTC;

3.2. Progress report of the Rural Water Schemes

3.2.1. Phu Cat Rural Water Supply System

a. Land acquisition

The land acquisition and compensation to households have been completed. This activity

was involved by the Land Acquisition Councils of Tuy Phuoc and Phu Cat districts.

b. Explanation on the tendering for construction works and supply of

equipment

As approved by the Binh Dinh PPC Chairperson at the Decision nr.35/QD-CTUBND

Page 19




dated 11 January 2011 on the tender plan of Phu Cat Running Water Supply sub-project,

there are 13 procurement packages (11 procurement packages for construction works and

2 procurement packages for equipment supply). After the completion of necessary

procedures as regulated, the project owner (pCERWASS) tendered for construction

contractors and equipment suppliers as follows:

− 1st time: on 24 February 2011: This time included 5 procurement packages: 01-XL

(Water treatment plant, 4 first-level pumping stations and raw water pipeline), 02-

XL (Booster pumping station), 11-XL (22KV power transmission network,

transforming station, 0.4KV wire line for water treatment plant, 4 wells and

booster pumping station), 02-HH (Procurement of equipment, controlling power

system and lighting power system for water treatment plant, 4 first level pumping

stations, and booster-pumping station) and 03-HH (Water meters and fittings for

household connection).

− 2nd time: on 25 March 2011: This time included 8 procurement packages: 03-XL

(Transferring pipeline), 04-XL (Clean water pipeline network of Cat Thang

commune, Phu Cat district), 05-XL (Clean water pipeline network of Cat Chanh

commune, Phu Cat district), 06-XL (Clean water pipeline network of Cat Tien

commune, Phu Cat district), 07-XL (Clean water pipeline network of Phuoc Hoa

commune, Tuy Phuoc district), 08-XL (Clean water pipeline network of Phuoc

Thang commune, Tuy Phuoc district), 09-XL (Clean water pipeline network of

Cat Nhon commune, Phu Cat district) and 10-XL (Clean water pipeline network

of Cat Hung commune, Phu Cat district).

Tender result is as follows:

− For the procurement packages nr.03-XL, 04-XL, 06-XL, 08-XL, 10-XL and 11-

XL: BTC had their non-objection on the tender results. The project owner

conducted the contract negotiation and signed contracts with the winning bidders.5 of the 6 contracts were signed and the construction started on 18 -22 July 2011.

For the procurement package 06-XL, the construction is planned to start at the

middle of August 2011;

− There were no bids passing technical requirements for the procurement packages

nr.01-XL, 02-XL, 07-XL, 09-XL, 02-HH and 03-HH at the 1 st tendering. The

project owner revised the tender plan (tendering time was revised) and then

organized the retender. The new opening date was 20 July 2011. This time

included 4 packages (01-XL, 02-XL, 09-XL, 03-HH). The bids are under

evaluation by the project owner now;

− For the procurement package 02-HH, the project owner is now preparing for thenew tender. The tender invitation document is planned to be issued in August

2011.

− For the procurement package 07-XL (Clean water pipeline network of Phuoc Hoa

commune, Tuy Phuoc district), part of this pipeline is along the provincial road

640 which passes the communes of Phuoc Hoa, Phuoc Thang, Cat Tien and Cat

Chanh. This part will be used to supply clean water to the resettlement area of Cat

Tien from the source of Phuoc Son water treatment plant, an existing plant

managed by pCERWASS. Therefore, the PPC requested to accelerate the

construction of this pipeline network. Being agreed by BTC, the project owner

revised the fund sources of this package (it will be totally financed by Counterpartfund). The tendering method is nomination. The contract has been awarded; the

construction started on 18 July 2011;

Page 20




− For the procurement package 05-XL: The offering prices were higher than the

package estimate. Being agreed by BTC, the project owner allowed the bidders to

reoffer their prices. The reoffering documents have been sent to BTC on 31 May

2011 and currently the PPMU awaits BTC’s non-objection. The contract is

planned to be awarded at the end of August 2011.

c. Explanation on the tendering for the contract of the supervision consultant

− The tender invitation document for the contract package 01-TVGS for

recruiting the supervision consultant was sold the first time on 08 February 2011.

There were 4 bidders buying the tender document.

− Bid closing date was 24 February 2011, but by that date, not any bidder

had submitted a bid.

− As agreed by BTC, the project owner invited HydroScience Engineers for

contract negotiation on the service of construction and equipment installation

supervision. However, the offering price proposed by that company was too high

(> 7 billion VND) while the package estimate is 1.356 billion VND). In the mean

time they would bear no liability.

− On 9 June 2011, BTC’s representative gave his non-objection to the

nomination result that the Dai Viet Water and Environment Development JSC is

awarded to implement the contract. On 29 April 2011, the project owner issued the

Requirement Dossier to 3 bidders, and only 2 of them submitted their bids on 11

May 2011. As agreed by BTC’s representative, the project owner opened the bids

and evaluated them.

− The contract package 01-TVGS for supervision of construction and

equipment installation has been signed and then the contract performance started

on 18 July 2011 together with the work procurement packages.

d. Disbursement

Due to the inflation, the bidding prices of several bidders who pass technical requirements

exceeded the cost estimates of the tender plan. The regulated process of handling these

problems required to spend a certain time. Therefore, the actual tendering duration lasted

longer than the planned duration. As a result, the disbursement for the Phu Cat running

water supply sub-project is mainly done in the last semester of 2011.

By the reporting date (31 July 2011) there has been advance payment to the contractors of

the procurement packages 04-XL, 07-XL, 08-XL and 10-XL. The total advance to these

contractors is 5.124 billion VND or Euro 222,000 at the exchange rate 23,036VND/EUR,

of which Euro 175,942 is paid by the Belgian fund under Natex modality, and Euro46,058 is paid by the Counterpart fund. Advance payment for packages 03-XL and 11-XL

are under preparation and will be done in early August 2011.

By 31 December 2011, the total disbursement on this project component on the Belgian

contribution will attain about 1,135,141 Euro, and Euro 290,0876 on the Counterpart fund

(See Annex 3 for more details)

3.2.2. Hoc Mon dam

Detailed design

The consultancy on survey, preparation of design drawings and cost estimates for the

Rehabilitating Hoc Mon reservoir including the headworks, the canal system and the My

Chau water supply plant is executed under the Belgo-Vietnamese Study and Consultancy

Page 21




Fund;

− The tendering procedure for the consultancy was done in the second semester of

2010; since September 2010. The Construction and Investment Project Management

Unit of Phu My district awarded the contract to the Joint Venture of CTC-BIHECCO.

BTC issued non-objection on the bidding and bid evaluation process.

− The project owner signed the contract with the successful contractor in December 2010. This contract was scheduled to start on 17 December 2010 and it would be

completed on 26 May 2011;

− However, when the contract (already signed by the contractor and the

Construction and Investment Project Management Unit of Phu My district) was

presented to BTC, the latter found several inconsistencies and objected to signing it;

− In the letter nr. 30/TLN/2011 dated 02 March 2011 addressed to the National

Director of the project, BTC reiterated that it had not received and signed a new

revised contract and that no payment would be made for work implemented before

BTC had agreed to sign the contract;

− However, in the mean time the Joint Venture of CTC-BIHECCO had already

started the work.

− In an attempt to regulate the situation BTC agreed by letter to the PPMU with

nr.68/TLN/2011 dated 27 April 201 to exceptionally consider payment of work

performed by the JV since 17 December 2010, provided an independent party,

employed by the PPMU, effectively and duly certifies that works performed by the JV

was done according to good practice, meet all relevant standards and quality

requirements and that the quantities performed are as proposed in the bill of quantities

of the contract;

−The PPMU then prepared BID and TOR for such verification and short listed 3

consultants for verifying the topographic and geological surveys of the

abovementioned work. After an appointment procedure with 2 offers received, the

PPMU selected Nguyen Truc Construction Consultancy Co. Ltd. BTC issued its non-

objection by letter nr.119/VA/2011 of 28 June 2011;

− The contract was signed on 01 July 2011 and on 04 July 2011 the consultant

organized a kick-off meeting. The contract duration was 30 days.

− On 21 July 2011, the consultant presented his draft final report to the PPMU, the

Construction and Investment Project Management Unit of Phu My district and a

representative from BIHECCO. The situation does not seem good. The work done by

BIHECCO so far seems to be carried out neither according to the relevant standardsand quality, nor in sufficient quantity required under the bill of quantities of the

contract.

− Given the difficulties encountered during the verification, the PPMU agreed to

extend the contract duration for Nguyen Truc Construction Consultancy Co. Ltd up to

5 August 2011;

− The discussion on the final report will be organized at the PPMU office with the

participation of the PPMU, the project owner and the designer. After that, they will

submit the final report on 5 August 2011.

Considering the situation reported in the paragraph above, the PPMU was not in a position to assess and approve the detailed design and cost estimate in the

timeframe proposed at PSC3.

Page 22




4. RESULT D: SOLID WASTE TREATMENT SCHEMES


− Continue the establishment of four (4) DSWMP’s for An Nhon, Tay Son, Phu My,

Hoai Nhon Districts;

− Implement coaching program;

− Involve private sector entities in the district’s solid waste collection and treatment.

4.2. Progress report of the Solid Waste Treatment Schemes

4.2.1. Establish District Solid Waste Management Plan’s for An Nhon, Tay

Son, Phu My and Hoai Nhon Districts (4 DSWMPs)

a. EP&T consultancy for the establishment of four (4) DSWMP’s

The contract for the Consultancy on developing district solid waste management detailed

plans for the four districts of Hoai Nhon, Phu My, An Nhon and Tay Son is executed

under the Belgo-Vietnamese Study and Consultancy Fund;

− The contract for this consultancy was signed with the consultant EP&T on 5 November 2010.

− As contracted, EP&T must complete the DSWMPs at the end of May 2011.

However, during the implementation, the PPMU and the consultant mutually agreed

to postpone the 4th phase of the contract by 1 month in order to leave more time for

the districts to study the draft DSWMPs. The contract extension got BTC’s non-

objection.

− The draft final DSWMPs of the four districts were submitted to the PPMU on 24

June 2011.

− The PPMU sent this draft to the districts for their comments. The PPMU collectedall comments and then sent them to EP&T on 14 July 2011. EP&T will finalize the

DSWMPs and submit them to the PPMU on 5 August 2011.

The DSWMPs were drawn up in close consultation with all stakeholders within the

district through meetings, discussions and workshops. They conform to the government’s

decrees and laws and in particular Decree No. 59/2007/ND-CP issued on the 9 th April

2007 concerning the principles applied in solid waste management as well as Decision

No. 2149/QD-TTg signed by the Prime Minister on 17 December, 2009, approving the

National Strategy on Integrated Solid Waste Management till the year 2025.

Content of the DSWMPs:

The DSWMPs give an overview of the related Government’s laws, Decrees and

Regulations on solid waste management. For each type of waste, the plans also provide a

description of the current situation, where after the present waste quantities and

characteristics are discussed. Then, the plans describe the requirements to waste

collection, treatment and disposal, the capital and financial costs of the system, as well as

cost recovery, requirements to institutional strengthening, capacity development and

awareness raising. The key elements of the DSWMPs are briefly summarized below:

Time span:

The Plans extend over a period covering the years 2011 through 2020, with a vision to the

Page 23




year 2025. The plans are completed with an action plan for every district covering a 5 ‐

year period. In particular, the District Solid Waste Management Plans cover the

management of the domestic waste, the industrial waste and healthcare risk waste. Area covered by the DSWMPs:

The DSWMPs are comprehensive and cover all types of waste and all 66 towns and

communes in the four districts.

District Solid Waste Management Board:

The District Solid Waste Management Board will be established under the District

People’s Committee. This Board will be responsible for all aspects of the implementation

of the District Solid Waste Management Plan. The District Solid Waste Management

Board can establish working groups covering more specific topics under the District Solid

Waste Management Plan. The District Solid Waste Management Board will beresponsible for ensuring that there are sufficient revenues and funds available to establish

and subsequently operate the solid waste management systems in a sustainable manner.

Setting-up a Waste Resource Centre:

The DSWMPs propose that a Waste Resource Centre (WRC) is set up at the provincial

level, either under an existing provincial department or as an independent organization.

The WRC will be financed through a mixture of donors, income generation and support

from the Government of Vietnam. The Centre is to support the provision of core solid

waste management services.

Solid Waste Collection Rates:

The DSWMPs expect that by the year 2015, collection rate of the waste will reach 70% in

the Towns and a few selected communes. All other communes are expected to have a

collection rate of 30% in 2015. By 2020, the collection rate will be 80% in the towns and

40% in the communes. The collection rates are expected to further increase to 50% by

2025 in the communes.

The plans propose that the management of solid waste should follow the following

sequence of priorities:

− Reduction in the quantity of waste produced and to reduce its negative impacts;

− Recycle the waste, where the discards are separated into materials that may be

incorporated into new products;

− Use of waste not suitable for re-use or recycling as source of energy;

− Disposal of waste not suitable for re-use or recycling nor for energy recovery, as

well as the remains of waste from which energy has been recovered, without

endangering human health and without using processes or methods which could harm

the environment.

Waste separation and treatment at source:

The DSWMPs propose waste separation at source, combined with local treatment. In this

case, the collection only of the remaining waste, that cannot be treated locally, will be

necessary. The waste will be separated at source and locally treated by households. Only

waste which remains after separation and local treatment will be collected. The collected

Page 24




waste will be transported and buried in a sanitary landfill.

b. Review of the Provincial Solid Waste Management Plan

The TFF of the project asks for a review of the Global Strategy on Solid Waste for Binh

Dinh province. This requirement was included in the TOR of the contract with EP&T.

The study of EP&T confirms globally that the “Province Solid Waste Master Plan

(PSWMP) for the urban areas and the industrial zones in Binh Dinh area up to 2020”approved by Decision no. 637/QĐ-UBND dated 27 August 2009 by the People’s

Committee of Binh Dinh Province is in agreement with national standards. The plan’s

view of point proposes to arrange reasonably the locations for the solid waste treatment

plants in the provincial area so that each waste treatment plant will serve one area with

the fitting radius (not according to the administrative units).

Based on this view of point, EP&T proposes to build only 2 instead of 4 landfills for the

four districts and that two districts use shared landfills (i.e. Tay Son and An Nhon, as well

as Phu My and Hoai Nhon). EP&T recommends that the principle of “one district, one

landfill” should be abandoned.

With sharing the landfills, a large environmental benefit can be realized, as well as asubstantial amount of money saved, both on investment in the landfills and on operating

the landfills, as shown in the table below:

Unit: Million VND

Summary of landfill costs

(Million VND)

4 landfills;

not shared

2 landfills;

shared

Saving

s

Percentage

Landfill construction

investment cost

147,049 111,551 35,498 24%

Landfill cost of operation and

maintenance3

93,736

59,106 34,630 3

7

%

Total: investment plus O&M 240,785 170,657 70,128 29%

(Source: Draft DSWMPs)

c. Involve private sector entities in the district’s solid waste collection and

treatment

In line with the TFF, and in order to understand better the present and possible future

involvement of the private sector in the revaluing and recycling of the district’s solid waste,

the PPMU made plans to undertake a market survey of the actual and potential situation on

treatment and commercialization of recyclable wastes (such as paper, carton, metals,

plastics, etc…) and on the potential for using compost made from organic waste.

Implementation of these plans will continue as follows:

• Recyclable waste

The average composition of the waste generated in the districts is estimated from the

waste characterization surveys by the project and can be summarized for the four districts

to be as follows: recyclables 15%, biologically degradable waste 60% and other waste25%. The biologically degradable waste is by far the largest fraction. The Households can

3 Based on 15 year lifetime

Page 25




treat the biologically degradable waste to produce compost or other products (see below),

as well as separate valuable materials for selling (i.e. recyclable as well as organic waste).

Field observations indicate that the local business community for recyclable waste is

booming. Almost the entire recyclable waste fraction is being recovered by itinerant

waste collectors and buyers (i.e. scavengers), who sell it to local waste recycling

businesses. The PPMU did not undertake any action for this fraction. The DSWMPs

accept that at least 10 to 20% of the overall waste stream is already removed at thehousehold level; mostly these are recyclable materials such as: cardboard, paper, bottles,

cans and metals that are sorted at source by the households.

The DSWMPs assume the following evolution in the recyclable waste fraction:

- For Towns: Currently 15% of the domestic solid waste generated is sold to

scavengers and recyclers. It is estimated that these quantities will increase slightly

over the coming years to 18% (e.g. the amount of recyclables in the waste is higher in

towns than in communes).

- For Communes: Currently 10% of the domestic solid waste generated is sold to

scavengers and recyclers. It is estimated that these quantities will increase slightlyover the coming years to 12%.

• Organic (biologically degradable) Waste

The biologically degradable waste fraction constitutes 60 % of the all the waste generated

by the households of the 4 districts. These households will be encouraged to separate

food refuse and other organic material for composting or revaluing in another way.

This District Solid Waste Management Plan calls for 15% of the total generated domestic

solid waste stream, consisting of organic waste, to be treated at source by the year 2025 in

towns (i.e. a quarter of all the organic waste produced) and likewise 30% in communes

(i.e. half of all the organic waste produced). Of course this is only feasible if households

are willing to do so, otherwise the waste will be a mixture of organic and other waste.

Therefore, extensive awareness raising and education will be required for the entire

population of the districts.

The technologies proposed by Somers Livestock Solutions for valorization of organic

waste are used to obtain this degree of treatment. They are the following:

- Use of Mesophilic storage and reduction bins: The mesophilic units are concrete

or brick storage bins in which the volume and weight of organic waste is reduced by

natural processes (bacteria, fungi, larvae, worms). The bins can be used both at

household level and at community level.

-

Commercial black soldier fly (BSF) larvae production from organic waste. Thismodel is operated by waste collectors or scavengers. Black soldier fly larvae, which

feed on most types of organic waste, are cultivated in a biopod, specially designed for

this purpose.

- Small scale composting of market waste. The organic waste of the market is

separated at source and brought to a nearby location where it is composted under a

Toptex fleece, using the technology of thermophilic composing. This is an economical

Page 26




composting technique that can be applied small scale.

- Feeding waste to livestock (chicken, pigs, cows, fish, etc…). The practice of

feeding fresh food waste to pigs and cows is already extensively used in the project

area. In order to avoid transmission of diseases only fresh waste should be used and all

food should be cooked for 1 hour (one hour boiling time).

d. Follow up activities including: Pilot projects, training and coachingprograms and further development of the models proposed by the

consultant Somers Livestock Solutions

Three of the 4 models described above have been tested in the project area. The feeding

model to livestock is already common practice, but home composting using mesophilic

bins, thermophilic composting using Toptex fleece and the cultivation of BSF larvae are

rather new for Binh Dinh province. The following tests were carried out:

- two tests of thermophilic composting using Toptex fleece (in Tay Son district);

- two tests with a biopod for BSF larvae cultivation (one in Tay Son and one with

an interested private person in Quy Nhon City);

- 16 tests with mesophilic storage and reduction bins in 16 families (also described

above under the section on Capacity development).

All tests were carried out successfully and an exposition with a demonstration of the 3

tested models was organized during the workshop at the end of the 3 rd phase of the

establishment of the DSWMP.

5. GENERAL MEANS

5.1. PPMU

Replacement of the Capacity Development and Awareness Raising Specialist of the

project (CAS):For personal reasons, Mr. Bui Ngoc Can, CAS of the project has resigned and needs to be

replaced. After carrying out the recruitment procedures, the PPMU selected an

appropriate candidate. The PPMU will submit the candidate profile to BTC and PPC for

their consideration and acceptance in August 2011. Mr. Bui Ngoc Can will continue to

work in the project until his replacement has taken up her post.

5.2. Project car

Complete the handover and takeover procedures between Kartenex and PPMU, liquidate

the contract:

-

The handing over procedures for the car were completed on 22 March 11- The full payment of the contract was done on 24 May 11

5.3. Mid Term Review (MTR)

TOR and BID for the MTR were completed in June and tendering for recruitment of the

consultant is in progress by BTC HQ. The MTR is scheduled to take place in November

Page 27




and December of 2011.

5.4. External Audit

The 2nd local audit mission was received in the PPMU from 25-29 April 2011. The audit

covered the operation of the project from 01 July 2010 to 31 December 2010.

In the auditors opinion, the financial statements for the audited period give a true and fair

view of the balances of assets, liabilities and funds of the Project as at 31 December 2010and of its receipts and expenditures for the period from 01 July 2010 to 31 December

2010, in accordance with the accounting policies.

The next audit is planned in Q4 of 2011.

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IV. ACTIVITY PLAN

1. REVISION OF THE FIVE - YEAR ACTIVITY PLAN (2009 – 2014)

The five year action plan of the project has been adjusted to take into account the progress of the project to date. The full Five-Year Activity Plan has been shown in the annex 1.

2. DETAILED ACTIVITY PLAN FOR THE SECOND SEMESTER OF 2011

2.1. RESULT A: CAPACITY BUILDING

The framework of our action plan for Capacity Development is the project’s “Capacity

Development Strategy Concept & Action Plan”, as adopted in February 2011 by PSC3. In this

strategy CD actions concentrate mainly on the following important facets:

- institutional-organisational development

- leadership and management development

- enhancing technical knowledge and skills

Three critical underlying principles have been agreed. They are:

- multi-stakeholder 4 involvement in identification of needs for CD, in decision making

and in implementation;

- buy-in and ownership by all involved actors;

- On-the-job-guidance from a coach (i.e. a sector planning and implementation expert).

The project will in the first place prepare the “institutional-organisational development” for

each sector, as a starting point to ensure the basis for "inter-agency cooperation" and sustained

CD in the future. During the planning period covered by this report, the PPMU will, for eachof the three sectors of the project (i.e. Solid Waste Management, Rural Water Supply and

Irrigation Management), proceed with the following activities:

− Design and conduct institutional-organisational capacity and performance assessments

(IOCA);

− Identify needs and strategic levers to improve capacity and performance.

Mandated groups5 of stakeholders will formally carry out the task above. Supported by the

project, the groups will launch, during a series of meetings, the necessary planning and

implementation processes, with the involvement of the relevant provincial agencies. During

this process, the PPMU will provide coaching by an expert in the sector and organiseactivities such as workshops, seminars, trainings, study trips, etc...

The primary objective during this period is to create awareness, buy-in and commitment of all

agencies and well-defined mandates. The project will also attempt to find and employ a coach

that can guide stakeholders through their specific planning and implementation process.

The detailed activity plan for CD is described in more detail under the sector report of each

sector. Reference is made to the chapters’ 2.3.1.1, 2.3.2.1 and 2.3.3.1 below for the CD

activity plan for Rural Water supply, Irrigation and Solid Waste Management.

4 A stakeholder is always an agency, organization, institute, association, union, etc… and only in rare

cases may it refer to an individual if it is a relevant actor (e.g. a private waste collector in a town or

commune).5 These groups are named in the Capacity Development Strategy document as “inter-institutional, sector

wide improvement groups”. As already explained earlier, they take up a sector specific name during

implementation.

Page 29




2.2. RESULT B: AWARENESS RAISING

The framework of the Awareness Raising action plan is the project's Strategy for Awareness

Raising approved at PSC2 of 22 June 2010. The general objective of this strategy is to

improve the knowledge and perception of the community about:

1) Solid Waste, about the impact of waste on our environment, about the importance of waste

separation, collection, treatment and recycling. Consequently local people will be well awareof their responsibility and show the appropriate behaviour on how to deal with waste in their

daily life.

2) Clean Water Use and Water Resource Protection , about the importance of the use of

clean water and of water source protection. Consequently, local people will be well aware of

their responsibility and show the appropriate behaviour towards the importance of access to

clean water services and towards the protection of water resources.

Based on this objective there are three programs of environmental awareness raising ongoing,

in particular:

• Environmental Awareness Raising Program in Communities

• Environmental Awareness Raising Program in Schools

• Environmental Mass Communication and Information-Education-Communication

(IEC) Materials Program

The target groups of this awareness raising program are the rural population and schools in

rural areas.

The detailed activity plan for CD is described in more detail under the sector report of each

sector. Reference is made to the chapters’ 2.3.1.2, 2.3.2.2 and 2.3.3.2 below for the AR

activity plan for Rural Water Supply, Irrigation and Solid Waste Management.

2.3. RESULT C: RURAL WATER SCHEMES

2.3.1. PHU CAT WATER SUPPLY

2.3.1.1. ACTIVITY PLAN FOR CAPACITY DEVELOPMENT PROCESS FOR

RURAL WATER SUPPLY WORKS (RWS)

Along with the construction of the Phu Cat Rural Water Supply works, the dialogue needs to

start about management models, operation and maintenance of the water supply works,

thereby involving all relevant stakeholders. PCERWASS will play the key role of leading

agency in this dialogue.

The primary activity during the 2nd semester of 2011 will be a sector and institutional-

organisational analysis with regards to the management models6 and operation and

maintenance modalities proposed by pCERWASS for the Phu Cat Rural Water Supply

System.

In parallel, the project will support pCERWASS to carry out a review of their water supply

management practice in other systems under their control, as well as a study on management

models for rural water supply elsewhere in the province, in Vietnam and internationally.

The project’s actions will thus focus on the management models and operation and

maintenance modalities for Phu Cat Rural Water Supply System.

Three activities are planned:

6 Management models include: budgeting and tariff setting, internal & external accountability, customer

relations, service reliability level, etc.

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a. Dialogue with PCERWASS on process of capacity analysis for RWS management

(July – December 2011)

A detailed action and activity plan is currently being established

The dialogue is ongoing.

b. Sector and institutional-organisational analysis & Awareness Raising of stakeholders

for RWS Management, O&M

- Write TID, tender and select facilitator for preparatory stakeholder analysis

and IOCA (August –September 2011);

- participatory stakeholder analysis (September 2011);

- further IOCA and recommendations (October - November 2011);

- strategic orientations and roadmap for implementation of RWS management

model (December 2011 up to February 2012)

c. Study trip on RWS management models in Vietnam and abroad (September –

November 2011)- PPMU writes TOR; PCERWASS studies management models in Vietnam and

prepares and organizes study trip for stakeholders (October – November 2011);

- study trip in Vietnam (December 2011);

- study trip in Europe (September 2011);

- Evaluation workshop and capitalization (December 2011).

Estimated budget required for the 2nd semester of 2011 is Euro 30,560 from GoB contribution

all of which is spent under the NatEx modality.

2.3.1.2. ACTIVITY PLANNING FOR AWARENESS RAISING FOR CLEAN

WATER & WATER RESOURCE PROTECTION

Along with the construction of Phu Cat Water Supply works, the dialogue about the

importance of the use of clean water and protection of local water resources has started,

thereby involving all stakeholders and beneficiaries.

pCERWASS is playing the key role of leading agency in this dialogue with all stakeholders

and beneficiaries.

During the period December 2010 - June 2011 two District Task Forces (DTFs) have been set

up in the two targeted districts Phu Cat and Tuy Phuoc, which comprise members of DARD,

Youth Union, Women Union, DoET and DoH.

In addition, two Clean water Communication Teams (Communes) and four Clean water

Communication Teams (at primary and secondary schools) have been developed in the two

targeted districts. All the ECTeams have been provided trainings to strengthen their capacities

to design, implement and monitor the communication activities. After this training, all the

clean water Teams developed Communication Plans, which have been approved by the

PPMU and pCERWASS.

A contract is signed with the Binh Dinh Mass Media (television, newspaper, radio) to

disseminate general, easy-to-understand, education messages on environment protection and

on the project's activities. Binh Dinh Television is also in the process of developing a

documentary, which should be ready by October 2011.

Information, Education and Communication (IEC) materials have also been developed and

printed, including booklets, posters and t-shirts.

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The focus of the activities in the pilot phase is:

- Developing a good relation with pCERWASS and raise their capacity to

implement the AR program as a subcontractor of the project;

- Set-up ECTeams and DTFs

- Pilot Phase and evaluate the Awareness Raising Programme

- Develop IEC Materials & Documentary

The Pilot Phase will be finished December 2011. By that time internal and external

evaluations need to be conducted with technical support of the PPMU.

During the 2nd semester of 2011, the focus of the actions is on finalizing the pilot phase and

preparing the extension phase.

Actions in 2011, semester 2:

- Study Trip on Awareness Raising Models in Vietnam to Hanoi (August)

- Continue the Implementation of Environmental communication Plans (August

– December)

- Continue the monitoring and evaluation of the EC plans (August – December)

- Internal and external evaluations (October – December)

- Wrap-up workshop of the pilot phase (December)

- Summary report will be written and disseminated (December)

- Review environmental awareness raising plan for the extension phase based on

lessons learned of pilot project (October - December)

- Maintenance plan of environmental awareness raising (after end of pilots

activities)

2.3.1.3. ACTIVITY PLANNING FOR INVESTMENT IN PHU CAT AND TUY

PHUOC CLEAN WATER SUPPLY NETWORK

There are 13 procurement packages (11 procurement packages for construction works and 2

procurement packages for equipment supply) in the tender plan of Phu Cat Running Water

Supply sub-project.

The activities for the investment component of the next period include:

- Continue the implementation of works packages 03-XL, 04-XL, 06-XL, 07-

XL, 08-XL, 10-XL, 11-XL and supervise construction;

- Award the works packages 05-XL start to implement the construction and

construction supervision;

- Complete Bid evaluation and contract award of work packages nr.01-XL, 02-

XL, 09-XL and 03-HH (after non-objection from BTC) and start to implement the

construction and construction supervision;

- Retender the procurement package nr. 02-HH for Procurement of equipment,

controlling power system and lighting power system (for water treatment plant, 4 first

level pumping stations, and booster-pumping station), evaluate the bids and after non-

objection from BTC start to implement the contract;

- All construction work and supply of equipment should be completed by

December 2012, except for the Water treatment plant, 4 first-level pumping stations

Page 32




and raw water pipeline (constructed under package 01-XL). The latter should be

completed in or before March 2013.

- Make regular payments to the contractors, as the work progresses.

Estimated budget required for the 2nd semester of 2011, from GoB contribution is Euro

1,293,085, of which all is spent under the NatEx modality.

Estimated budget required for the 2nd semester of 2011 from GoV contribution is VND 5. 621 billion (approximately Euro 244,019).

2.3.2. HOC MON DAM

2.3.2.1. ACTIVITY PLAN FOR CAPACITY DEVELOPMENT PROCESS FOR

PARTICIPATORY IRRIGATION MANAGEMENT

During the final evaluation of the BTC-irrigation project VIE 0302211 (February 2011), the

Consultant recommended that BTC should invest in institutional-organisational PIM

development along with planned investments in the upgrading of irrigation infrastructure

works.

Therefore, the project started up a Participatory Stakeholder Analysis of actors for PIM-development in May 2011. The PIM Centre (Hanoi) facilitated this activity. Besides, a study

trip to the Philippines for leaders & managers of provincial and district stakeholders is

conducted in June 2011. Following these activities, the process of formalizing and supporting

an action group for institutional-organisational PIM-development, representing all relevant

stakeholders during the remaining time of the project, will be designed by this action group, in

collaboration with a PIM specialist (PIM Centre of similar) and supported by the PPMU.

The aim of these activities is to raise awareness and realise buy-in and commitment by the

stakeholders (provincial, district and communal)

The project’s actions will thus focus on the awareness raising and commitment for PIM and

the start up of a formal PIM-action group and IOCA.

Three activities are planned:

a. Finalize TID, tender and select consultant for coaching of PIM-development

process (August – October 2011)

- Reviewing and complementing baseline study (September)

Implementing PIM requires the participation of many sectors and departments of different

levels, including provincial, district and communal levels. Although these organizations were

analyzed during the participatory stakeholder analysis, further analysis is still required. The

analysis covered three main aspects: (1) Functions and legal status; (2) Resource and

responsibility; (3) Relationship with other organization. The status of PIM, the Water User Organisation models, the financial mechanisms and the detailed institutional arrangements all

still need more detailed clarification.

- Finalize TID, tender and select consultant for coaching of PIM-development

process for the remaining duration of the project (August – October)

b. Establishment of PIM Unit (October – November 2011)

- Getting agreement on PIM-development and institutionalisation (October)

- consultation process, workshop for definition of roles and responsibilities of

formal PIM-unit (October)

- appointment of PIM-unit (November)

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c. PIM-unit designs and conducts institutional-organisational capacity & performance

assessment (IOCA) (November – December 2011)

- organise supporting workshop for defining purpose and design of an

institutional-organisational capacity assessment (November);

- organise supporting workshops for the implementation of the institutional-

organisational capacity assessment (IOCA) (December);- Follow up the work of the consultant and PIM-unit (November and

continuously thereafter).


all of which is spent under the NatEx modality.

2.3.2.2. ACTIVITY PLANNING FOR AWARENESS RAISING

AR for the irrigation component of the project is integrated in the PIM development plan.

2.3.2.3. ACTIVITY PLANNING FOR INVESTMENT IN THE

REHABILITATION OF HOC MON RESERVOIR

Detailed Design Consultancy on survey, design drawings and cost estimate for

Rehabilitating Hoc Mon reservoir

The detailed design consultancy covers the following components: Increase the capacity and

rehabilitate the Headworks (Dam, Saddle Dam and Spillway) and Irrigation Canal System and

Construct the My Chau Rural Water Supply Network. The consultancy is paid under the

Belgo-Vietnamese Study Fund.

The following activities are planned:

- Based on the final conclusion of the independent verification by Nguyen Truc

Construction Consultancy Co. Ltd., in August 2011, the PPMU will organize a

meeting with the project owner, the designer and the verifier to agree on the surveyquantity and quality actually done by the JV, and then report BTC on the meeting

result for their consideration and decision.

Estimated budget required for the 2nd semester of 2011 is Euro 967,206 from GoB

contribution under the NatEx modality and Euro 244,019 from GoV contribution.

2.4. RESULT D: SOLID WASTE TREATMENT SCHEMES

2.4.1. ACTIVITY PLAN FOR CAPACITY DEVELOPMENT PROCESS FOR

DISTRICT SWM

Multiple activities (workshops, study trips) have already been organised during the previous

stages of the project to raise the awareness on integrated solid waste management (ISWM) of

decision makers of the districts, towns and communes, as well as other stakeholders. Four

district solid waste management plans (DSWMPs) have been developed and a number of

meetings at commune and district level as well as several workshops have been organised to

support the development of the plans. The DSWMPs foresee in the creation of DSWM boards

and working groups in each of the four districts. The CD actions of the project in the second

semester of 2011 will be in support of the creation and first tasks of these DSWM boards and

working groups.

The project’s actions will thus focus on these groups.

Three activities are planned now until the end of the year:

Page 34




a. Establishment of DSWM Boards & working groups in 4 districts (September –

October 2011)

This will involve the following steps:

- organise a supporting workshop for definition of roles and responsibilities

(September)

- prepare the appointment of the Boards and Working groups in each district(October)

b. Define coaching process of sub-groups (September – October 2011)

Including:

- Identify needs of working groups (during workshop of roles & responsibilities)

and define draft coaching processes (for stakeholder analysis, problem analysis,

planning, implementation etc.) (October)

- write TIDs, tender and select facilitators with necessary expertise for coaching

process of the working groups (from September until October)

- together with the selected facilitators and main stakeholders, finalize planning

of coaching processes (October)

c. Start up coaching processes & follow up (November – December 2011)

Including:

- Start the cooperation between facilitators and working groups (start

stakeholder analysis, problem analysis, planning for implementation, etc…)

(November – December)

- organise supporting activities in collaboration with facilitators (e.g. workshops,

study visits, …) (November – December)

- follow up the work of the facilitators (November – December)


of which Euro 24,780 is spent under the NatEx modality and Euro 1,000 under the Regie

modality.

2.4.2. ACTIVITY PLANNING FOR AWARENESS RAISING FOR SOLID

WASTE MANAGEMENT

During the year 2010 and the first half of 2011 the PPMU organised several activities

(workshops, trainings) to raise the awareness of households, commune members, district

decision makers and EPA about waste, the impact of waste on our environment, about theimportance of waste separation, collection, treatment and recycling.

EPA is playing the key role of leading agency in this dialogue with all stakeholders and

beneficiaries.

During the period December 2010 - June 2011 four District Task Forces have been set up in

the four targeted districts Hoai Nhon, Phu My, Tay Son and An Nhon, which consists

members of DoNRE, Youth Union, Women Union, DoET and DoH.

In addition, four Environmental Communication Teams (4 Communes: Bong Son- Hoai

Nhon, Phu My- Phu My, Nhon Thanh- An Nhon, Tay Phu – Tay Son) and eight

Environmental Communication Teacher Teams (secondary and primary schools) at these

communes have been established in the four targeted districts. All the ECTeams have been

provided trainings to strengthen their capacities for designing, implementing and monitoring

Page 35




the communication activities. After these trainings, the ECTeams developed Communication

Plans, which have been approved by the PPMU and EPA.

A contract is signed with the Binh Dinh Mass Media (television, newspaper, radio) to

disseminate general, easy-to-understand, education messages on environment protection and

on the project's activities. Binh Dinh Television is also in the process of developing a

documentary, which should be ready by October 2011.

IEC (Information, Education and Communication) Materials have also been developed and

printed, including booklets, posters and t-shirts.

The focus of the activities in the pilot phase is:

- Developing a good relation with EPA and raise their capacity to implement the

AR program as a subcontractor of the project;

- Set-up ECTeams and DTFs

- Pilot Phase and evaluate the Awareness Raising Programme

- Develop IEC Materials & Documentary

In the previous period, the PPMU found that its subcontractor EPA, although qualified,

collaborative and willing to implement the project’s strategy, did not assign enough human

resources for implementing the program to the quality and speed required by the project. In

this semester, the PPMU will negotiate with EPA their capabilities for assigning more

resources to the implementation of this contract.

The Pilot Phase will be finished December 2011. By that time internal and external

evaluations need to be conducted with technical support of the PPMU.

During the 2nd semester of 2011, the project will focus on finalising the pilot phase and

preparing the extension phase.

Actions planned in 2011, semester 2:

- Study Trip on Awareness Raising Models in Vietnam to Hanoi (August)

- Continue the Implementation of Environmental Communication Plans (August

– December)

- Continue the monitoring and evaluation of the EC plans (August – December)

- Internal and external evaluations (October – December)

- Carry out the pilot projects on organic waste treatment models (October 2011 –

March 2012)

- Wrap-up workshop of the pilot phase (December)

- Summary report will be written and disseminated (December)

- Review environmental awareness raising plan for the extension phase based on

lessons learned of pilot project (December)

- Maintenance plan of environmental awareness raising (after end of pilots

activities)

2.4.3. ACTIVITY PLANNING FOR INVESTMENT FOR SWM

Apart from the institutional arrangements, such as setting up the DSWM Board and workinggroups (described under the CD plan in 2.4.1 above) and coordinate with EPA to implement

the AR programme for every type of waste management, the project will begin to:

Page 36




- Establish the organic composting at households and markets;

- Build waste disposal sites (sanitary landfills);

- Establish the domestic solid waste collection and transportation system;

- Ensure that all healthcare waste is collected and treated;

- Improve management of industrial waste;- Set up a provincial Waste Resource Centre (WRC).

These activities, except the WRC, will start after the establishment of a District Solid Waste

Management Board, (or Working Groups set up under it). The Board will have the necessary

authority to make decision, establishing the legal and financial basis for the various activities.

The groups will also oversee the implementation of all aspects of the solids waste

management systems for domestic waste, healthcare waste and industrial waste. The WRC

will be established later.

During the 2nd semester of 2011, the Project will have time to implement only the following

activities for the Solid Waste Management component:

- Approve District Solid Waste Management Plan (October 2011)

- Prepare the Investment plans of the new sanitary landfills (October 2011 –

April 2012)

2.5. GENERAL MEANS

- Continue the staffing, management and operation of the PPMU;

- Prepare for the 5th PSC meeting;

- Receive the 3rd local audit mission, which should take place in October 2011;

-

Receive the MTR mission, which should take place in December 2011;Estimated budget required for the 2nd semester of 2011 from the GoB fund is Euro 53,559

(Euro 38,642 under Regie modality and Euro 14,917 under NatEx modality). The estimated

budget required for 2011 from the GoV fund is Euro 2,883 (full year).

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V. FINANCIAL REPORT

1. GENERAL OVERVIEW OF THE FINANCIAL PROGRESS

a. General view of the disbursement progressSince the beginning of 2011, the PPMU has continued to concentrate strongly on the activities

of Result A (Capacity building) and Result B (Awareness Raising) as well as the solid waste

related studies (DSWMP development and Valorization of Organic Waste) under Result D

and the preparation of the Phu Cat Water Supply investment under Result C.

In general, the project activities have progressed rather well and in agreement with the

expected plan of the third PSC. Nevertheless, administrative difficulties have led to delays in

the Phu Cat Rural Water Supply investment, so the disbursement progress was delayed

accordingly.

The detailed design for the rehabilitation of Hoc Mon reservoir and canal system and the

Rural Water Supply to My Chau have met with problems and no disbursement is expected in

2011 anymore.

b. Rate of disbursement progress until end of July 2011

The tables below show the disbursement progress of the project in the first semester of 2011,

including July, as well as the disbursement progress for the full duration of the project, since

the start in august 2009 up to 31 July 2011. The tables also show the rate of progress

expressed as a percentage of the plan presented at PSC3.

During the reporting period, from 1 January 2011 until 31 July 2011, the disbursement by the

project was Euro 452,149, equivalent to 24.08% of the planned disbursement of 2011, Of

which, Euro 399,520 was from Belgian fund (Regie: 119,062; Nat.ex: 237,299 and Studyfund: 43,159 Euro) (25.31% of the planned disbursement of 2011), and Euro 52,628 was from

Counterpart fund (17.57% of the planned disbursement).

The accumulated disbursement since the start of the project till 31 July 2011 is Euro 996,634,

equivalent to 10.82% of the project budget. Of which, Euro 835,516 Euro was from Belgian

fund (10.82% of the Belgian budget), and Euro 161,117 was from Vietnamese counterpart

fund (10.80% of the VN budget).

Table 2. Disbursement progress on 31 July 2011

Planned

disbursement

Actual

disbursement

Disbursement rat e

(%)

Actual

disbursement

Disbursement

rate

1 2 3 4=3/2 5 6

I GoB fund 1,578,320 399,520 25.31 7,721,426 835,516 10.82

1 Regie 210,305 119,062 56.61 831,000 379,427 45.66

2 Nat.ex 1,306,357 237,299 18.16 6,678,000 328,555 4.92

3 Study fund 61,659 43,159 70.00 212,425 127,534 60.04

II GoV fund 299,531 52,628 17.57 1,492,495 161,117 10.80

Total 1,877,851 452,149 24.08 9,213,921 996,634 10.82

Accumulation on 31/7/2011

Total budget

Unit: Euro; exchange rate: 23,036 VND/EUR

NrFund source and

modality

Disbursement 01/01-31/7/2011


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2. FINANCIAL PLAN FOR THE 2ND SEMESTER OF 2011

During the second half of 2011, the project will continue to implement its CD and AR

activities as well as the investment for Phu Cat RWS. The table below shows the planned

disbursement for the period from August 2011 until 31 December 2011.

Table 3. Financial plan for the last 5 months of 2011

GoB GoV Total Nat.ex Re ie SF

A Capacity buildingnat.ex-

regie127,174 79,074 48,100

B Awareness raisingnat.ex-

regie7,862 7,862

C Rural water systems nat.ex. V 967,206 967,206 244,019

D Solid waste nat.ex. V

Z General means nat.ex- V 53,559 14,917 38,642 2,883

Z_01 Personnel nat.ex- V 46,941 9,500 37,441 2,883

Z_02 Officie equipment nat.ex. V 5,417 5,417

Z_03 Monitoring and evaluation regie 1,202 1,202

SF-regie 23,000 4,500 18,500

District Solid Waste Management

Plans for the 4 districtsSF 18,500 18,500

Junior Program (Junior Assistants

1&2)regie 4,500

TOTAL ( A + B + C + D + Z) 1,178,800 1,069,058 91,242 18,500 246,903

Unit: Euro; x rate: 23.036 VND/EuroPlanned disbursement for the last 5 months of

GoV

Additional available Belgian budget from

other sources

Budget

codeItem

Fund sourceGoB


Total expected disbursement in the planning period amounts is Euro 1,425,703 (15.47% of

total project value), of which Euro 91,242 are spent on Regie modality, Euro 1,069,058 on

NatEx modality, Euro 246,903 on GoV budget and Euro 18,500 on Study Fund.

Payments on the Regie modality for CD include the cost of ITA and consultancies for

facilitators and trainers. Expenses on the NatEx budget include workshops, trainings and also

consultancies for facilitators and trainers, as coaches for the inter-institutional, sector wide

improvement groups. Payments on AR are for the sub-contractors pCERWASS and EPA.

The bulk of the disbursement (84%) will be spent on the construction works for Phu Cat

RWS.

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VI. CHALLENGES AND DIFFICULTIES

1. CHALLENGES AND DIFFICULTIES

a) The increase of construction costs due to inflation causes difficulties for thecounterpart fund

In the last years, the prices of materials, fuels and labor increased a lot due to inflation. . At

this moment the cost forecasts of the construction works estimates increased by 30%

compared to those at the signing date of the Specific Agreement. The investment at the

previously planned scale will be difficult, due to lack of money. In addition, the revision of

cost forecasts needs to be repeated many times, which possibly will cause more delays.

Currently, the national and local governments are actively implementing 6 groups of solutions

presented in the Resolutions nr.11/NQ-CP dated 24/02/2011 on the main measures for the

purposes of limiting inflation, macroeconomic stability and social security, including public

investment cut-down and state budget deficit reduction. Therefore, with time the counterpartfunds for the project will be restrained.

b) Change of PPMU staff

The Capacity Development and Awareness Raising specialist (CAS) of the project has been

working for the project since January 2011. His capacity was strengthened through many

trainings, workshop and study tours locally and abroad. In the first two years of the project,

the capacity development and awareness raising components have achieved some positive

results, especially the change on awareness of relating agencies and public towards clean

water and sanitation. However, because of some personal reasons, the CAS requested to

resign from the project. Now the PPMU had to recruit his replacement. After this recruitment,

the PPMU must spend a certain time and budget on training and developing the new CAS.This may have an influence on the project progress in the immediate future.

c) The collaboration among the project owners with the PPMU/ ITA in the last time

has not been done smoothly and timely enough

The collaboration of the Phu My C&I PMU with the PPMU (included the ITA) and the donor

in the last time has not been done smoothly and timely enough. Phu My district often failed to

consult with the PPMU on the actions they undertake or the decisions they make. This failure

influences on the general progress. In particular, regarding the Rehabilitation of Hoc Mon

reservoir, the project owner signed a contract with the designing consultant, while this

contract had not been seen and approved by the donor. Nevertheless, the supplier started the

work without a contract signed by BTC. In order to regularize this situation, the PPMUemployed an independent party to verify the surveys already done by the designer before

having a contract, but found that it was substandard and not in agreement, with neither the

TOR nor the Bill of Quantities. The PPMU is working to solve this problem. Invariably, the

implementation of the rehabilitation of Hoc Mon Reservoir project component, which had

already met problems in the past, will be further delayed.

d) There is a disagreement on the investment of sanitary landfills between the

districts and the consultant developing the DSWMPs

During the last PSC meetings, the PSC agreed that the number, scale and location of sanitary

landfills would be identified after the approval of the DSWMPs. As contracted with EP&T,

the DSWMPs will be finalized and submitted to the PPMU on 6 August 2011. However, there

is still a disagreement on the investment of sanitary landfills among key relating actors.

Page 40




- The DSWMPs propose to build 2 shared landfills for the 4 districts. Each of

these 2 landfills will be shared by 2 districts (i.e. Tay Son and An Nhon, Hoai Nhon

and Phu My). This alternative provides great environmental benefits and allows the

province to save a substantial amount of money on investment, as well as on the

operation of the landfills.

- The 4 districts propose building the 4 landfills in the 4 districts at the same

time. In the last time, in Binh Dinh Province, the transport of solid waste between thedistricts has been objected by the people. Therefore, it will be difficult if shared

landfills are built for 2 districts.

In case the project budget is not sufficient for the 4 landfills, the project can split the

investment into many phases rationally providing that the post-investment system’s efficiency

is maximized at each phase. At first, the project should finance completely in the first 2 cells.

Later on, the districts ought to seek other legal investment budgets for the investment of the

next phases to complete the system.

2. THE IMPORTANT ISSUES THE PSC NEEDS TO DECIDE2.1. Approval of the progress report on the project’s activity and financial

performance for the reporting period

In agreement with the Minutes of the PSC meeting nr.3, the PPMU accelerated the execution

of the approved planning. The progress of the project components have been reported above.

Key issue nr.1

The PPMU requests the PSC to approve the progress report on the project’s

activity and financial performance for the reporting period.

2.2. Approval of action plan and financial plan

The revised 5-year activity plan (2009 – 2014) and the detailed activity plan for the second

semester of 2011 was presented in the Chapter IV.

The financial plan for the second semester of 2011 for GoB fund and for the year 2011 for

GoV fund was briefed in item 2 of Chapter V. The details are shown in the Annex 2.

A summary of the required budget related to these activities, by budget source and payment

modality, is shown in the following table.

Page 41




Nat.Ex Regie SF

Currency Euro Euro Euro Million VND

Capacity building 79.074 48.100 0 0

Awareness raising 7.862 0 0 0

Rural water supply 967.206 0 0 244.019

Solid waste 0 0 0 0

General means 14.917 38.642 0 2.883

Additional available budget from

Study fund 0 0 18.500 0

Junior assistant 0 4.500 0 0

Total per modality 1.069.058 91.242 18.500

Total per fund source 246.903

Fund source in Euro and VND GoV fundGoB fund

1.178.800

Key issue nr.2

The PPMU requests the PSC to approve the revised 5-year activity plan (2009 –

2014), the detailed activity plan for the last semester of 2011, and the Financial

plan for the last semester of 2011for GoB fund and for the year 2011 for the GoV

fund to facilitate the implementation and the disbursement.

2.3. The PSC is requested to decide on the number and location of the sanitary

landfills

In the last time, construction and investment costs increase due to inflation. The investment in

the sub-projects at the initially planned scale will be difficult due to a budget shortfall.

Key issue nr.3

Based on the urgent need of the people, and the most recent cost estimates of all

project components and the available budget as presented in Annex 4, the PPMU

requests the PSC to consider and approve on the following sub-projects:

- Phu Cat running water supply sub-project (including 7 communes)

- Rehabilitating Hoc Mon reservoir (Reservoir rehabilitation and

canal system)- 4 landfills for 4 districts taking into account the investment phasing

(build 2 cells/landfill)

2.4. Carry over the balance of the Phu My Irrigation project and the Phu My Water

project, which is the ODA fund financed by the Belgian Government, to the Water Supply

and Sanitation project in Binh Dinh Province

Since 2005, Binh Dinh Province has got a nice support from the Belgian Government and the

VN Government, which is shown through the 3 cooperation projects, including one ongoing

project, Water Supply and Sanitation project (VIE0703511), and 2 projects closed already:Phu My Irrigation project (VIE0302211) and Phu My Water project (VIE0402311).

Page 42




After closing, these 2 projects remain about Euro 204,946. The PPC suggested the BTC and

the MoF to use these amount for the extension of the 2 projects in Phu My districts

(VIE0302211 and VIE0402311).

However, as replied by the MoF in the Letter nr.8826/BTC-QLN dated 06/7/2011, according

to the results of the 6th conference of the Joint Committee for the development cooperation

between the Belgian Government and the Vietnamese Government, these amount should be

used for the new ICP for 2011-2015. It means that these amount will not be used for theextension of the 2 projects in Phu My.

Key issue nr.4

Due to inflation, the budget for investment of the Water Supply and Sanitation project

is insufficient. The PPMU requests the Belgian Government to consider and carry

over the abovementioned balance to this project.

2.5. As requested by the national auditors, the districts of Phu Cat and Tuy Phuoc

should return the fund of NTP on rural water supply and sanitation for 2010. In addition,

they should plan their financial contribution timely to keep the schedule of the Phu Cat

Running Water Supply sub-project

a. According to the TFF, the land acquisition for the Phu Cat running water supply sub-

project is paid by the districts. However, in 2010, the two districts of Phu Cat and Tuy

Phuoc did not arrange any budget for this item.

In order to follow the project schedule as committed with the donor, by the letter

nr.3417/UBND-NN dated 01/10/2010, the PPC allowed using the NTP fund on rural

water supply and sanitation for 2010 to pay the land acquisition. This amount was

VND 2 billion, and was initially decided to be used for the investment of the Phu Cat

running water supply work by the Decision nr.843/QD-UBND dated 22/12/2009. Sothe districts must return this amount to the NTP in 2011.

As requested by the national auditors for the NTP on rural water supply and sanitation

in 2010, the districts must arrange their budget to return the amount of VND 2 billion

to the NTP because this expenditure was not the right use (the NTP fund is only used

for construction and supply).

b. Currently, most of the contractors have started implementing the work. The system is

planned to be completed and put into use in quarter 1/2013. The counterpart fund for

this sub-project is approximately 45 billion VND. Of this total, the contribution of Phu

Cat district and Tuy Phuoc district is 13.5 billion VND or 30% (referred to the

Decision Nr.103/QD-UBND dated 03/3/2010 of the Binh Dinh PPC on the financialcontribution of the districts/cities to the ODA projects in the provincial areas).

Key issue nr.5

In order to follow the project schedule as committed with the donor, the PPMU

requests the PPC to ask the 2 districts of Phu Cat and Tuy Phuoc to arrange their

contribution in 2011, which is at least VND 2 billion (1.5 billion from Phu Cat

and 0.5 billion from Tuy Phuoc).

2.6. The donor should give their timely non-objection to tender results to facilitate the

contract awarding

Page 43




After getting BTC’s non-objection to the tender results of the procurement packages

under Phu Cat running water supply sub-project, the project owner approved the tender results

and awarded the contracts.

Key issue nr.6

For the packages needed to be retendered, the PPMU requests the donor to verify

and give non-objection in time to facilitate the next implementation.

Signed:

Binh Dinh, July 2011

PROVINCIAL PROJECT MANAGEMENT UNIT

ITA PROJECT DIRECTOR

Page 44




ANNEX

Annex 1: General plan up to 2014

JuneJuly Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug SeptOct Nov Dec Jan Feb Mar Apr May JuneJuly Aug SeptOct Nov Dec Jan Feb Mar Apr May JuneJuly

Note

General plan up to 2014Year 2011 Year 2012 Year 2013 Year 2014

Developing IEC materials (01 - 12/2011)

Capacity Development

Awareness for water supply and solid waste

Old plan

o Construction (7/2011 - 3/2013)

Awareness raising and buy-in (2/2010-2/2012)

Institutional and organizational capacity assessment (6/2011 - 8/2012)

Institutional and organizational change process (6/2012 - the end of the project)

Pilot phase (01- 12/2011)

o Construction (7/2013 - 6/2014)

o Tendering for construction (3 - 6/2013)

o Tendering for Detailed Design and Cost estimate of the landfills (5/2012 - 02/20 13)

o Developing DSWMPs (12/2010 - 9/2011)

Extension phase (1/2012 - the end of project)

o Construction (11/2012 - 4/2014)

Rural water systems

Phu Cat Water Supply System

Rehabilitating Hoc Mon reservoir:

Solid waste

o Review and revise the investment plans for landfills (10/2011 - 4/2 012)

Revised plan

o Tendering for construction (02 - 9/2011 )

o Detailed Design and Cost estimate (12/201 1 - 6/2012 )

o Tendering for construction (7 - 10/201 2)

Page 45




Annex 2: Financial plan for the project – VIE 0703511

GoB GoV GoB GoV Total Total GoB GoV Total GoB GoV Total GoB GoV Total Regie NatEx SF Total Regie NatEx SF Total Regie NatEx SF GoB GoV Total

A __ Capacity building nat.ex-regie 575.000 575.000 575.000 - 575.000 575.000 292.701 202.241 1 22.780 79.461 75.067 74.680 388 127.174 48.100 79.074 155.126 155.126

A _01_00 Training needs assessment nat.ex 10.000 10.000 10.000 - 10.000 10.000 10.000 10.000

A _01_01 Training nat.ex 120.000 120.000 120.000 - 120.000 120.000 8.546 51.762 51.762 274 274 51.488 51.488 59.966 59.966

A _01_02 Seminar and s tudy tour nat.ex 70.000 70.000 70.000 - 70.000 70.000 23.110 27.699 27.699 114 114 27.586 27.586 19.305 19.305

A _01_03 Guidance on master plan preparation nat.ex 15.000 15.000 15.000 - 15.000 15.000 15.000 15.000

A _01_04 T echnical ass is tance regie 360.000 360.000 360.000 - 360.000 360.000 261.046 122.780 122.780 74.680 74.680 48.100 48.100 50.854 50.854

B__ A wareness rais ing nat.ex-regie 390.000 390.000 390.000 - 390.000 390.000 31.122 35.233 35.233 27.371 27.371 7.862 7.862 351.016 351.016

B_01_01 A ssessement & coordination nat.ex 10.000 10.000 10.000 - 10.000 10.000 10.000 10.000

B_01_02 D evelop. of awareness rais ing s trategy nat.ex 50.000 50.000 50.000 - 50.000 50.000 28.095 27.371 27.371 27.371 27.371 21.905 21.905

B_01_03 Training nat.ex 50.000 50.000 50.000 - 50.000 50.000 3.027 7.862 7.862 7.862 7.862 39.111 39.111

B_01_04 Pilot activities nat.ex 100.000 100.000 100.000 - 100.000 100.000 100.000 100.000

B_01_05 Technical ass is tance regie 180.000 180.000 180.000 - 180.000 180.000 180.000 180.000

C__ Rural water sys tems nat.ex V 3.056.000 650.000 3.706.000 5.978.803 2.272.803 - 3.706.000 3.056.000 650.000 167.936 1.135.141 1.135.141 167.936 167.936 967.206 967.206 121.505 290.078 46.058 244.019 1.920.859 284.475 2.205.334

C_01_01 Definition of respons ibilities nat.ex 10.000 10.000 10.000 - 10.000 10.000 10.000 10.000

C_01_02 Review detail des ign, incl. relocation nat.ex 20.000 20.000 20.000 - 20.000 20.000 20.000 20.000

C_01_03 Inves tment works nat.ex V 2.981.000 650.000 3.631.000 5.903.803 2.272.803 - 3.631.000 2.981.000 650.000 167.936 1.135.141 1.135.141 167.936 167.936 967.206 967.206 121.505 290.078 46.058 244.019 1.845.859 284.475 2.130.334

C_01_04 Set-up monitoring & reporting tools nat.ex 25.000 25.000 25.000 - 25.000 25.000 25.000 25.000

C_01_05 Definition of financial means for O & M nat.ex 20.000 20.000 20.000 - 20.000 20.000 20.000 20.000

D__ Solid was te nat.ex V 2.914.000 800.000 3.714.000 4.598.031 884.031 - 3.714.000 2.914.000 800.000 2.914.000 800.000 3.714.000

D_01_01 Definition of respons ibilities nat.ex 10.000 10.000 10.000 - 10.000 10.000 10.000 10.000

D_01_02 Detail des ign & review nat.ex 202.000 202.000 202.000 - 202.000 202.000 202.000 202.000

D_01_03 I nves tment works nat.ex V 2.657.000 800.000 3.457.000 4.341.031 884.031 - 3.457.000 2.657.000 800.000 2.657.000 800.000 3.457.000

D_01_04 Set-up monitoring & reporting tools nat.ex 25.000 25.000 25.000 - 25.000 25.000 25.000 25.000

D_01_05 Definition of financial means for O & M nat.ex 20.000 20.000 20.000 - 20.000 20.000 20.000 20.000

Z__ General means nat.ex-regie V 565.000 565.000 870.000 305.000 305.000 42.496 42.496 607.496 565.000 42.496 213.321 138.184 81.663 56.521 84.625 43.021 41.605 53.559 38.642 14.917 39.612 9.453 6.570 2.883 298.120 298.120

Z_01_ Personnel nat.ex-regie V 271.000 271.000 323.157 52.157 52.157 16.686 16.686 287.686 271.000 16.686 112.800 97.518 76.961 20.557 50.578 39.520 11.057 46.941 37.441 9.500 13.803 9.453 6.570 2.883 111.260 111.260

Z_01_01a Project director V 4.500 4.500 4.500 1.801 1.801 1.801 1.801 1.639 859 697 162

Z_01_01b General - Planning officer V 1.700 1.700 1.700 678 678 678 678 524 342 188 154

Z_01_02a A ccountant V 13.000 13.000 13.000 4.633 4.633 4.633 4.633 4.170 2.359 1.896 463

Z_01_02b Cashier/filing officer V 5.400 5.400 5.400 1.904 1.904 1.904 1.904 1.649 970 715 255

Z_01_02c Driver V 15.500 15.500 15.500 2.950 2.950 2.950 2.950 1.823 2.950 1.823 1.127

Z_01_02d Security guard V 1.600 1.600 1.600 295 295 295 295 156 260 122 139

Z_01_03a Civil engineer V 1.057 1 .057 1.057 742 742 742 742 742

Z_01_03b Environmental engineer V 9.400 9.400 9.400 3.683 3.683 3.683 3.683 3.100 1.713 1.129 584

Z_01_04 Capacity building & awareness specialist nat.ex 48.000 48.000 48.000 - 48.000 48.000 9.977 6.512 6.512 3.512 3.512 3.000 3.000 35.023 35.023

Z_01_05

Project Coordinator CumWater and

Sanitation Engineer & Project

Secretary/translator

nat.ex 78.000 78.000 78.000 - 78.000 78.000 17.862 14.045 14.045 7.545 7.545 6.500 6.500 53.638 53.638

Z_01_06 C onsultancy regie 130.270 130.270 130.270 - 130.270 130.270 68.792 76.961 76.961 39.520 39.520 37.441 37.441 24.037 24.037

Z_01_07 A dmin & financial guideline regie 14.730 14.730 14.730 - 14.730 14.730 16.168 -1.438 -1.438

Z_02_ Office equipment and functioning nat.ex V 157.000 157.000 409.843 252.843 252.843 25.810 25.810 182.810 157.000 25.810 70.004 35.964 35.964 30.547 30.547 5.417 5.417 25.810 81.580 81.580

Z_02_01a IT & equipment nat.ex 12.000 12.000 12.000 - 12.000 12.000 10.145 1.855 1.855

Z_02_01b W orking space, furniture… V 18.000 18.000 18.000 2 4.964 24.964 24.964 24.964 24.964

Z_02_02 Office running costs nat.ex 24.000 24.000 24.000 0 0 24.000 24.000 0 5.914 3.637 3.637 1.137 1.137 2.500 2.500 0 15.586 15.586

Z_02_03 L ocal transportation nat.ex 54.000 54.000 54.000 - 54.000 54.000 46.915 27.516 27.516 25.850 25.850 1.667 1.667 5.419 5.419

Z_02_04 Communication nat.ex 24.000 24.000 24.000 - 24.000 24.000 1.587 1.476 1.476 643 643 833 833 21.579 21.579

Z_02_05 Steering committee organisation nat.ex 25.000 25.000 25.000 - 25.000 25.000 720 767 767 350 350 417 417 23.863 23.863

Z_02_06 O ther operation cos ts nat.ex V 18.000 18.000 252.843 234.843 234.843 845 845 18.845 18.000 845 4.722 2.568 2.568 2.568 2.568 845 13.278 13.278

Z_03_ Monitoring & evaluation regie 137.000 137.000 137.000 - 137.000 137.000 30.518 4.702 4.702 3.500 3.500 1.202 1.202 105.280 105.280

Z_03_01 Mid-term review regie 40.000 40.000 40.000 - 40.000 40.000 22.001 17.999 17.999

Z_03_02 External auditing regie 72.000 72.000 72.000 - 72.000 72.000 3.500 3.500 3.500 3.500 3.500 68.500 68.500

Z_03_03 Backs topping regie 10.000 10.000 10.000 - 10.000 10.000 5.017 1.202 1.202 1.202 1.202 3.782 3.782

Z_03_04 Final evaluation regie 15.000 15.000 15.000 - 15.000 1 5.000 15.000 15.000

Qtv-regie 221.728 2 21.728 221.425 221.728 130.437 67.521 5.862 61.659 44.521 1.362 43.159 23.000 4.500 18.500 68.292 68.292

Qtv 84.375 84.375 84.375 84.375 84.375

Qtv 66.385 66.385 66.385 66.385 66.385 66.385

Qtv 61.665 61.665 61.665 61.665 43.159 61.659 61.659 43.159 43.159 18.500 18.500 7 7

regie 9.000 9.000 9.000 9.000 2.903 5.862 5.862 1.362 1.362 4.500 4.500 1.597 1.597

nat.ex 303 303 303 303 303

regie 39 39 39

TOTAL(A+B+ C+ D+ Z) 7 .500 .000 1 .450 .000 8 .950 .000 12.411.8343 .461.834 305 .000 264 .224 221 .728 42.4969 .213.9217 .721.7281 .492.496 835 .516 1 .578 .320 210 .305 1 .306 .357 61.659399.520119.062237.29943 .159 1 .178 .800 91.2421 .069.05818 .500 161 .118 299 .531 52.628 246 .903 5 .707 .412 1 .084 .475 6 .791 .887

Belgiancontribution

Financial

plan for

2011

Accumulated

disbursement

up to

31/7/2011

Additionally addedbudget

Interest of Regie accounts

Disbursed

from

01/01/2011to

31/7/2011

Fundsource

Item

Total budget after additionFinancial planfor 2011

Planned disbursement for the last 5

months of2011

Actual disbursement from

01/01/2011 to 31/7/2011

Accumulated

disbursement

ofGoBup to

31/7/2011

Balance on31 Dec 2011Planned

disbursement

for the rest 5

months of

Budget

code

Total cost

estimate

Vietnamese contribution

Total budgetinTFFAdditionallyneededbudget

(*)

Additionalavailable Belgian budget fromother sources

Survey,detailed design and cost estimate ofPhu Cat

Running WaterSupply

Survey,detailed design and cost estimate ofHoc Hon

DamRehabilitation

District Solid Waste M anagement Plans forthe 4

districts

JuniorProgram(Junior Assistants 1&2)

Interest of Nat.exaccounts

Page 46




Annex 2.1: Financial plan of the project for the Belgian fund under Nat.ex modality

A__ Capacity building nat.ex 215,000 215,000 31,655 79,461 388 0.49 79,074 104,271

A_01_00 Training needs assessment nat.ex 10,000 10,000 10,000

A_01_01 Training nat.ex 120,000 120,000 8,546 51,762 274 0.53 51,488 59,966

A_01_02 Seminar and study tour nat.ex 70,000 70,000 23,110 27,699 114 0.41 27,586 19,305

A_01_03 Guidance on master plan preparation nat.ex 15,000 15,000 15,000

B__ Awareness raising nat.ex 210,000 210,000 31,122 35,233 27,371 77.68 7,862 171,016

B_01_01 Assessement & coordination nat.ex 10,000 10,000 10,000

B_01_02 Develop. of awareness rais ing strategy nat.ex 50,000 50,000 28,095 27,371 27,371 100.00 21,905

B_01_03 Training nat.ex 50,000 50,000 3,027 7,862 - 7,862 39,111

B_01_04 Pilot activities nat.ex 100,000 100,000 100,000

C__ Rural water systems nat.ex 3,056,000 3,056,000 167,936 1,135,141 167,936 14.79 967,206 1,920,859

C_01_01 Definition of responsibilities nat.ex 10,000 10,000 10,000

C_01_02 Review detail design, incl. relocation nat.ex 20,000 20,000 20,000

C_01_03 Investment works nat.ex 2,981,000 2,981,000 167,936 1,135,141 167,936 14.79 967,206 1,845,859

C_01_04 Set-up monitoring & reporting tools nat.ex 25,000 25,000 25,000

C_01_05 Definition of financial means for O & M nat.ex 20,000 20,000 20,000

D__ Solid waste nat.ex 2,914,000 2,914,000 2,914,000

D_01_01 Definition of responsibilities nat.ex 10,000 10,000 10,000

D_01_02 Detail design & review nat.ex 202,000 202,000 202,000

D_01_03 Investment works nat.ex 2,657,000 2,657,000 2,657,000

D_01_04 Set-up monitoring & reporting tools nat.ex 25,000 25,000 25,000

D_01_05 Definition of financial means for O & M nat.ex 20,000 20,000 20,000

Z__ General means nat.ex 283,000 283,000 97,843 56,521 41,605 73.61 14,917 170,240

Z_01_ Personnel nat.ex 126,000 126,000 27,839 20,557 11,057 53.79 9,500 88,661

Z_01_04 Capacity building & awareness specialist nat.ex 48,000 48,000 9,977 6,512 3,512 53.93 3,000 35,023

Z_01_05

Project Coordinator Cum Water and

Sanitation Engineer & Project

Secretary/translator

nat.ex 78,000 78,000 17,862 14,045 7,545 53.72 6,500 53,638

Z_02_ Office equipment and functioning nat.ex 157,000 157,000 70,004 35,964 30,547 84.94 5,417 81,580Z_02_01a IT & equipment nat.ex 12,000 12,000 10,145 1,855

Z_02_02 Office running costs nat.ex 24,000 24,000 5,914 3,637 1,137 31.26 2,500 15,586

Z_02_03 Local transportation nat.ex 54,000 54,000 46,915 27,516 25,850 93.94 1,667 5,419

Z_02_04 Communication nat.ex 24,000 24,000 1,587 1,476 643 43.56 833 21,579

Z_02_05 Steering committee organisation nat.ex 25,000 25,000 720 767 350 45.65 417 23,863

Z_02_06 Other operation costs nat.ex 18,000 18,000 4,722 2,568 2,568 100.00 13,278

nat.ex 303 303 303

nat.ex 303 303 303

TOTAL 6,678,303 6,678,000 303 328,555 1,306,357 237,299 18.16 1,069,058 5,280,689

Note:

TFF

Balance on

31/12/2011

Planned

disbursement

for the last 5

months

Unit: Euro; X-rate: 23,036 VND/Euro

Financial plan for 2011

GoB

source

Budget

Total

Additional available budget from other sources

Interest of Nat.ex accounts

Exchange rate for planning is 23,036 VND/EUR, Exchange rate for payment from GoB fund is the actual exchange rate at the payment moment.

Budget

codeItem

Added

Financial

plan for

2011

Actual

disbursement

from 01/01 to

31/7/2011

Disbursement/Planning

(%)

Accumulated

disbursement

until 31 July

2011

Page 47




Annex 2.2: Financial plan of the project for the Belgian fund under Regie modality

A__ Capacity building regie 360,000 360,000 74,680 122,780 74,680 48,100 237,220

A_01_04 Technical assistance regie 360,000 360,000 74,680 122,780 74,680 48,100 237,220

B__ Awareness raising regie 180,000 180,000 180,000

B_01_05 T echnical assistance regie 180,000 180,000 180,000

Z__ General means regie 282,000 282,000 43,021 81,663 43,021 38,642 200,337

Z_01_ Personnel regie 145,000 145,000 39,520 76,961 39,520 37,441 68,039

Z_01_06 Consultancy regie 130,270 130,270 39,520 76,961 39,520 37,441 53,309

Z_01_07 Admin & financial guideline regie 14,730 14,730 14,730

Z_03_ Monitoring & evaluation regie 137,000 137,000 3,500 4,702 3,500 1,202 132,298

Z_03_01 Mid-term review regie 40,000 40,000 40,000

Z_03_02 External auditing regie 72,000 72,000 3,500 3,500 3,500 68,500

Z_03_03 Backstopping regie 10,000 10,000 1,202 1,202 8,798

Z_03_04 Final evaluation regie 15,000 15,000 15,000

regie 9,000 9,000 1,362 5,862 1,362 4,500 3,138

regie 9,000 9,000 1,362 5,862 1,362 4,500 3,138

TOTAL 831,000 822,000 9,000 119,062 210,305 119,062 91,242 620,695

Note:

TFF Added


Financial plan of 2011

Accumulated

disbursement

on 31/7/2011

Balance on

31/12/2011

Financial

plan of

2011

Actual

disbursement

from 01/01 to

31/7/2011


(%)

Exchange rate for planning is 23,036 VND/EUR, Exchange rate for payment from GoB fund is the actu al exchange rate at t he payment moment.

Additional available budget from other sources

Junior Program (Junior Assistants 1&2)

Planned

disbursement

for the last 5

months

Budget

codeItem GoB

Budget

Total

Page 48




Annex 2.3: Financial plan of the project for the Study fund

Additional available budget from other SF 212,425 212,425 127,534 61,659 43,159 18,500 66,392

Survey, detailed des ign and cos t estimate of

Phu Cat Running Water Supply

SF 84,375 84,375 84,375

Survey, detailed des ign and cos t estimate of

Hoc Hon Dam RehabilitationSF 66,385 66,385 66,385

District Solid Waste Management Plans for

the 4 districtsSF 61,665 61,665 43,159 61,659 43,159 18,500 7

TOTAL 212,425 212,425 127,534 61,659 43,159 18,500 66,392

Note:



Actual

disbursement

from 01/01 to

31/7/2011


(%)

Planned

disburseme

nt for the

last 5

Total TFF

Exchan ge rate fo r planning is 23,036 VND/EUR, Exchan ge rate for p ayment from GoB fund is th e actu al exchan ge rate a t the p ayment moment.

Balance on

31/12/2011

Financial

plan for

2011Added

Budget

codeItem GoB

BudgetAccumulated

disbursement

on 31/7/2011

Page 49




Annex 2.4: Financial plan of the project for the Vietnamese counterpart fund

C__ Rural water systems V 650,000 650,000 - 121,505 290,078 46,058 - 244,019 284,475

C_01_03 Investment works V 650,000 650,000 - 121,505 290,078 46,058 244,019 284,475

D_ _ So lid wa st e V 800,000 800,000 - - - - - - 800,000D_01_03 Investment works V 800,000 800,000 - - - - - 800,000

Z__ General means V 42,495 - 42,495 39,612 9,453 6,570 - 2,883 (0)

Z_01_ Personnel V 16,686 - 16,686 13,803 9,453 6,570 - 2,883 (0)

Z_01_01a Project director V 1,801 - 1,801 1,639 859 697 162 -

Z_01_01b General - Planning officer V 678 - 678 524 342 188 154 -

Z_01_02a Accountant V 4,633 - 4,633 4,170 2,359 1,896 463 (0)

Z_01_02b Cashier/filing officer V 1,904 - 1,904 1,649 970 715 255 -

Z_01_02c Driver V 2,950 - 2,950 1,823 2,950 1,823 1,127 -

Z_01_02d Security guard V 295 - 295 156 260 122 139 -

Z_01_03a Civil engineer V 742 - 742 742 - - - -

Z_01_03b Environmental engineer V 3,683 - 3,683 3,100 1,713 1,129 584 -

Z_02_ Office equipment and functioning V 25,809 - 25,809 25,809 - - - - -

Z_02_01b W orking space, furniture… V 24,964 - 24,964 24,964 - - - -

Z_02_06 Other operation costs V 845 - 845 845 - - - - -

TOTAL 1,492,495 1,450,000 42,495 161,117 299,531 52,628 - 246,903 1,084,475

Note:

Unit: Euro; X-rate: 23,036 VN D/Euro

GoV

source

Budget Accumulated

disbursement

until

31/7/2011


Balance on

31/12/2011

Financial

plan for

2011

Actual

disbursement

from 01/01 to

31/7/2011

Exchange rate for planning is 23,036 VND/EUR.

Disbursement/

Planning (%)

Planned

disbursement

for the last 5

months

Total

Budget

codeItem

TFF Added

Page 50




Annex 3: Summary of tender result for Phu Cat Running Water Supply sub-project

Nr Item

Package

estimate

(1,000 VND)

Contract price

or package

estimate

(1,000 VND)

Belgian fund

(1,000 VND)Contractor

Site

handover

date

Starting

date

Contract

durationNote

I Construction and equipment 85.701.690 87.960.441 59.097.742

1 Construction 66.114.388 68.373.139 45.386.631

01-XL

Water treatment plant, 4 first-level

pumping stations and raw water

pipeline

15.027.703 15.027.70 3 10.519.39 2 18 monthsRetendering, new

opening on 20/7/2011

02-XL Booster pumping s ta tion 3 .809 .632 3 .809 .632 2 .666 .742 18 monthsRetendering, new


03-XL Transferr ing p ipeline 4 .675 .590 5 .143 .126 3 .600 .188 JV of Thien An and Duc Thinh 19/07/2011 20/07/2011 6 months

04-XL Clean water pipeline network of CatThang commune, Phu Cat district

6 .234 .546 6 .224 .194 4 .356 .936 VIWASEEN 12 19/07/2011 20/07/2011 9 months

05-XLClean water pipeline network of Cat

Chanh commune, Phu Cat district8.829.020 9.711.213 6.797.849 12months

Pending BTC's non-

objection


Tien commune, Phu Cat district4.798.633 5.275.660 3.692.962 JV of Tien Tan and Nguyen Hung 7 months

07-XL

Clean water pipeline network of

Phuoc Hoa commune, Tuy Phuoc

district

3.310.135 3.535.096 Dinh Phat Company 11/07/2011 18/07/2011 4 monthsFinanced by Counterpart

fund completely

08-XL

Clean water pipeline network of

Phuoc Thang commune, Tuy Phuoc

district

4.996.434 4.983.948 3.488.763 Truong Nam Company 19/07/2011 20/07/2011 7 months


Nhon commune, Phu Cat district8.454.170 8.454.170 5.917.919 12 months

Retendering, new



Hung commune, Phu Cat district4.578.582 5.025.645 3.517.952

Binh Dinh Hydraulic Co nstruction

Company19/07/2011 20/07/2011 6 months

11-XL

22K V power transmission network,

transforming station, 0.4KV wire

line (for water treatment plant, 4

wells and booster pumping station)

1.399.943 1.182.753 827.927 Xuan Quy Company 19/07/2011 20/07/2011 6 months

2 Equipment 19.587.302 19.587.302 13.711.111

02-HH

Procurement of equipment,

controlling power system and lighting

power system (for water treatment

plant, 4 first level pumping stations,

and booster-pumping station)

11.529.697 11.529.69 7 8.070.788 18 monthsSplit into 2 packages

and retendering

03-HHWater meters and fittings for

household connection8.057.605 8.057.605 5.640.324 18 months

Retendering, new


II Consultancy 1.355.548 1.643.989 1.150.792

01-

TVGS

Supervision of construction and

equipment installation1.355.548 1.643.989 1.150.792

Dai Viet Water and Sanitation

Development Company18/07/2011 18 months

Total 87.057.238 89.604.430 60.248.534

Page 51




Annex 4: Cost estimation for investment

Total GoB GoV

01Phu Cat Running Water Supply

million VND

RWS system for 7 communes in Phu Cat &

Tuy Phouc Districts118.200 70.499 47.701

Total Million VND 118.200 70.499 47.701

equivalent in Euro (,000 Euro) 4.076 2.431 1.645

% 100% 59,64% 40,36%

02 Hoc Mon reservoir (million VND)

Reservoir rehabilitation 17.259 13.807 3.452 Hoc Mon Canal System 4.641 3.713 928

My Chau Clean Water Supply - - -


equivalent in Euro (,000 Euro) 755 604 151

% 100% 80% 20%


1,000 Euro 4.831 3.035 1.796

As per Specific Agreement 3.651 3.001 650

Shortfall -1.180 -34 -1.146

03 Landfills

Hoai Nhon 24.117 19.294 4.823

An Nhon 25.926 20.741 5.185

Phu My 23.728 18.983 4.746

Tay Son 24.536 19.629 4.907

million VND 98.308 78.646 19.662

equivalent in Euro (,000 Euro) 3.390 2.712 678

% 100% 80% 20%


1,000 Euro 3.390 2.712 678

As per Specific Agreement 3.659 2.859 800

Shortfall 269 147 122

Overall Cost of investment (million VND) 238.407 166.665 71.742

equivalent in Euro (,000 Euro) 8.221 5.747 2.474

Water Sector

Sanitation Sector

Exchange rate: VND/Euro

Nr Cost itemFund source

Documents

PSC Report - 4 August 2012