Report No: ICR00070
INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPMENT AND/OR
INTERNATIONAL DEVELOPMENT ASSOCIATION
IMPLEMENTATION COMPLETION AND RESULTS REPORT
IDA Cr. 6317-NP
ON A
CREDIT
IN THE AMOUNT OF SDR 83.97 MILLION
(US$118.21 MILLION EQUIVALENT)
TO
NEPAL
FOR THE
Second Bridges Improvement and Maintenance Program
PROGRAM-FOR-RESULTS
December 24, 2024
Transport Global Practice
South Asia Region
The World Bank
Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
CURRENCY EQUIVALENTS
(Exchange Rate Effective July 15, 2024)
Currency Unit = Nepalese Rupee (NPR)
NPR 133.75 = US$1
US$1.33 = SDR 1
FISCAL YEAR
July 1 – June 30
Regional Vice President: Martin Raiser
Country Director: David N. Sislen
Regional Director: Pankaj Gupta
Practice Manager: Fei Deng
Task Team Leader (s): Hisham Mahmoud Fouad, Deepak MS Shrestha
ICR Main Contributor: Shubu Thapa
The World Bank
Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
ABBREVIATIONS AND ACRONYMS
ACCESS Accelerating Transport and Trade Connectivity in Eastern South Asia - Nepal Phase 1 Project
ADB Asian Development Bank
ADM Accountability and Decision Making
BB Bridge Branch
BIMP Bridges Improvement and Maintenance Program
BMS Bridge Management System
BoQ Bill of Quantity
BSMS Bridge Site Monitoring System
CMS Contract Monitoring System
CPF Country Partnership Framework
DATC Design and Advanced Technology Cell
DB Design-Build
DLI Disbursement-Linked Indicator
DoR Department of Roads
DRO Division Road Office
EA Environmental Assessment
EIRR Economic Internal Rate of Return
E&S Environment and Safeguard
ESMF Environmental and Social Management Framework
FMIS Financial Management Information System
GBV Gender-Based Violence
GESU Geo-Environmental and Social Unit
GoN Government of Nepal
GRM Grievance Redress Mechanism
HDM-4 Highway Development and Management-4
ICR Implementation Completion and Results Report
ICT Information and Communication Technology
IDA International Development Association
IFSA Integrated Fiduciary Systems Assessment
IPF Investment Project Financing
IRI Intermediate Results Indicator
M&E Monitoring and Evaluation
MoF Ministry of Finance
MoPIT Ministry of Physical Infrastructure and Transport
MTR Mid-Term Review
NCR Non-Conformance Report
NM Narayanghat-Mugling
NPC National Planning Commission
NPR Nepalese Rupees
NPV Net Present Value
NVC National Vigilance Center
OCHS Occupational Community Health and Safety
The World Bank
Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
OHS Occupational Health and Safety
PAD Program Appraisal Document
PAP Program Action Plan
PDO Program Development Objective
PforR Program-for-Results
PPMO Public Procurement Monitoring Office
RA Results Areas
RF Results Framework
SBD Standard Bidding Document
SEA Sexual Exploitation and Abuse
SDC Swiss Agency for Development and Cooperation
SDR Special Drawing Rights
SH Sexual Harassment
SOP Standard Operating Procedure
SRCTIP Strategic Road Connectivity and Trade Improvement Project
SRN Strategic Road Network
ToC Theory of Change
The World Bank
Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
TABLE OF CONTENTS
DATA SHEET ................................................................................................................................................. i
I. PROGRAM CONTEXT AND DEVELOPMENT OBJECTIVES .....................................................................................1
II. OUTCOME .......................................................................................................................................................5
III. KEY FACTORS AFFECTED IMPLEMENTATION AND OUTCOME .......................................................................... 12
IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .................................... 14
V. LESSONS AND RECOMMENDATIONS .............................................................................................................. 18
ANNEX 1. RESULTS FRAMEWORK, DISBURSEMENT LINKED INDICATORS, AND PROGRAM ACTION PLAN .................... 21
ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION .............................................................. 32
ANNEX 3. PROGRAM EXPENDITURE SUMMARY ........................................................................................................ 34
ANNEX 4. BORROWER’S COMMENTS ........................................................................................................................ 35
ANNEX 5. PROGRAM RESTRUCTURING DETAILS ........................................................................................................ 35
ANNEX 6. IPF ACTIVITIES STATUS .............................................................................................................................. 38
ANNEX 7. BIMP: KEY ACHIEVEMENTS AND LEARNINGS ............................................................................................. 39
The World Bank
Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
DATA SHEET
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BASIC DATA
Product Information
Operation ID Operation Name
P161929 Second Bridges Improvement and Maintenance Program
Product Operation Short Name
Program-for-Results Financing (PforR) BIMP II
Operation Status Approval Fiscal Year
Closed 2019
IPF Component?
Yes
Original EA Category Current EA Category
Full Assessment (A) (Restructuring Data Sheet - 14 Mar
Full Assessment (A) (Approval package - 26 Sep 2018)
2024)
CLIENTS
Borrower/Recipient Implementing Agency
Nepal Ministry of Physical Infrastructure and Transport
DEVELOPMENT OBJECTIVE
Original Development Objective (Approved as part of Approval Package on 26-Sep-2018)
To provide safe, resilient and cost effective bridges on Nepal's Strategic Road Network.
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FINANCING
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Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
RESTRUCTURING AND/OR ADDITIONAL FINANCING
Amount Disbursed
Date(s) Type Key Revisions
(US$M)
• Results
• Disbursement Estimates
16-May-2022 Portal 51.69 • Loan Closing Date Extension
• Loan Cancellations
• Reallocations
• Results
31-Aug-2023 Portal 62.07
• Reallocations
• Results
14-Mar-2024 Portal 68.01 • Disbursement Estimates
• Reallocations
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KEY DATES
Key Events Planned Date Actual Date
Concept Review 26-Jun-2017 26-Jun-2017
Decision Review 30-Jan-2018 30-Jan-2018
Authorize Negotiations 03-May-2018 26-Apr-2018
Approval 26-Sep-2018 26-Sep-2018
Signing 14-Nov-2018
Effectiveness 03-Dec-2018
ICR/NCO 14-Jan-2025 --
Restructuring Sequence.01 Not Applicable 16-May-2022
Restructuring Sequence.02 Not Applicable 31-Aug-2023
Restructuring Sequence.03 Not Applicable 14-Mar-2024
Mid-Term Review No. 01 29-Nov-2021 29-Nov-2021
Operation Closing/Cancellation 15-Jul-2024 15-Jul-2024
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RATINGS SUMMARY
Outcome Bank Performance M&E Quality
Moderately Satisfactory Moderately Satisfactory Modest
ISR RATINGS
Actual Disbursements
No. Date ISR Archived DO Rating IP Rating
(US$M)
01 01-Mar-2019 Satisfactory Moderately Satisfactory 0.00
02 16-Oct-2019 Moderately Satisfactory Moderately Satisfactory 5.10
03 17-Apr-2020 Moderately Satisfactory Moderately Satisfactory 5.10
04 30-Oct-2020 Moderately Satisfactory Moderately Satisfactory 51.57
05 14-May-2021 Moderately Satisfactory Moderately Satisfactory 51.69
06 10-Nov-2021 Moderately Satisfactory Moderately Satisfactory 51.69
07 21-Mar-2022 Moderately Satisfactory Moderately Satisfactory 51.69
08 25-Sep-2022 Moderately Satisfactory Moderately Satisfactory 51.69
09 13-Oct-2022 Moderately Satisfactory Moderately Satisfactory 51.69
10 31-Mar-2023 Moderately Satisfactory Moderately Satisfactory 51.84
11 27-Sep-2023 Moderately Satisfactory Moderately Satisfactory 62.07
12 22-Mar-2024 Moderately Satisfactory Moderately Satisfactory 68.01
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SECTORS AND THEMES
Sectors
Adaptation Mitigation
Major Sector Sector %
Co-benefits (%) Co-benefits (%)
FY17 - Information and
Communications FY17 - ICT Infrastructure 2 0 21
Technologies
FY17 - Public Administration -
FY17 - Transportation 5 40 0
Transportation
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Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
FY17 - Rural and Inter-Urban Roads 91 43 4
FY17 - Urban Transport 2 50 50
Themes
Major Theme Theme (Level 2) Theme (Level 3) %
FY17 - Environment and FY17 - Adaptation 42
Natural Resource FY17 - Climate change
Management FY17 - Mitigation 5
FY17 - Human
Development and FY17 - Gender 1
Gender
FY17 - Private Sector FY17 - ICT FY17 - ICT Solutions 4
Development FY17 - Public Private Partnerships 2
FY17 - Road Safety 13
FY17 - Rural
FY17 - Rural Development Infrastructure and 75
FY17 - Urban and Rural service delivery
Development FY17 - Public Transport 82
FY17 - Urban Development FY17 - Urban
Infrastructure and 75
Service Delivery
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Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
ADM STAFF
Role At Approval At ICR
Practice Manager Karla Gonzalez Carvajal Fei Deng
Regional Director Franz R. Drees-Gross Pankaj Gupta
Global Director -- Nicolas Peltier-Thiberge
Practice Group Vice President Makhtar Diop Guangzhe Chen
Country Director Qimiao Fan David N. Sislen
Regional Vice President Hartwig Schafer Martin Raiser
ADM Responsible Team Leader Dominic Patella Hisham Mahmoud Fouad
Co-Team Leader(s) Oceane Keou Deepak Man Singh Shrestha
ICR Main Contributor Shubu Thapa
I. PROGRAM CONTEXT AND DEVELOPMENT OBJECTIVES
A. CONTEXT AT APPRAISAL AND THEORY OF CHANGE
Context
1. At appraisal in 2018, Nepal's economic growth had averaged 4.3% over the previous decade but remained
vulnerable to shocks such as the 2015 earthquakes and the 2017 floods. Nepal's physical and economic integration
relied heavily on the Strategic Road Network (SRN), which was crucial to ensure year-round connectivity between the
provinces. Given Nepal's challenging topography, bridges were essential for connecting different sections of SRN roads,
enabling access to social services and markets, and supporting poverty reduction efforts, particularly in rural areas. The
2017 monsoon floods highlighted the vulnerability of many bridges, especially along the East-West Highway, indicating
that Nepal's SRN system, without resilient bridges, would face severe connectivity disruptions under climate
uncertainty. Furthermore, as climate change was expected to bring significant changes in weather patterns, increasing
risks of extreme precipitation and landslides, strengthening the resilience of Nepal’s road and bridge network through
resilient engineering designs was assessed to be vital. In addition, robust maintenance systems were regarded essential
for resilience and cost-effectiveness of the assets built.
2. The SRN, comprising over 12,000 km of roads and 1,700 bridges, was assessed as incomplete and inadequate,
with over 372 identified gaps totaling over 18,000 meters that required new bridge construction for improved all-
weather connectivity. SRN roads and bridges lacked adequate safety features, resulting in 15.9 deaths per 100,000
people annually as estimated by the World Health Organization in its Global Status Report on Road Safety, 2018.
Improving the design and construction of bridges for inclusive and safe access was expected to enhance development
outcomes from bridge investments in Nepal. The cost of building bridges along all identified gaps on the SRN was
approximately US$216 million, equivalent to 1% of Nepal’s 2016 Gross Domestic Product. The aging bridges increasingly
required maintenance and replacement. Additionally, a notable gender gap was evident in the transport sector, with
women being underrepresented in engineering and management positions.
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Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
3. The Department of Roads (DoR) under the Ministry of Physical Infrastructure and Transport (MoPIT) manages
the development and maintenance of SRN roads and bridges. The Bridge Branch (BB) of the DoR manages bridge assets
with support from regional Bridge Sectors. The DoR’s program of bridge investment accounted for approximately
US$60–70 million of spending per year and included maintenance, rehabilitation, and replacement of 78,169 m of SRN
bridges, in addition to the ongoing construction of 15,710 m of new SRN bridges, and over18,861 m of gaps that require
new SRN bridges over the medium term.
4. Prior to the SRN bridge program, the bridge initiatives using project-style approaches only succeeded in
building bridge assets but could not establish the institutional mechanisms required for planning and managing long-
term maintenance. The overall budget for bridge activities was allocated without distinguishing between dedicated
activities such as maintenance and new construction. These allocations were subject to ad hoc prioritization, often
driven by political expediency, resulting in maintenance activities receiving scant attention compared to new
construction. The lack of clear institutional mandates and opaque planning and funding mechanisms for bridge
development led to a proliferation of bridges on non-priority routes, over-procurement, and under-completion. The
Program-for-Results (PforR) instrument was deemed suitable to address these issues by enabling the use of systems
and processes that the DoR would deploy for planning and managing SRN bridge infrastructure. Under the International
Development Association (IDA) supported first Bridges Improvement and Maintenance Program (BIMP)1, bridge asset
management systems were developed, and bridge activities received the necessary priority and funding.
5. Building on success of the BIMP, the Second Bridges Improvement and Maintenance Program (BIMP-II) was
designed to support the Government of Nepal’s (GoN) effort to further enhance Nepal's transport sector, while
utilizing and strengthening the government systems developed and tested under the BIMP. The PforR instrument was
considered appropriate as it enabled the Program to focus on strengthening government systems and capacity building
based on measurable results. BIMP-II incorporated learnings from BIMP and leveraged the Association’s extensive
experience in Nepal’s transport sector to provide comprehensive support for institutional development and advanced
project planning capabilities. The complementary Investment Project Financing (IPF) component aimed to bolster the
capacity and institutional development of the DoR. The Program relied on the use of the Bridge Management System
(BMS) mobilized under BIMP to help prioritize bridge interventions for maintenance and new construction based on a
multi-criteria formula that considers need and criticality, thereby positively impacting asset life, travel time, and the
number of beneficiaries. Data from the BMS also provided an overall description of the DoR’s SRN bridge assets for
planning purposes. BIMP-II also considered areas of improvement identified in BIMP, such as improving the quality of
physical works and consistent field-level supervision; strengthening the governance system around contract
management through design-build (DB) approaches; and enhancing Environmental and Social (E&S) compliance,
including labor risk management and Occupational Health and Safety (OHS) measures2.
6. The objectives of BIMP-II were closely aligned with the GoN’s comprehensive program of bridge investments
that was designed to enhance the resilience and inclusiveness of bridge designs, while addressing both current and
future needs. The Program’s focus areas included the maintenance, rehabilitation, and replacement of about 78,000
meters of SRN bridges, alongside the ongoing construction of over 15,000 meters of new SRN bridges. In line with the
government’s vision, the operation aimed to enhance the network's resilience to climate change with timely
maintenance, and improve road safety features, while also addressing the gender gap in the transport sector. The
Program focused on developing the DoR’s institutional capacity for adapting bridge design, construction, and
maintenance to climate change and developing guidelines and updating the Bridge Policy and Strategy (2004) to include
resilient features. Overall, the sectoral and institutional context of Nepal's bridge infrastructure underscored the critical
1 BIMP: Approved in 2012 and closed in 2017 with a Satisfactory outcome rating
2 BIMP: Key achievements and learnings are provided in Annex-7
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Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
need for continued investment and development to ensure reliable connectivity, support economic activities, and
promote inclusive growth.
7. The Program was well aligned with the World Bank Group’s Nepal Country Partnership Framework (CPF) FY19-
233. The key strategic priorities of the CPF were to: strengthen public institutions for effective economic management
and service delivery by building the capacity of key transport sector institutions and improving infrastructure
maintenance, safety, and quality; support private sector-led jobs and growth by enhancing transportation connectivity
within Nepal and with India, facilitate economic activities and job creation; and promote inclusion and diversity by
developing advanced bridge designs that enhance resilience and inclusion, particularly for non-motorized modes of
transport, benefiting marginalized groups.
Theory of Change (Results Chain)
8. The Theory of Change (ToC) for the Program has been developed for this Implementation Completion and Results
Report (ICR) based on the Program description in the Program Appraisal Document (PAD).
Figure 1. Theory of Change
Res l s A ea A es O p s e e a eO o es al O o e
Applica on of road safety measures
on bridges
isual signs, re ec ve markers,
es
warning signals installed Road safety upgraded on Program bridges
Safe
,11 m D I‐2 Re e l el oo of oa
Recruitment of female engineers in DAT Training programs technical, S, iduciary etc
Prepara on of guidelines on safety
Bridges upgraded with road safety visual epa e as es o
works
B
Road safety audit signs 100 bridges o a es
Road safety awareness programs
es N support for technical audit
Prepara on of guidelines on resilient
bridges Safe
Prepara on of SDB contrac ng documents
es
pda ng of Bridge Policy with focus es l e
S policies guidelines
Implementa on of online GMR system
2 number of advanced bridge designs E a e oR s apa l es
Res l e
se of BSMS for uality monitoring
on resilient approach prepared fo e elop es l e
rea on of Design and Advanced
l s e
DAT established and e uipped e es s
B
Technology ell DAT a os
Impact evalua on I
Trainings on advance bridge designs e e e
and new technologies
es
Ma or maintenance implemented , m e a e
lements for maintenance D I‐1
Cos e e e
Roa se os sa e
Prepara on of
re uirements embedded into bridge New bridges constructed , 26 m D I‐
e elop e A
Backlog bridges completed ,660m D I‐ po e a o e Nepal s
es
works
Introduc on of new technology on es e SRN S ae
maintenance new construc on Roa
B
bridges
Trainings and best prac ces Ne o
Technical audit of 1 2 bridges completed
Capa
SDB guidelines prepared approved D ‐ I6
S e e e o e all
, 0 entries recorded in BSMS D ‐ I
o a a o al a e al
GRM response me reduced to 10 days
women engineers recruited trained
apa l es
ritical Assumptions: i oN continues nancial support to its S policy, guideline manual approved
ridge program iii oR s capacity in place to manage overall no of relevant trainings delivered
Program S procurement duciary etc. iii technical DoR s R sta survey completed
nancial support to NP for third party veri cation to Is. Baseline data for the I collected
Program Development Objective (PDO)
9. The PDO is to provide safe, resilient, and cost‐effective bridges on Nepal’s Strategic Roads Network.
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Second Bridges Improvement and Maintenance Program (P161929) ICR DOCUMENT
Key Expected Outcomes and Outcome Indicators
10. The key outcomes and PDO level indicators are shown in table 1.
Table 1. Key Outcomes and Indicators
Outcome Outcome indicators
PDO 1: Reduced likelihood of road departure crashes on Program bridges (number of
safety upgrades on Program bridges)
Provide safe, resilient and cost-
PDO 2: Enhanced DoR capabilities for developing resilient bridge designs (number of
effective bridges on Nepal’s
advance bridge designs prepared)
SRN
PDO 3: Estimated-road user cost savings achieved by Program interventions (Cost
saved from Program intervention)
Program Results Areas and DLIs
11. The Program comprised three Result Areas (RAs): (a) RA 1: Providing safe bridges, (b) RA 2: Providing resilient
bridges, and (c) RA 3: Providing cost-effective bridges. It also included a key area to enhance the beneficiary feedback
system. The seven Disbursement Linked Indicators (DLIs) used to trigger disbursement are shown in table 2.
Table 2. Disbursement Linked Indicators
Components/ Activities Result Area
DLIs
DLI 1 Major bridge maintenance RA 3: Cost-effective bridges
DLI 2 Road safety upgrades on bridges RA 2: Safe bridges
DLI 3 New two-lane bridge construction, rehabilitation, and RA 3: Cost-effective bridges
replacement of bridge
DLI 4 New four-lane bridge construction RA 3: Cost-effective bridges
DLI 5 Completion of backlog bridges under construction RA 3: Cost-effective bridges
DLI 6 Improved fiduciary governance of design‐build contracting Contributing to all three RAs
DLI 7 Bridge Site Monitoring System (BSMS) use on Program worksites Contributing to all three RAs
12. PforR Components/DLIs (at appraisal US$133 million IDA, and US$63.01 million counterpart funds; at completion
US$112.17 million IDA, and US$53.74 million counterpart funds). These activities supported achievement of the PDO
through the three RAs.
13. IPF component. The IPF component (at appraisal US$14.15 million IDA, at completion US$1.06 million IDA)
comprised the components/activities as shown in table 3:
Table 3. IPF Activities
Components Activities
IPF 1 Preparations for future projects on the SRN
IPF 2 Technical auditing by National Vigilance Centre (NVC)
IPF 3 Advanced bridge designs for enhanced resilience and inclusion (RA 2: Resilient bridges)
IPF 4 Training (domestic and international) and capacity development
IPF 5 Supervision oversight consultancies
IPF 6 Mobilization, equipage, and development of the Design and Advanced Technology Cell (DATC)
(RA 2: Resilient bridges)
IPF 7 Support for S and DoR implementation of Nepal’s abor Act 201
IPF 8 Contingency funding for verification after Year 3
IPF 9 Program impact evaluation data collection
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B. SIGNIFICANT CHANGES DURING IMPLEMENTATION
14. The operation was restructured in May 2022, August 2023, and March 2024, as summarized in table 4.
Details of these restructurings are provided in Annex-5.
Revised PDO indicator, DLIs, Results Framework (RF), and Program Action Plan (PAP)
15. The target for PDO 2, which pertains to advanced bridge designs, was reduced from 10 to 2, while PDO 3
was dropped due to an unclear methodology for measurement.
Table 4. Summary of Restructurings
S. No. First Restructuring: Second Restructuring: Third Restructuring:
May 2022 August 2023 March 2024
1. DLIs 3 and 5: Targets and funds DLIs 1 and 5: Targets and funds DLIs 1 and 5: Targets and funds allocation
allocation increased allocation increased increased
2. DLI 4: Dropped DLI 7: Verification protocol revised IPF 1, 2, 3, 4, 5, 6, 7, and 9: Funds reallocated
3. DLI 7: Verification protocol revised IPF 1, 2, 3, 5, 7, and 9: Funds PDO 2: Target reduced
reallocated
4. IPF 4, 8 and 9: Funds reallocated PDO 2: Target reduced RF and PAP: Targets and actions adjusted
5. RF and PAP: Targets and actions PDO 3: Indicator dropped Financing Agreement: Amended to add GoN’s
adjusted budget heads for DLI disbursement eligibility
6. Cancellation: Cancellation of RF and PAP: Targets and actions —
US$15.06 million from the IPF adjusted
component
7. Extension: Closing date extended — —
by a year to July 15, 2024
Rationale for Changes and their Implication for the Original Theory of Change
16. The restructurings were primarily necessitated due to the slow progress of IPF activities and their inability
to utilize the allocated funds, and well performing DLIs that exceeded the initially targets set. Adjustments were
made to the PAP to account for implementation delays. The RF was modified to revise targets and update the
Monitoring and Evaluation (M&E) framework, including correcting some indicator descriptions. The original
Program scope and intended outcomes, however, remained unaffected, and the Program ’s ToC remained valid.
II. OUTCOME
A. RELEVANCE
Relevance of PDO - High
17. The BIMP-II PDO remains aligned with the World Bank Group’s Nepal P for FY19 – 23, extended to FY24 by the
Performance and Learning Review4. The PDO mainly contributed to Focus Area 1: Strengthened institutions for public
sector management and service delivery; and Focus Area 2: Private sector led jobs and growth through (a) Increased
transport connectivity; (b) improved maintenance, road safety, and quality of infrastructure; and (c) capacity building
of key institutions in the transport sector. In addition, BIMP-II contributes to Focus Area 3: Inclusion and resilience,
through the development of advanced bridge designs that provide for enhanced resilience and inclusion. BIMP-II’s
contributions included enhancing the capacity of key institutions in the transport sector; improving service delivery; and
4 Report No: 168048-NP. A new PF is under preparation.
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public investments at both national and sub-national levels; increasing transportation connectivity, which is crucial for
economic activities and private sector growth; and building greater resilience against climate change, natural disasters,
and other exogenous shocks by supporting the development of advanced bridge designs that enhance resilience and
inclusion.
18. BIMP-II is also aligned with the GoN’s Fifteenth Development Plan (FY2019/20 to FY2023/24), which aimed to
construct bridges in national and provincial highways to minimize the impact and damage from natural calamities and
climate adversities, and undertake the regular, occasional, and periodic maintenance of bridges, as well as the Sixteenth
Development Plan (FY2024/25 to FY2028/29), which has a target of constructing 515 bridges.
Relevance of DLIs - Substantial
19. The DLIs were designed to enhance connectivity and institutional performance, aligning with the prioritized
needs of the government. They ensured adequate fund flows for Program implementation based on achieved results.
The DLIs were clearly defined, with specific verification protocols and timelines. The verification mechanisms, evaluation
methodology, responsibility matrix, annual allocations, and the minimum and maximum DLI values required to trigger
disbursements were detailed in the verification protocol. The DLIs were specific, strategic, and largely achievable.
Alignment of DLIs with the PDO and Results Framework
20. DLI 1 (Major Maintenance), DLI 3 (New Construction Bridges), and DLI 5 (Completion of Backlog Bridges). These
DLIs collectively contributed to RA 3 to deliver cost-effective bridges, accounting for approximately 80% of the IDA
allocation. The DLI targets were linked to the RF to assess achievement of the PDO. The maintenance activities were
expected to extend the life of bridge assets, while the completion of the backlog bridges and construction of new bridges
were expected to reduce road user costs.
21. DLI 1 was to be achieved through various trainings and the deployment of innovative technology for major
maintenance works to address vulnerabilities and aging assets. The bridges were to originate from the BMS prioritized
list, based on critical data such as condition, detour time, and beneficiaries. The completion of works required
compliance with the maintenance elements set out in the PAD. The original target and funds allocation were revised
upward through two restructurings.
22. DLIs 3, 4, and 5 incentivized bridging the gap in connectivity by constructing and completing new bridges thereby
reducing travel distance, detour time, and vehicle fuel consumption, ultimately resulting in cost savings for road users
and beneficiaries, which aligned to the PDO. The candidate bridges under DLI 3 were required to originate from the
BMS priority list and to meet the GoN’s bridge design and safety requirements outlined in the PAD. DLI 5 was eligible
for works with construction contracts signed before the Program's effectiveness and demonstrated compliance with
the Program’s procurement, environmental, social, and technical standards. The targets and funds allocation for both
DLIs 3 and 5 were increased through two restructurings, due to their meeting of original targets and utilizing allocated
funds. DLI 4 was dropped through restructuring as the construction of four-lane bridges were included in the IDA-
financed Strategic Road Connectivity and Trade Improvement Project (SRCTIP, P170409). The cancelled funds were
distributed to DLIs 3 and 5.
23. DLI 2 (Road Safety Upgrades on Bridges) focused on enhancing safety features on vulnerable bridges, thereby
contributing to RA 1 of safe bridges, and accounted for about 15% of the IDA allocation. It was well aligned with the RF
to assess the progress of the PDO achievement. The candidate bridges under this DLI were identified through road safety
audits, and the implementation of works was governed by the bridge-related road safety elements outlined in the PAD.
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24. DLI 6 (DB Contracting Approach) and DLI 7 (Use of BSMS) were designed to foster institutional development,
thereby contributing to the enhanced effectiveness of the Program’s results. They were strategically relevant to address
the inherent institutional challenges impacting the PDO outcome, although they were not part of the indicators in the
RF. The funds allocated to these DLIs provided adequate incentives for improving institutional performance and results.
25. DLI 6 accounted for about 2% of the IDA allocation and supported the development of documents and guidelines
under the DB contracting approach to integrate into the national regulation framework. The definition and completion
measures were straightforward, the verification protocol was clearly stated, and the target was achievable. With the
future approval of the guidelines through the public procurement regulation, fiduciary governance of DB contracting is
expected to be strengthened. This will enhance the PDO outcome by improving contract management, ensuring timely
completion of works and achieving better quality, as well as cost-effectiveness in civil works.
26. DLI 7 accounted for about 3% of the IDA allocation and contributed to the enhanced use of BSMS. The extensive
use of this tool is expected to address the inherent challenges of overall program management and quality monitoring
and contribute to improving the quality of civil works, and thereby significantly supporting the sustainability of the PDO
outcome. The definition and the verification protocol for this DLI were revised through two restructurings to refine the
original versions.
Overall Relevance Rating
27. The overall relevance is rated Substantial. The PDO and the DLIs were relevant to the World Bank's strategy for
the country and supported the government’s development priorities throughout the Program period. Four DLIs, which
accounted for more than 90% of the IDA allocation, focused on indicators that provided evidence of continued progress
toward achieving the PDO. The other two institutional DLIs, which accounted for around 5% of the allocation, triggered
institutional development activities that are expected to enhance the effectiveness of the overall Program results. As
noted earlier, DLI 4, which was no longer relevant to the Program, was cancelled through restructuring, and the funds
were reallocated to support the well-performing DLIs 3 and 5.
B. ACHIEVEMENT OF PDOs (EFFICACY)
Assessment of Achievement of Each PDO Outcome
28. The operation supported the GoN’s bridge program in developing and maintaining bridge infrastructure in
the SRN in line with the Bridge Policy and Strategy (2004), focusing on : (a) road safety upgrades on existing bridges,
(b) construction of new bridges, (c) completing bridges under construction, (d) major bridge maintenance, and (e)
capacity development and institutional strengthening activities for the preparation and supervision of civil works. The
Program’s efficacy (that is, achievement of the PDO) is assessed by evaluating achievement of each of the three
Program RAs: improved safety, improved resilience, and cost effectiveness of bridges. These were to be achieved
through sound technical design, adoption of new technologies, and quality monitoring system, along with activities
aimed at enhancing institutional capacity. One of the key areas of the Program was the enhancement of the beneficiary
feedback monitoring mechanism. The IPF component and the PAP were complementary activities designed to support
the overall achievement of the PDO. The detailed status of the PAP and IPF activities are provided in Annexes-1 and 6,
respectively.
29. RA 1: Safe Bridges. (Inputs/IRI5: DLI 2). The Program initially aimed to upgrade safety features on approximately
18 bridges—covering a total length of 8,000 meters—to prevent road transport related crashes on the SRN. During
implementation, the government preferred to focus on a larger number of shorter span bridges mostly on the North-
5 Intermediate Results Indicator
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South Highway and partly on the East-West Highway. Accordingly, more than 100 bridges were upgraded for a
combined total length of 8,118 meters. The upgraded bridges included reflective markers, warning signals, crash
barriers, and other road safety features essential for guiding motorized and non-motorized road users, especially
during inclement weather conditions. These upgrades supported the traffic management system, improved pedestrian
and community safety, and nighttime visibility at approaches to the bridges. No incidents were reported on the
upgraded bridges during the Program period.
30. The IPF component supported the delivery of various trainings and awareness programs on bridge safety for the
DoR staff. It also extended technical support for the development of guidelines for implementation of road safety works
on bridges, which are currently being reviewed by the MoPIT and are expected to be endorsed in due course.
31. T e o a ’s safety outcome is rated High, based on the above discussion, and overachievement of the
targets of the relevant indicators, as summarized in table 5.
Table 5. RA 1: Safe Bridges
Indicator Name DLI Baseline Original Target Final Revised Achieved at
Target Completion
PDO 1: Reduced likelihood DLI-2 0 18 Not revised >100 bridges
of road departure crashes upgraded
on Program bridges
IRI 1.1: Road safety DLI-2 0 8,000 m Not revised 8,118 m
upgrades on Program
bridges
32. RA 2: Resilient Bridges. (Inputs/IRI: IPF activities). The Program supported the establishment of the DATC to
pioneer advanced technologies to enhance the resilience and inclusiveness of bridge designs. It facilitated the
engagement of international bridge engineering expertise and approaches, provided engineering inputs and trainings,
and promoted the sharing of best practices on climate resilience and mitigation measures. Initially, 10 bridge designs
were identified for development with advanced features. At completion, the DATC developed two bridge design
concepts for the Narayani Bridge and the Bijaypur Bridge, which incorporated advanced features for enhanced resilience
and inclusion under the guidance of an international bridge expert, based on geotechnical, hydrological, and E&S studies
and assessments. A series of trainings were provided to the DoR engineers, contractors, individual consultants, and staff
of the engineering institute. For the remaining bridges, the GoN decided to develop: three bridges through the IDA-
funded SRCTIP (P170409) and ACCESS (P177902)6, two bridges under projects funded by the Asian Development Bank
(ADB), two bridges using its own funds, and the 10th bridge was dropped.
33. The Program updated the Bridge Policy with an additional focus on a resilient systems approach. The draft of
the updated policy is awaiting approval from the Policy Department and is expected to be subsequently endorsed by
the MoPIT in due course. The Program also supported preparation of guidelines on the hydrology and hydraulics
standards, as well as river training works for bridge designs7.
34. The o a ’s resilient outcome is rated Modest, based on the above discussion and the extent of
achievement of the indicator targets, as summarized in table 6.
6 Accelerating Transport and Trade onnectivity in astern South Asia-Nepal Phase 1 Project
7 https://dor.gov.np/uploads/pu lication/pu lication_1642584636.pdf
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Table 6. RA 2: Resilient Bridges
Indicator Name Baseline Original Final Revised Achieved at Completion
Target Target
PDO 2: Enhanced DoR Capabilities for 0 10 2 2 advanced bridge
developing resilient bridge designs designs prepared
IRI 2.1: DATC created 0 One time Not revised DATC staffed/mobilized
IRI 2.2: Number of times that DoR engineers 0 10 2 (revised 2 times DoR engineers
mobilized skills in the designing of advanced indicator mobilized skills in the
bridges for improved resilience and description) designing of advanced
inclusion bridges
IRI 2.3: Female engineers recruited in the 6% 33% Not revised 41%
DATC and given advanced skills training
35. RA 3: Cost-effective bridges. (Inputs/supporting activities are: DLIs 1, 3, and 5). Regular maintenance of the
bridges extends their useful life, thereby reducing the need for costly repairs and early replacement. The construction
of new bridges and the completion of the backlog bridges are expected to improve connectivity, reduce travel distance,
travel time, and transportation costs for motorized road users, pedestrians, cyclists, and communities. This approach
enhanced resilience, extended the life of the assets, and prevented failures.
36. The bridges selected for major maintenance and new construction under the Program were identified through
the BMS and were expected to significantly impact asset life, travel time, and the number of beneficiaries. The
achievement of the objective of providing cost-effective bridges was assessed through economic analysis conducted on
major maintenance (DLI 1), construction of new two-lane bridges (DLI 3), backlog bridges (DLI 5), and safety upgrades
(DLI 2). As the Highway Development and Management-4 (HDM-4) model to determine cost savings of road users—that
was used at appraisal—did not have a clear methodology, it was dropped during the restructuring. The completion
stage economic analysis is based on the approach and methodology followed during the processing stage, including the
unit rates of vehicle operating cost and travel time estimated through the Road Economic Decision. The economic
analysis demonstrated that these activities extended the life of the bridges by using modern technology and improved
connectivity, benefited users of the SRN, and resulted in a higher economic net present value (NPV) of US$321 million.
Table 7 summarizes the results of the economic analysis. The economic internal rates of return (EIRRs) of the DLI based
bridges are between 29.1% to 56.9%. The overall EIRR of 48.6% is significantly higher than the social discount rate
threshold of 12% used at Program preparation/appraisal. The NPV and EIRRs achieved during implementation are higher
than assessed at appraisal, mainly due to increased traffic volume on the completion of Program interventions.
Table 7. Summary of Economic Analysis
Details DLI 1: Major DLI 2: Road DLI 3: New 2- DLI 5: Combined
bridge safety lane bridge Completion of
maintenance upgrades construction backlog bridges
Number of completed bridges 59 110 52 90 311
Length of completed bridges
5,839 8,118 4,426 8,660 27,043
(meters)
Completed cost (US$/meter) 2,838 2,148 8,769 4,363 4,090
Benefiting traffic - 2024
17,294 4,618 2,163 5,363 7,359
(Number of daily vehicles) *
EIRR (%) 29.10 30.10 56.90 48.90 48.60
Benefit - cost ratio 2.60 2.44 6.52 6.83 5.67
* Note: Based on the average per bridge for traffic benefitting from the respective DLIs.
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37. Table 8 summarizes the extent of achievement of each RF indicator target.
Table 8. RA 3: Cost-Effective Bridges
Indicator Name DLIs Baseline Original Final Revised Achieved at Completion
Target Target
PDO 3: Estimated Road user cost savings — 0 > NPR 2,971 Dropped Dropped
achieved by Program Interventions million (See proxy used above)
IRI 3.1: Implementation of high priority DLI 1 0 4,500 m 5,700 m 5,839 m
maintenance to extend asset lives
IRI 3.2: Completion of backlog bridges to DLI 5 0 5,000 m 8,565 m 8,660 m
reduce road user costs
IRI 3.3: Construction of new bridges to DLI 3 0 4,000 m 4,400 m 4,426 m
reduce road user costs
38. T e o a ’s cost-effective outcome is rated High, based on the above assessment.
39. As indicated in the ToC diagram, the institutional DLIs and IPF activities contributed to strengthening
organizational and technical capabilities and achieving effective results under the three Program RAs.
• Improved fiduciary governance system of DB contract (DLI 6). The Program facilitated the preparation of standard
documents and guidelines for DB contracts, which have been endorsed by the MoPIT and are awaiting approval of
the Public Procurement Monitoring Office (PPMO). With an improved fiduciary governance system for DB
contracting, designs are expected to be finalized timely and construction expedited, leading to better quality work.
This is expected to contribute to the PDO outcome by enhancing the quality and efficiency of the contract
management.
• Use of BSMS for monitoring sites (DLI 7). The increased use of BSMS on the Program sites ensured regular and well-
documented site supervision. This, in turn, enhanced overall Program management and the quality of bridge works,
thereby contributing to achievement of the PDO.
40. The contributions of the IPF component and the PAP are summarized below:
• Technical audit. The NVC carried out technical audits on 152 bridges under the Program and issued 283 non-
conformance reports (NCRs), of which 83 have been addressed by the DoR. The remaining NCRs are expected to be
addressed in the near future.
• Advanced bridge designs. The IPF supported the development of design standards, guidelines, and engineering
designs. These were used by the DoR to design two advanced bridges and are expected to be applied in future
designs.
• Establishment and mobilization of the DATC. The Program supported the creation of the DATC, which led to the
development of advanced bridge designs for enhanced resilience and inclusion. The Program equipped the DATC
with logistics support, facilities, trainings, software, advanced laptops, computers, smart boards and furniture.
• Support to improving OHS in bridges works. The Program supported the development and approval of OHS Policy,
Manual8, Guidelines9, and updated DoR’s nvironmental and Social Management ramework (ESMF). During the
COVID-19 pandemic, the DoR introduced Standard Operating Procedures (SOPs) for construction sites with support
from international organizations.
8 oR OHS Policy
9 oR OHS guidelines
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• Trainings. The Program delivered 37 training events on technical, social, environmental and fiduciary aspects that
benefitted DoR officials, engineers, consultants, contractors and other stakeholders. In addition, DoR’s human
resource staff survey was conducted as part of the broader organizational development objective to assess its
organizational structure and devise a human resources strategy to enhance the Program’s human capital
• Impact evaluation. The baseline survey for 150 bridges was completed to assess the impact of the Program bridges,
which is expected to inform future prioritization, investment initiatives, and donor involvement strategies for the
bridge program. The World Bank is in discussion with the GoN to conduct the endline evaluation under the proposed
BIMP-III.
41. PAP. The PAP helped the Program strengthen measures to address risks relating to the technical, fiduciary, and
environmental/social systems. The key actions of the PAP included: (a) enhancing the DoR’s ability to design resilient
bridges, supervising their construction, and grounding the overall Program in a sound planning/policy framework; (b)
strengthening the DoR’s fiduciary control over bridge works c) helping the DoR leverage technology to monitor and
report on contracts and financial transactions faster and more accurately; (d upgrading the DoR’s ability to plan and
implement measures to mitigate key social and environmental risks; and (e) supporting the DoR to attract, retain, and
develop technical staff.
Rating of Overall Efficacy
42. The overall efficacy is rated Substantial, based on the above discussions and the ratings of achievement of RAs
1, 2, and 3 as High, Modest, and High, respectively.
C. JUSTIFICATION OF OVERALL OUTCOME RATING
43. The overall outcome of the Program is rated Moderately Satisfactory, based on the sub-ratings of relevance
and efficacy as Substantial, and the rating of achievement of RA 2 as Modest.
D. OTHER OUTCOMES AND IMPACTS
Gender
44. The Program recognized the significant under-representation of women in the Science, Technology, Engineering,
and Mathematics professions in Nepal, particularly in the transport sector and provided advanced skills training to
female engineers in the DoR to support their prospect for career growth. Against the target of at least 33% of the recruits
in the DATC being female engineers, by the end of the Program the female representation in the DATC was 41%. These
women were provided advanced technical training in several key areas, including bridge design, bridge structural
engineering, geotechnical engineering, and hydrology. In addition, trainings on Gender Based Violence (GBV)/Sexual
Exploitation and Abuse (SEA)/Sexual Harassment (SH) were conducted in five field clusters for 125 participants, including
technical and administrative staff, field staff, and contractors, which emphasized integrating gender sensitivity and
protective measures in infrastructure projects and highlighted the need to educate all employees on these issues.
Poverty Reduction and Shared Prosperity
45. The Program supported the development and maintenance of bridges along the SRN to improve year-round
connectivity, which is crucial for economic integration and access to markets and services, especially in rural areas.
Without resilient bridges, climate uncertainty could disrupt connectivity, impeding poverty reduction in Nepal’s rural
areas from social, physical, and economic perspectives. Hence, bridges play an important role in eradicating poverty
and boosting shared prosperity. In addition, the effort is expected to aid in poverty alleviation by benefiting pedestrians
and cyclists through inclusive designs and road users by reducing transportation costs and improving access to public
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services. The Program emphasized equitable access for indigenous peoples and vulnerable groups by ensuring their
inclusion and participation in stakeholder consultations during planning and implementation. With enhanced
connectivity, reduced costs, and improved access, the Program contributed to poverty reduction and shared prosperity.
III. KEY FACTORS AFFECTED IMPLEMENTATION AND OUTCOME
A. KEY FACTORS DURING PREPARATION
46. The Program focused on addressing the key challenge of providing year-round connectivity in the SRN by
emphasizing bridge maintenance, replacement, and new construction works. Efforts were made to strengthen the
government’s capacity to enhance the overall effectiveness of the Program. The Program was aligned with the priorities
of the World Bank Group Nepal CPF at appraisal. By addressing critical infrastructure needs, enhancing safety and
resilience, and promoting gender equality, the Program aimed to contribute to Nepal's sustainable development goals.
47. The Program built on lessons from BIMP. These included (a) using BSMS for rapid reporting and sharing of site
conditions and quality issues to improve field supervision and quality control, (b) verification of results under the
National Planning Commission (NPC) to assess Program performance, (c) utilizing BMS for improved asset management
and prioritizing investments, (d) implementing the online GRM system to ensure effective beneficiary feedback, (e)
capacity development to strengthen the DoR’s design capabilities, (f) integrating E&S compliance requirements in
engineering designs and bid documents to enhance E&S management, and (g) conducting technical audits by the NVC
to provide feedback on the quality of completed works and requiring corrective actions for non-compliant bridges. The
Program also partnered with the Swiss Agency for Development and Cooperation (SDC), which had provided funding to
BIMP to engage independent technical advisers to work with the NPC on verification.
48. The RF design was generally robust, with suitable IRIs supporting assessment of the PDO outcomes. Most
targets were measurable and outcome-focused, except for the PDO 3 indicators, which were removed during
restructuring due to unclear methodology. There were some weaknesses in M&E design, which are detailed in the M&E
section.
49. The DLI verification protocol was well structured with detailed procedures, clear guidelines, and
responsibilities outlined in the PAD. Specific protocols were defined for the different DLIs to evaluate their achievement
and for data/result verification. An independent verification agent was in place to verify and certify achievement of the
DLI targets.
50. The IPF activities were designed to support capacity building and institutional development, drawing on key
lessons from BIMP, which struggled with integrating international expertise in Program implementation. However,
these could have been better planned in terms of commitment/ownership from the implementing agency and in terms
of cost estimation during design—see changes to IPF activities in the section on Factors during Implementation.
51. The World Bank carried out the mandatory risk assessments on the Program’s key areas to confirm that the
government systems were appropriate for the World Bank financing under the PforR instrument. These included
assessments of the technical, fiduciary, and E&S systems. Areas requiring strengthening were identified as part of these
assessments and were included in the PAP. However, some actions in the PAP could not be completed during the
Program period and many of the completion measures and timelines had to be amended through restructuring.
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B. KEY FACTORS DURING IMPLEMENTATION
(a) Factors Subject to Control of Government and/or Implementing Agencies:
52. Leadership and staffing. During the Program period, the Deputy Director General and the Project Coordinator in
the BB, DoR, who managed the Program, were replaced six and five times, respectively. There was no designated
Program Coordinator during the last quarter of the Program period. Inadequate staffing in the central and field offices
was repeatedly highlighted by the World Bank team during the Program’s implementation support reviews.
53. Poor inter-departmental coordination. The issue adversely affected pre-construction activities for the candidate
bridges, such as tree clearance, public utility relocation, and compensation to affected persons. Approximately 910
meters of the 11 pre-identified candidate bridge sites were dropped and the Program had to identify alternative bridges.
54. Budget allocation. Insufficient budget allocation by the Ministry of Finance (MoF) during the last quarter of the
Program led to delayed payments to contractors, significantly slowing down construction activities under DLI 1 and 2.
This jeopardized the submission of the final tranche of dossiers for DLI verification to the NPC. The issue was ultimately
resolved through the World Bank raising the matter with the MoF.
55. Implementation of IPF activities. The Program encountered challenges in utilizing IPF funds, particularly for
hiring consulting services for feasibility studies of future projects, introducing supervision consultancies to ensure the
quality of works, and hiring international consultants. These resulted from the delays in the initiation of procurement
and challenges in procuring consultants due to lack of qualified consultants and the inadequate participation from
qualified bidders. In addition, the costs of activities estimated during preparation were higher than the costs required
during implementation.
56. Delayed disbursement. Although the World Bank approved disbursements when the targets of DLIs were
achieved, the Program encountered a significant delay as the DoR did not submit withdrawal request of approximately
US$39 million (36%) of the IDA credit. This issue persisted for more than a year, primarily due to the lack of clarity among
various government agencies regarding the payment procedures for the PforR instrument.
57. Delays in third-party verification. The Program faced challenges in timely verification of results achieved and
certified by the NPC from four months to nearly a year, primarily due to frequent changes and a lack of orientation for
the NPC officials responsible for issuing the verification certificates.
58. BSMS use. The Program faced challenges in site engineers utilizing the BSMS tool for quality monitoring and
supervision of construction works. Despite the DoR management’s effort to make the BSMS mandatory for field users,
only 3,950 entries were recorded during the Program against the target of 5,000 entries.
59. Web based GRM. Implementation of the online GRM was affected by the lack of a dedicated person to track and
monitor grievances at the DoR level, and the scope of GRM response was reduced to only bridge-related complaints.
60. Extension of the closing date. The Program’s mid-term review (MTR) noted that some of the Program activities
were unlikely to be completed by the original closing date. Hence, the Program closing date was extended by one year.
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(b) Factors Subject to the Control of the World Bank
61. The World Bank provided strong support for overall Program implementation, particularly in areas such as DLI
verification methodology, capacity building activities, monitoring of work progress and quality assurance, financial
management including internal and external auditing, monitoring of E&S aspects, and upgrading the BSMS. The World
Bank implementation support focused on assessing (a) progress in achieving DLI targets and the Program RF indicators,
(b) verification status of completed civil works, (c) the DLI matrix and verification protocols, (d) critical activities linked
to the PAP, and (e) assessing training needs and planning relevant training programs under the IPF components. The
task team conducted extensive discussions and consultations with the BB, DoR, MoPIT, and other related government
agencies such as the NPC and the NVC to better understand their needs and challenges. For the key challenges
highlighted above, the World Bank provided continuous support through coordination with the concerned government
agencies. The World Bank also provided support to the DoR in preparing policy documents to enhance the fiduciary
governance of DB contracting, including the Standard Bidding Document (SBD), Procurement Procedures, Financial and
Payment Procedures, and Contract Management Procedures for DB contracts.
(c) Factors Outside the Control of Government and/or Implementing Agencies
62. Impact of the COVID-19 pandemic. The pandemic affected most procurement, construction, and site visits for
DLI verification, and also resulted in delays in implementing several IPF activities and field-related tasks. The Program
developed a department-wide SOP for construction sites, which facilitated field activities based on the SOP protocols.
The World Bank team continued virtual discussions on critical agreed actions, progress under the PAP, and DLI
verification status. The World Bank released an advance of about 30% of IDA financing for the DLIs and related Program
activities to alleviate budget constraints of the GoN due to the delays in the DLI verification process. An amount of
US$15.06 million was cancelled from the IPF component to repurpose the funds for preparation of emergency response
to the national COVID-19 recovery efforts.
IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME
A. QUALITY OF MONITORING AND EVALUATION (M&E)
M&E Design
63. The Program had specific, relevant and measurable targets and clear outcome and intermediate indicators
defined in the RF with appropriate M&E arrangements in place to assess the progress towards achieving the PDO;
however, there were some weaknesses in the RF design, as discussed below. The RF included three PDO level indicators
and seven intermediate indicators, including two IRIs to assess the effectiveness of the beneficiary feedback system.
The DLIs were well aligned with the PDO with clear definitions, measurable targets, and defined protocols and
methodology for monitoring and verification.
64. The achievement of the PDO RA: Safe bridges was assessed through achievement of DLI 2, which was output
focused. The assessment of achievement of this RA could have been strengthened by comparing incidents on Program
bridges before and after the Program interventions. The PDO RA: Resilient bridges had a well-defined PDO linked
indicator with a clear and measurable target, while the three associated IRIs were relevant and measurable, and
included a gender indicator. The indicator focused on the capacity strengthening result for the Program through IPF
support. However, the estimate of 10 bridges for advanced design was too ambitious and had to be reduced to two
through two restructurings of the Program. In addition, DLIs 1 and 3 could have been suitable IRIs to assess contribution
to this PDO RA. While achievement of the PDO RA: Cost-effective bridges was designed to be assessed using the HDM-
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4 model, this PDO indicator had to be dropped through restructuring as the methodology was unclear; the outcome
was instead assessed through the economic analysis at completion. The associated DLIs 1,3, and 5 were the IRIs to assess
progress toward achieving the intended results for this RA. These indicators were output based, clear, relevant, and
measurable. The Program also had a RA indicator to assess the beneficiary feedback system, which included two
relevant IRIs.
M&E Implementation
65. The M&E was generally implemented as designed. The achievement of DLI targets was verified by an independent
verification agency (NPC). The NVC also conducted technical audits and issued NCRs when necessary. However, the BB
did not submit the trimester report detailing overall progress. The weaknesses noted in the PDO indicators were not
fully addressed during implementation.
• GRM. The online grievance system registered complaints from communities, contractors, and stakeholders. The
status of grievances registered was reported to the World Bank during implementation reviews.
• BSMS. This online tool enabled rapid reporting and sharing of site conditions and quality issues, and enabled
the DoR leadership to track field visit frequency and supervisor observations.
• Technical auditing and supervision. Technical audits under the IPF component provided feedback on work
quality and included spot checks and validation of site supervision.
• Impact evaluation. A baseline survey was conducted for the Program’s Impact valuation and the final
assessment is expected to inform future prioritization, investment initiatives, and donor involvement strategies
for upcoming bridge programs in Nepal.
• Anticipated beneficiaries. The Program collected and reported on the number of expected beneficiaries from
the inclusive design concepts of the Bijaypur and Narayani River bridges.
• PAP. Activities carried out under the PAP provided data on the status of the follow-up actions to address risks
identified in the Program assessments.
M&E Utilization
66. The Program used data, information, and reports from the M&E system to analyze progress and identify areas
requiring attention from the government and the World Bank through regular progress review meetings,
implementation support reviews, and the MTR. These reviews recorded agreed actions and follow-up mechanisms to
track progress towards the targets in the RF, including changes to the Program design, RF, and DLIs. These led to the
three restructurings discussed earlier. In addition, learnings from the BIMP-II M&E are being utilized to guide the design
of the M&E framework of the proposed BIMP-III.
Justification of Overall Rating of Quality of M&E
67. The quality of M&E is rated Modest, based on the above discussion.
B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE
Environmental and Social
68. The E&S risk of the PforR was classified as high, while the IPF component was assessed as Category A under the
World Bank safeguards policies. The operation had a satisfactory E&S implementation performance at closing. The
Program managed its E&S risks through an Environmental and Social Systems Assessment (ESSA) and adopted a road
sector wide ESMF. The ESMF was updated through the IPF component to address bridge-related risks and impacts, and
include provisions for OHS, labor management, child labor prevention, and capacity-building. The DoR has updated the
ESMF further to meet the requirements of multiple development partners, including the ADB. The ESMF is currently
awaiting endorsement from the Secretary, MoPIT.
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69. The Program actions on E&S ensured the adoption of site screening and the completion of the site-specific Brief
Environmental Study, the Initial Environmental Examination, and the Environmental Impact Assessment. A relocation
plan was implemented to compensate 24 individuals who owned 26 structures that were affected by road construction.
E&S oversight was managed by the Geo-Environmental and Social Unit (GESU), supported by specialized consultants on
environment, social, gender, and OHS. A three-year business plan was completed to strengthen GESU's capacity, and
adequate E&S staffing was maintained throughout Program implementation. E&S aspects were monitored regularly,
and reports were issued. A digital system was established for grievance management, and all complaints received have
been resolved. The Program also produced guidelines on OHS policies, SOPs for construction sites during the COVID-19
pandemic, and a safety plan for construction workers in national parks and buffer areas against tiger attacks.
70. Implementation challenges included significant delays in conducting and obtaining approvals for E&S studies and
poor inter-departmental coordination affecting tree clearance and utility relocation. GRM reporting lagged during the
latter stages due to the absence of a dedicated GRM desk officer. A key lesson is the need for dedicated funds for land
acquisition, structure relocation, and tree removal, as well as a dedicated GRM desk with an officer for continuous
oversight. Positive aspects of the operation included pre-construction readiness, prompt E&S screening, gate review
processes by GESU, training and capacity building, inclusion of E&S compliance costs in the Bill of Quantities (BoQ) and
supporting community programs. The World Bank’s S team provided guidance to the client in implementing the
various E&S instruments and reporting on E&S matters.
Fiduciary
71. The BIMP-II Integrated Fiduciary Systems Assessment (IFSA) ensured that the fiduciary systems in place were
appropriate and were capable of supporting the Program's objectives while mitigating potential risks. The IFSA
mitigation measures helped ensure better financial management, procurement processes, and internal controls. The
DoR implemented financial reporting and accounting provisions, internal control procedures, and planning and
budgeting mechanisms according to the country system. At the end of Program period, the auditing procedures and the
audit follow up mechanism were made paperless through the Nepal Audit Management System. Financial reporting
became timely through the Computerized Government Accounting System and is based on Nepal Public Sector
Accounting Standards.
72. The Program prepared various guidelines and SBD for procuring DB Contracts under the national market
approach. The Program upgraded the web-based Contract Monitoring System (CMS), which was developed under BIMP.
However, the planned activity to carry out the contractor market assessment and development of the recommended
procurement strategy did not materialize. Procurement under the IPF component was hindered by the absence of a
dedicated focal person for procurement, leading to delays in the execution of procurement activities according to the
approved procurement plan and cancellation of a few activities due to the slow decision-making process.
C. BANK PERFORMANCE
Quality at Entry
73. The Program's focus on SRN bridges was strategically relevant to Nepal's economic integration, climate
resilience, road safety, and institutional strengthening, as well as for sustainable development and shared prosperity.
BIMP-II built on the success of the predecessor BIMP and was designed as a hybrid operation with an IPF component to
complement the PforR operation by strengthening institutional aspects, addressing gaps identified by the Program
assessments, and supporting Program implementation through technical assistance to the DoR. However, as discussed
under Key Factors during Preparation, the design of the IPF activities had some weaknesses.
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74. The World Bank team conducted assessments of the technical aspects. These included the policy framework,
program financing and the expenditure framework, economic aspects, and M&E), fiduciary systems, and environmental
and social systems to identify risks and develop a PAP to strengthen the government systems. These contributed to the
finalization of the RF and M&E arrangements. As noted in the M&E section, there were some weaknesses in the M&E
design.
Quality of Supervision
75. The World Bank conducted 10 implementation support reviews during Program implementation, averaging two
per year. The reviews typically included expertise in technical, environmental, social, and fiduciary management. The
World Bank team made numerous site visits to determine compliance with dossier requirements, check construction
quality and material test results, and verify compliance with E&S aspects. The fiduciary team helped reconcile the
Program Expenditure Framework with disbursements, despite staff turnover in the DoR. The gender team provided
additional support by developing training and awareness materials and conducting sessions on gender, GBV, and
SEA/SH. Additional Bank support was provided to upgrade the BSMS and facilitate its implementation at sites. For high-
level issues impeding implementation, such as budgeting, disbursement, human resources, and staff transfers, the
World Bank team followed up with the MoF for their timely resolution. Key issues, potential risks, and mitigation action
plans were candidly detailed in the Aide Memoires, Management Letters, and Implementation Status and Results
Reports. The World Bank team held monthly progress review meetings with the implementing agency to discuss the
status of agreed actions and followed up on pending issues. The status of the Program was discussed during the World
Bank’s joint annual portfolio reviews with the MoF and the MoPIT, with a focus on key actions required to achieve the
PDO. These were supplemented by bi-annual follow-up letters on agreed action points. The World Bank also engaged
in discussions with GoN to identify the follow-on operation, BIMP-III, which is currently under preparation.
76. Program implementation delays and issues with the DLI verification process were discussed during the MTR in
November-December 2021, following which the World Bank worked with the GoN to restructure the Program in May
2022. This mainly included reallocation of funds, a partial cancelation of IPF funds, and extension of the Program closing
date. Subsequently, based on the close reviews of the overall activity progress, the Program was further restructured in
August 2023 and March 2024, mainly to adjust various DLI targets and reallocate funds among the IPF components.
However, the task team missed the opportunity to address weaknesses in the M&E design during the restructurings.
Furthermore, the World Bank was unable to obtain the trimester report from the BB, which outlines the overall progress
of the Program.
Justification of Overall Rating of Bank Performance
77. The Bank performance is rated Moderately Satisfactory, based on the discussions above on the World
Ba ’s o o s in ensuring quality at entry and quality of supervision.
D. RISK TO DEVELOPMENT OUTCOME
78. Below is a summary of the key risks to the sustainability of the Program outcomes assessed at completion:
(a) The bridge program remains a critical priority for Nepal, as the SRN is a nationally significant network that
cannot function without bridges. Bridge structures are fundamentally different from roads, involving unique
technical considerations. Many critical linkages of the SRN require a high density of bridges to provide year-round
access. BIMP and BIMP-II have facilitated a well-planned, prioritized, and rigorously monitored investment
approach in bridges. Following successful implementation of these series of Programs, the GoN has requested
the World Bank for continued support through BIMP-III. This support will be crucial to ensure that the SRN bridges
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receive sufficient resource allocation and efforts to strengthen institutional capacity in delivering resilient, safe,
and inclusive bridge infrastructure in Nepal.
(b) To sustain the bridge assets created and maintained under the Program, it is essential to institutionalize bridge
maintenance, road safety upgrades on bridges, and resilience measures in the GoN’s policies. Currently, the
bridge budget is dedicated to the overall bridges program and not to specific maintenance works. To ensure
regular routine maintenance, it will be critical to integrate bridge maintenance and road safety upgrades into the
GoN's Annual Road Maintenance Plan with an allocation of the required annual budget. In addition, approval of
the policies and guidelines updated under the Program will be essential to ensure sustainability of the developed
infrastructure.
(c) E&S aspects need to be considered during the early-design phases to aid in timely implementation of
mitigation measures and resettlement action plans. For example, on bridges of Narayanghat-Mugling (NM)
Road sections such as, Kali Khola, Tope Khola, and Namche, contractors excavated the road without considering
landslide risks, causing road closures and potential slope failures. In some cases, bridges were built but could not
be opened to traffic because approach roads were not constructed, and land compensation issues were
unresolved. Nepal's bridge program also faces substantial delays due to limited hydrological and geotechnical
investigations, necessitating changes during implementation and delaying schedules.
(d) The guidelines for the DB contracting approach, developed by the Program, have been endorsed by the MoPIT,
but are awaiting approval from the PPMO since February 2023. This delay has hindered implementation of the
upgraded SBD for future DB contracts. A recent audit report raised objections to the DB contracts used by the
DoR without PPMO approval and recommended adopting the standard document issued by the PPMO. It would,
therefore, be essential to have the PPM ’s early approval of the guidelines to avoid future audit objections.
(e) The DATC established through Program support, has created a platform within the government system to
pioneer advanced technologies and implement innovative bridge designs. Following the Program closure, the
DATC is operational only as and when there is a requirement for review or development of advance bridge
designs. To ensure its sustainability, the DATC needs to be institutionalized through the GoN’s continued
prioritization, commitment, and financial allocation to the DATC.
V. LESSONS AND RECOMMENDATIONS
79. Enhancing quality through coordination among key government agencies. The Program contributed to an
improved quality assurance mechanism in the government’s bridge program by fostering collaboration among three key
agencies on a single platform to deliver quality results: the implementing agency (DoR), the technical audit agency (NVC),
and the final verifying agency (NPC). The NVC’s capacity for quality monitoring could be further strengthened by providing
additional bridge-specific trainings to the technical auditors and expanding their scope to cover procurement, social,
environmental, and health and safety aspects. Furthermore, establishing a monitoring mechanism within the NVC take
timely actions on the pending NCRs will be crucial. The SD ’s technical and financial support during third-party verification
and development of OHS policy, guidelines, and manuals and their validation on-site was found to be helpful in achieving
the desired outcome. Continuation of such collaborative approach among the key agencies would yield sustainable
results and strengthened governance system and enhanced quality of bridge works.
80. Effectiveness of hybrid operations. The IPF component of BIMP-II proved challenging to implement due to its
attempt to support a wide range of initiatives. The experience from BIMP-II indicates that the IPF component could be
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better optimized if focused on developing institutional policies and guidelines, training, and capacity development;
strengthening technical audit mechanisms; providing technical support for third-party verification; and assisting during
operations of the IT system developed under the Program. Additionally, mobilizing international experts for the
assessment and specific maintenance of high-technology bridges would be beneficial. For instance, the recent massive
fire incident at the Karnali bridge (a cable-stayed bridge) in March 2024 underscores the need for the government to
conduct a detailed assessment and undertake necessary major maintenance, which is yet to begin.
81. Strengthening resilience measures. The severe impacts of climate change in Nepal, evidenced by the record-
breaking rainfall in September 2024 that damaged 11 bridges in the SRN10, underscores the importance of mainstreaming
and prioritizing resilience measures while updating the DoR’s hydrology and hydraulic analysis guidelines to account for
anticipated changes in climate parameters. Similarly, as evidenced on the NM road section, it is crucial to adopt mitigation
measures such as bioengineering and slope stabilization for protecting bridges from the high risks of slope failures.
Building on the developed resilience guidelines, the proposed BIMP-III should integrate the resilience measures into
bridge designs, construction, and maintenance, to ensure functionality under adverse conditions. These measures would
include (a) incorporating resilience into the bridge design standards and manuals, (b) establishing standard protocols in
the BMS for prioritizing bridge investment with resilience factors, and (c) applying the ESMF and other E&S manuals
across the DoR.
82. Promoting gender considerations in the DoR programs. The Program was successful in recruiting female
engineers and providing them advanced skill trainings, thereby enhancing their employment prospects in the technical
field. Building on this success, the proposed BIMP-III could encourage absorption of the trained female engineers within
the DoR by offering career counseling and facilitating connections with potential employers in the sector, thereby helping
female engineers secure jobs in the sector.
83. Use of a single-window system to optimize the operation and maintenance of existing web-based IT tools. The
IT systems developed under the Program, such as BMS, BSMS, GRM, and CMS, supported the government's efforts in
prioritizing investment, optimizing resources, strengthening M&E mechanisms, and enhancing the overall quality
supervision. However, the discrete application and timely updating of these tools are not receiving the required
attention. The proposed BIMP-III could help the DoR establish a single-window policy for these systems, with dedicated
operations and maintenance and M&E personnel at the central office to carry out timely updates and maintenance to
ensure their functionality. Additional system-related assistance could be provided to troubleshoot any issues that arise
during the operation of these tools to help mainstream these tools in the DoR.
84. The site supervision by the implementing agency needs improvement, as evidenced by the number of NCRs
raised by the NVC. This is due to the limited number of experienced key engineers in both the DoR and contractors’
teams. The proposed BIMP-III could support hiring qualified supervision consultants and adopting standard site
supervision templates and progress reporting documents. Additionally, increased efforts and mandatory measures to
utilize the BSMS tool, potentially integrating it with the CMS, could be formalized as part of the DoR staff’s Terms of
Reference with standard protocols for data management to enhance the overall supervision mechanism.
85. Establishment of proper record-keeping at the DoR. Considering the challenges of frequent staff turnover
resulting in implementation delays, the proposed BIMP-III can support the DoR in developing an IT-based system for
digitizing and electronically archiving administrative and technical documents, including designs, bidding, and contract
10
https://www.dhm.gov.np/pdf ; oR Roads_Bridges Status
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documentation. Introducing a requirement under the DLI verification to fully document contract information of all
new bridges in the CMS could reduce the risk of information loss during staff transitions .
86. Establishing a procedure for budgeting and disbursements under the PforR instrument. The government must
establish a clear payment procedure under the PforR programs, as the absence of such procedures hinders the
disbursement process. It is essential to understand that payments made by the World Bank are contingent upon the
results achieved specific to the DLIs, and such payments may exceed the actual expenses incurred. Timely submission of
requests for the release of credit funds based on verified results is critical for the success of the proposed BIMP-III and
other PforR programs.
87. An extended programmatic support could be beneficial for building sector capacity and mainstreaming
innovative approaches. The World Bank's extended engagement in Nepal's bridge programs offers valuable lessons for
other countries with similar contexts. Initially, the focus of BIMP was on creating a robust institutional framework to
manage the bridge infrastructure effectively by setting up systems and processes to the country’s standards and
maintaining them regularly. Under BIMP-II, the Program evolved to address more complex challenges, such as enhancing
the resilience of bridges to natural disasters and incorporating climate resilience measures into bridge maintenance. The
World Bank's support was crucial in providing the technical expertise and financial resources needed to implement these
changes. The World Bank's engagement over an extended period of 10 plus years has helped build the capacity of local
institutions, enabling them to manage bridge infrastructure more effectively. This has not only improved the condition
and safety of bridges but has also contributed to the overall economic development of Nepal by improving connectivity
and facilitating the movement of people and goods.
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ANNEX 1. RESULTS FRAMEWORK, DISBURSEMENT LINKED INDICATORS, AND PROGRAM ACTION PLAN
@#&OPS~Doctype~OPS^dynamics@icrpfrresultframework#doctemplate
A. RESULTS FRAMEWORK
PDO Indicators by PDO Outcomes
Safe Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
Reduced likelihood of road departure 0.00 July/2018 18.00 July/2023 18.00 Jul/2024 100.00 Jul/2024
crashes on Program Bridges Comments on achieving targets The Program exceeded the target by upgrading road safety visual signs on around 100 number of bridges.
(Number) Source: Borrower’s I R, August 202
Resilient Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
0.00 July/2018 10.00 July/2023 2.00 Jul/2024 2 Jul/2024
Enhanced DOR capabilites for Comments on achieving targets The Program developed two (2) new bridge design concepts for Narayani and Bijaypur bridges under the DATC,
developing resilient bridge designs incorporating advanced features for enhanced resilience and inclusion. The original target was revised twice: (i)
(Number) second restructuring reduced to 4 number ii third restructuring reduced to 2 number Source: Borrower’s I R,
August 2024)
Intermediate Results Indicators by Result Areas
Safe Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
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0.00 July/2018 8,000.00 Jul/2023 8,000.00 Jul/2024 8,118 Jul/2024
Road Safety upgrades on Progam
Bridges (Meter(m)) Comments on achieving targets The Program exceeded the target by upgrading road safety features on 8,118 meters bridges. (Source:
Borrower’s I R report, August 202
Resilient Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
N/A July/2018 DATC Jul/2020 DATC Jul/2020 The DATC cell has Jul/2024
staffed/mobilized staffed/mobilized been created,
staffed and
mobilized as per the
Design and Advanced Technology Cell approved ToR and
created (Text) notified through
DoR letter dated
July 13, 2021.
Comments on achieving targets The DATC was established/equipped with 18 numbers of members trained and mobilized. (Source: Fifth ISR AM;
and Borrower’s I R report, August, 202
Resilient Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
0.00 July/2018 10.00 Jul/2023 2.00 Jul/2024 2 Jul/2024
Number of times that DoR engineers
mobilized skills in the designing of Comments on achieving targets The Program conducted two (2) number of workshops during the design of two advanced bridges under the
advanced bridges for improved DATC. The indicator definition was revised during the first restructuring as: Number of workshops completed by
resilience and inclusion. (Number) DoR on the design of advanced bridges for improved resilience and inclusion (ex. consultancies/ DATC training).
Source: Borrower’s I R report, August 202
Resilient Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
Female Engineers recruited in the 6.00 July/2018 >33.00 Jul/2023 33.00 Jul/2024 41.00 Jul/2024
Design and Advanced Technology Cell Comments on achieving targets The Program recruited >33% of female engineers in the DATC and provided them with the advance skills
and given advanced skills training trainings. Out of total 18 engineers recruited, 7 female engineers composed of 2 SDEs, 4 engineers, and 1
(Percentage) consultant Source: ifth ISR AM and Borrower’s I R report, August 202
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Cost Effective Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
0.00 July/2018 4,500.00 Jul/2023 5,700.00 Jul/2024 5,839 Jul/2024
Implementation of high priority
maintenance to extend asset lives Comments on achieving targets The Program exceeded the target by implementation of major maintenance in 5,839 meters (59 number) of
(Meter(m)) bridges. The original target was revised twice: (i) second restructuring increased to 5,000 meters; and (ii) third
restructuring increased to , 00 meters Source: Borrower’s I R, August 202
Cost Effective Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
0.00 July/2018 5,000.00 Jul/2023 8,565.00 Jul/2024 8,660 Jul/2024
Completion of backlog bridges to Comments on achieving targets The Program exceeded the target by completion of 8,660 meters (90 numbers) backlog bridges. The original
reduce road user costs (Meter(m)) target was revised thrice : (i) first restructuring increased to 6,500 meters (ii) second restructuring increased to
7,300 meters (iii) third restructuring increased to , 6 meters Source: Borrower’s I R, August 202
Cost Effective Bridges
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
0.00 July/2018 6,000.00 Jul/2023 4,400.00 Jul/2024 4,426 Jul/2024
Construction of New Bridges to
reduce road user costs (Meter(m)) Comments on achieving targets The Program exceeded the target by construction of 4,426 (52 number) new bridges. The original target was
increased to , 00 meters through first restructuring Source: Borrower’s I R Report, August 202
Beneficiary Feedback
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
Result Month/Year Result Month/Year Result Month/Year Result Month/Year
Responsiveness to bridges related 31.20 July/2018 10.00 Jul/2023 10.00 Jul/2024 9.00 Jul/2024
complaints through the D R’s Comments on achieving targets The Program reported resolving of total 24 number of bridge related grievances in an average of 9 days within
Grievance Redress Mechanism the Program period Source: Borrower’s I R report, August 202
(Days)
Beneficiary
Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion
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Result Month/Year Result Month/Year Result Month/Year Result Month/Year
0.00 July/2018 5,000.00 Jul/2023 1,000.00 Jul/2024 >1000 Jul/2024
Comments on achieving targets More than 1,000 people are expected to benefit from the inclusive design concept of the two advance bridges
Anticipated beneficiaries of inclusive namely, Narayani and Bijayapur bridges. Further, the expected beneficiaries are disaggregated as: (i) Bijayapur
design concepts (Number) bridge: 22,850 male; 25,488 female; 1,969 vulnerable individuals (ii) Narayani Bridge:13,362 male and 13,986
female; 1,826 vulnerable individuals. This original target was revised twice: (i) second restructuring reduced to
2,000 number (ii) third restructuring reduced to 1,000 number. (Source: Environment and Social Screening
Report based on CBS 2021 data of Narayani and Bijayapur Bridges, June 2024)
Disbursement Linked Indicators (DLI)
Period Period Definition
Period 1 July 15, 2019
Period 2 July 15, 2020
Period 3 July 15, 2021
Period 4 July 15, 2022
Period 5 July 15, 2023
Period 6 July 15, 2024
Baseline Period 1 Period 2 Period 3 Period 4 Period 5 Period 6
1:Major bridge maintenance (Meter(m) ) Achievement Level:
Original/Revised Value 0.00 0.00 750.00 1,000.00 1,500.00 1,750.00 700.00
Allocated Amount 0.00 0.00 2,181,288.00 2,908,384.00 4,362,576.00 5,089,672.00 2,035,868.80
Actual Value 0.00 0.00 0.00 3,200.86 1,259.17 1,239.97
Actual Amount 0.00 0.00 0.00 9,176,403.22 3,248,994.18 3,575,395.08
2:Road safety upgrades on bridges (Meter(m) ) Achievement Level:
Original/Revised Value 0.00 0.00 1,333.00 2,000.00 2,222.00 2,444.00 0.00
Allocated Amount 0.00 0.00 2,908,384.00 4,362,576.00 4,847,307.00 5,332,037.00 0.00
Actual Value 0.00 0.00 0.00 3,636.78 670.51 3,692.71
Actual Amount 0.00 0.00 0.00 7,809,137.91 1,164,689.15 7,678,044.39
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3:New 2 lane bridge construction, rehab., and Achievement Level:
replacement of bridges (Meter(m) )
Original/Revised Value 0.00 0.00 0.00 1,150.00 1,750.00 1,500.00 0.00
Allocated Amount 0.00 0.00 0.00 10,145,412.99 15,438,672.00 13,233,147.00 0.00
Actual Value 0.00 0.00 0.00 0.00 1,715.00 2,685.00
Actual Amount 0.00 0.00 0.00 0.00 14,514,437.75 22,012,700.34
4:Completion of backlog bridges under construction Achievement Level:
(Meter(m) )
Original/Revised Value 0.00 1,685.00 1,685.00 3,130.00 0.00 800.00 1,265.00
Allocated Amount 0.00 7,431,659.00 7,431,659.00 13,806,584.00 0.00 3,528,839.36 5,579,977.24
Actual Value 1,169.05 3,328.51 502.44 1,500.00 0.00 2,065.00
Actual Amount 5,103,206.50 14,420,695.68 2,176,809.32 6,498,716.70 0.00 8,398,960.90
5:Improved fiduciary governance of design-build Achievement Level:
contracting (Text )
Original/Revised Value No guidelines or standard Standard
documents documents and
guidelines
submitted to
PPMO
Allocated Amount 0.00 0.00 0.00 0.00 0.00 2,000,000.00 0.00
Actual Value 0.00 0.00 0.00 0.00 1.00 0.00
Actual Amount 0.00 0.00 0.00 0.00 1,871,674.00 0.00
6:BSMS (mobile monitoring system) use on Program Achievement Level:
worksites (Number )
Original/Revised Value 0.00 730.00 1,138.00 1358.000.00 1,199.00 576.00 0.00
Allocated Amount 0.00 547,500.00 853,500.00 1,018,500.00 899,250.00 432,000.00 0.00
Actual Value 0.00 0.00 0.00 613.00 203.00 3,134.00
Actual Amount 0.00 0.00 0.00 448,273.48 148,449.45 2,489,868.09
A. PROGRAM ACTION PLAN
Action Timing Timing Value Achieved? Completion Measurement
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Initial milestone: At least 5 complete
All Program implementing units equipped with
BSMS reports filed per DRO and Bridge
mobile tablets and BSMS made operational in all Before Program
Other No Sector office. Measure of sustainable
Program implementing units including DROs, Bridge closure date
use: At least 5,000 verified entries in
Sector Offices, and Bridge Branch Headquarters.
BSMS by end of the program.
Initial Milestone completed. BSMS use is effective and useful with 5 reports per month per bridge
Comments
are entered in BSMS. 3,950 verified entries in BSMS recorded.
(a) Endorsement of DATC ToRs by
The DOR to establish a DATC within Bridge Branch, Approximately 10-
Secretary of MoPIT through official letter
satisfactory to the Association, for insourcing a 15 engineers or
to all DOR units; (b) Recruitment of the
fraction of bridge-related engineering tasks and Other specialists Yes
DATC cohort completed; and (c) Cohorts
developing the capacity of junior engineers, with a recruited within
to target not less than one-third female
particular focus on training and developing femal program period.
participants.
Comments Completed. 18 engineers (41% female) were trained and mobilized through DATC.
The DOR to update Bridge Policy and Strategy with
additional focus on resilient systems approach and Within end of the Official promulgation of updated Bridge
Other No
the principles that will be applied to achieving Program period Policy and Strategy by MoPIT Secretary.
resilience in subsidiary plans.
Bridge policy is updated by DoR; it is now being finalized by the Departmental of policy and
Comments
subsequently endorsed by MoPIT.
Revised CMS
software launched
within 55 months. Confirmation letter from Director General,
The DOR to update CMS software and to relaunch
All contracts DOR regarding re-launch of the updated
the updated MS The Program’s contracts and Other Yes
details through CMS. All Program contracts to be covered
financial transactions will use the CMS.
the CMS within under the CMS.
end of the
program period.
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CMS is updated with additional features. Some Programs contracts are covered under the CMS but
Comments
not all.
D R’s outstanding audit observations up to Y
Approved Government of Nepal’s Audit
2017/18 and each subsequent fiscal year are
Within end of the Management System (NAMS) to record
recorded annually and addressed as part of Other Yes
Program period. audit observations to track action against
continuously monitored plan to reduce audit
addressing audit observation.
observations.
Comments Completed.
Prepare and approve the business plan for GESU for Within 12 months
Other Yes Business Plan approved by the DOR DG
the next three years. of effective date
Comments GESU three-year Business Plan has been approved by the Director General, DOR.
Revise bidding documents with distinct reflection of
costs for OCHS, environmental and social
management mitigation cost in the BoQs, and Due Date 29-Sep-2018 Yes Revised bidding documents in practice
inclusion of relevant provisions under the conditions
of contract.
Comments Bidding documents for D&B contract type and BoQ contract type have been revised.
The D R’s SM updated in whole or with
addendum) to include enhanced provisions relating Official approval of updated ESMF (in
Within end of the
to OCHS, labor camp management, CE protocol, Other No whole or with addendum) by the MoPIT
Program period
provisions on the prevention of child labor, Secretary and public disclosure thereafter.
provisions on prevention of GBV and SEA.
Final updated ESMF document forwarded to MoPIT on July 2024. Disclosure will be done after after
Comments
its approval.
Confirmation from the DOR DG of: (a) Set
Within 12 months
Effectiveness of GESU Other Yes up of functional team in GESU for OCHS
of effective date
and labor standards; (b) Approved
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organizational structure for GESU; (c) ToRs
defined for specialists; and (d) Specialists
in post and performing daily functions.
Functional team has been set up and working from BB. GESU organizational structure is in cabinet
Comments
for approval process. Environmental and social safeguard specialist are on-board.
The DOR staff surveys to be completed using One surveys to be
questionnaire satisfactory to the Association. The carried out within Public disclosure of results reports on the
Other Yes
staff survey results report to be independently the Program DOR website.
compiled and publicly disclosed. period
Comments Completed.
Deployment of specific provisions for
Final guidelines worksites to be included in contracts, BoQ
OCHS and labor management guidelines (bridge- endorsed by the items,social/ environmental
specific elements) developed and deployed on Other MOPIT within end Yes documents;Deployment of specific
Program contracts. of the Program provisions to ensure control over
period. subcontracted arrangements in the supply
chain of goods works and services
Comments Completed.
The DOR OCHS and labor policy:Integrated OCHS and MoPIT endorsement/confirmation
labor standards developed to align with national through letter of: (a) Final OCHS and labor
legislation (incl Labor Act 2017) and matching Within end of the management policy; (b) Completion of
Other No
updates to D R’s SM or addendum to SM to Program period stakeholder consultation on ESMF update;
reflect DOR policy and OHCS and labor mgmt. and (c) Public disclosure of final updated
guideline ESMF (or addendum developed).
Comments (a) and (b) completed, (c) public disclosure after approval from MoPIT.
OCHS management officers assigned to Program (a) DOR engineers assigned as OCHS
Due Date 29-Jul-2019 Yes
sites. management officers for all Program sites;
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(b) Consultants assigned to support
officers with field monitoring and
reporting; and (c) Assignment register
developed, promulgated, and updated in
each Trimester Report.
Comments Completed
Modules developed and delivered
annually before beginning of each
Within 12 months
construction season covering (a) Training
OCHS capacity-building program (training, of effective date
Other Yes for DOR engineers and consultants; (b)
awareness, and education) and annually
Contractors compliance training; and (c)
thereafter
Demand-side awareness raising training
initiative for workers
Comments Completed
Documentation in BSMS of (a) Regular and
unannounced site visits by OCHS
Within 12 months
management officers, support consultants
of effective date
OCHS system monitoring Other Yes to worksites to ascertain actual
and annually
performance at implementing OCHS
thereafter
standards;(b) Consultations with
communities near Program worksites
Comments Completed
a) Accidents and near misses documented
Within 12 months
made public; (b) Worker grievances to be
of effective date
OCHS system near miss and incident data collection. Other Yes directed to GRM system; (c)
and continuously
Documentation in the BSMS and public
thereafter
disclosure of incidents through DOR
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website; (d) Injured workers to be
engaged as trainers/speakers
Comments Completed.
Reports provided
Independent assessments of in-practice
annually by end
function of OCHS and labor standards to
July of each fiscal
OHCS independent system validation and corrective include field validation and community
Other year; Action plans Yes
actions. consultation.Executed by one or more
to be in place by
external bodies.Annual action plans
September of
developed/agreed with IDA.
each year
Comments With support from SDC.
(a) Bridge development process endorsed
Within 9 months
Bridge development process defined with specific by the MoPIT for initial use; and (b)
of effective date
Gate Reviews and input stages from key technical, Other Yes Documentation and signoffs for Gate
and continuously
social, and environmental work streams. Reviews completed for each Bridge
thereafter.
Dossier.
Comments Completed.
(a) Bridge development process endorsed
Within 9 months
Bridge development process defined with specific by the MoPIT for initial use; and (b)
of effective date
Gate Reviews and input stages from key technical, Other Yes Documentation and signoffs for Gate
and continuously
social, and environmental work streams. Reviews completed for each Bridge
thereafter.
Dossier.
Comments Completed
Update of model bid documents technical, fiduciary, Model bid documents, satisfactory to the
and environmental and social provisions used for Due Date 29-Sep-2018 Yes Association, adopted by Program for
contracting Program works works contracts.
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Comments Completed
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ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION
A. TASK TEAM MEMBERS
Name Role
Hisham Mahmoud Fouad Team Leader
Deepak Man Singh Shrestha Co-Team Leader
Shubu Thapa Team Member
Rupa Shrestha Team Member
Victor Boakye-Bonsu Financial Management Specialist
Bishwa Raj Basaula Financial Management Specialist
Neena Shrestha Procurement Specialist
Ning Yang Environmental Specialist
Janak Raj Pathak Environmental Specialist
Gloria Malia Mahama Social Specialist
Jaya Sharma Social Specialist
Sarah Subba Social Specialist
Ruifeng Yuan Team Member
Vishnu Shrestha Team Member
Bhaskar Maskey Team Member
Pratima Shrestha Team Member
Hari Prasad Bhattarai Team Member
Dron Pun Team Member
@#&OPS~Doctype~OPS^dynamics@icrannexstafftime#doctemplate
B. STAFF TIME & COST
Staff Time & Cost
Stage of Project Cycle
No. of Staff Weeks US$ (including travel and consultant costs)
Preparation
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FY17 16.459 99,108.95
FY18 42.136 262,882.00
FY19 45.621 200,665.35
FY20 0.150 3,015.14
FY23 0.175 1,132.53
Total 104.54 566,803.97
Supervision/ICR
FY19 2.700 50,733.29
FY20 30.391 154,603.27
FY21 32.530 182,989.56
FY22 39.994 196,956.50
FY23 40.886 200,708.13
FY24 29.169 179,958.40
FY25 18.343 57,617.76
Total 194.01 1,023,566.91
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ANNEX 3. PROGRAM EXPENDITURE SUMMARY
Actual Expenditures (Disbursement)
Source of Program Type of Co- Estimates at
Revised
Financing (US$) Financing Appraisal Percentage of Percentage Percentage
Actual
Appraisal of Revised of Actual
World Bank -- 133 118.20 112.17 68% 69% 68%
PforR component 118.84 116.37 111.11 61% 68% 67%
IPF component 14.15 1.55 1.06 7% 1% 1%
Borrower (PforR
-- 63.01 53.74 53.74 32% 31% 32%
component only)
Total 196.01 171.94 165.91 100% 100% 100%
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ANNEX 4. BORROWER’S COMMENTS
The Borrower provided their comments through email dated December 23, 2024, with the following remarks:
I would like to appreciate the bank team for their effort in finalizing the ICR prepared by the Bank. It seems in a very good
shape.
However, we have discovered a few minor discrepancies and incorporated those comments in the respective sections
which you can refer to very easily. We have also included a table of disbursement including Nepali counterpart fund
allocation.
ANNEX 5. PROGRAM RESTRUCTURING DETAILS
Items First Restructuring: Second Restructuring: Third Restructuring: Rational
May 2022 August 2023 March 2024
DLI 1 n.a. Increased target from Increased target from BB procured works
4,500 m to 5,000 m; 5,000 m to 5,700 m; packages potential for
amount from US$13.086 amount from disbursement exceeding
mil to US$14.540 mil. US$14.5419 mil to the initial set target.
US$16.577 mil.
DLI 3 Increased target from n.a. n.a. BB identified scope to
4,000 m to 4,400 m achieve a target higher than
initially anticipated at
project preparation.
DLI 4 Discontinued target n.a. n.a. Bridges previously
from 2,000 m to 0 m identified under DLI 4 were
taken up by IDA-financed
SRCTIP: P170409.
DLI 5 Increased target from Increased target from Increased target from Backlog bridges were
5,000 m to 6,500 m 6,500 m to 7,300 m; 7,300 m to 8,565 m; completed beyond the
amount from US$28.672 amount from US$32.2006 initial target and BB sought
mil to US$32.2 mil. mil to US$37.780 mil. financing for additional
bridges through savings
from the cancelled DLI 4.
DLI 7 Change in unit of Change in DLI verification n.a. Verification protocol
disbursement from ‘Sites’ protocol as the number of simplified to enable the BB
to ‘ ntries’ BSMS entries for a bridge to achieve the DLI targets.
Consequently, revision in worksite will count as the
verification protocol as: number of units for DLI
Two complete and achievement. Entries must
substantive BSMS entries date from the period
for a single worksite per between contract signing
calendar month will and beginning of defects
constitute two units of liability period for works.
DLI achievement.
IPF 1 n.a. Decreased amount from Decreased amount from The actual cost was lesser
US$5 mil to US$3 mil. US$ 3 mil to US$0.0604 than anticipated.
mil.
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IPF 2 n.a. Decreased amount from Increased annual The actual cost was lesser
US$0.5 mil to US$0.25 mil. allocation from US$0.25 than anticipated.
mil to US$0.412 mil.
IPF 3 n.a. Reduced quantity of Reduced number of Significant delays in
advanced bridge design advanced bridge design initiation of this activity.
from 10 to 4; decreased from 4 to 2; decreased
amount from US$3 mil to allocation amount from
US$1.5 mil. US$1.5 mil to US$0.015
mil.
IPF 4 Increased amount from n.a. Decreased amount from The planned training
US$0.6 mil to US$0.67 US$0.67 mil to US$0.20 activities were more than
mil. mil. the initial planned amount;
however, BB proposed to
allocate a portion of the
cancelled funds under IPF 8
to IPF 4.
5 n.a. Decreased amount from Decreased amount from Amount likely to be
US$2.5 mil to US$1.897 US$1.897 mil to US$0.263 underspent. BB preferred to
mil. mil. use its own engineers for
supervision; updating of the
BMS could not be
completed due to lack of
qualified bidders.
IPF 6 n.a n.a. Decreased amount from Funds unlikely to be fully
US$1 mil to US$0.214 mil. utilized.
IPF 7 n.a. Decreased yearly rate Decreased amount from Required funds lesser than
and reduced amount US$0.5 mil to US$0.166 anticipated.
from US$1 mil to US$0.5 mil.
mil.
IPF 8 US$0.3 million fund n.a. n.a. SDC continued to support
reallocated to IPF 4 and the NPC for DLI verification,
IPF 9 requiring reallocation of
contingency funds.
IPF 9 Increased amount from Decreased amount from Decreased amount from Contract value and
US$0.25 to US$0.48 US$0.48 mil to US$0.35 US$0.35 mil to US$0.220 expenditure for Impact
million mil. mil. Evaluation work was lesser
than anticipated.
Cancellation Partial cancellation of n.a. n.a. Due to adjustments in the
US$15.06 million IPF DLIs and IPF costs, savings
funds of US$15.06 million were
reallocated to government’s
COVID-19 recovery efforts.
Extension Program extended by n.a. n.a. Additional time required to
one year till July 15, complete the targeted
2024 program activities that were
disrupted due to the COVID-
19 pandemic restrictions.
RF (i) IRI 2.2: Indicator (i) IRI 2.2: The number of (i) IRI 2.2: The number Due to the changes in the
definition revised as workshops decreased of workshops DLIs and IPF, the IRIs were
‘Number of from 10 to 4. decreased from 4 to changed.
2.
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workshops (ii) IRI 2.3: The frequency (ii) IRI 3.1: The target
completed by DoR on changed from annual increased from 5,000
the design of to within Program m to 5,700 m.
advanced bridges for closing date. (iii) IRI 3.2: The target
improved resilience (iii) IRI 3.1: The target increased from 7,300
and inclusion’ increased from 4,500 m to 8,565 m.
m to 5,000 m. (iv) IRI 4.2: The target
(ii) IRI 3.2: The target
(iv) IRI 3.2: The target decreased from
increased from 5,000
increased from 6,500 2,000 to 1,000
m to 6,500 m.
m to 7,300 m. people.
(iii) IRI 3.3: target
(v) IRI 4.2: The target
reduced from 6,000
decreased from 5,000
m to 4,400 m people to 2,000
(iv) IRI 4.1: Definition of people.
indicator changed as
‘Responsiveness to
bridges related
complaints through
the D R’s Grievance
Redress Mechanism’
PDO 2 n.a. Target reduced from 10 Target reduced from 4 to Due to changes in the IPF 3
to 4 number of advanced 2 number of advanced target.
bridge designs. bridge designs
PDO 3 n.a. Dropped. n.a. Due to unclear
methodology to measure
the PDO result.
PAP Revised deadlines for Revised several technical, n.a. To adjust the activities
several actions fiduciary, and E&S targets based on the
actions. implementation progress of
the PAP.
Financing n.a. n.a. Amendment to the To accommodate additional
Agreement Financing Agreement, budget heads to allow
with 5 additional GoN’s disbursements under the
budget heads eligible for Program
disbursement under the
Program.
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ANNEX 6. IPF ACTIVITIES STATUS
Subcomponent Description Status
IPF 1 Preparations for future projects on the SRN • Dropped due to delay in procurement.
IPF 2 Technical auditing by NVC • NVC conducted technical audits for construction of new
bridges, maintenance bridges, and road safety upgrades on
bridges.
• 2 province-level orientations on technical audit were carried
out at Butwal and Surkhet.
• 20 auditors were trained in technical auditing.
IPF 3 Advanced bridge designs for enhanced • Two advanced bridge designs for the Narayani and Bijaypur
resilience and inclusion bridges were prepared with the mentorship of International
Individual Bridge Expert Consultant.
• Various studies, including geotechnical, hydrological, and E&S,
were completed on these two bridges during the preparation
of the designs.
• The DATC organized three different trainings/workshops for
the advanced bridge design (October 2023, Dec 2023, and May
2024). A total of 54 participants were trained in advanced
bridge design.
IPF 4 Training (domestic and international) and • The DoR conducted the first annual staff sur.
capacity development • 1,051 participants were trained in 37 different events of
training and capacity development activities related to
technical, social, environmental, and fiduciary.
IPF 5 Supervision oversight consultancies • Incomplete. Due to the delay in floating the procurement
notices and inadequate presence of consulting services in the
market to commence the required tasks. The procurement of
the International Bridge Expert and Local Bridge Expert was
completed and valuable inputs were provided on reviewing
the inclusive designs and preparing concept design of
advanced bridges.
IPF 6 Mobilization, equipage, and development • The DATC committee was formed with 17 core team
of the DATC members, out of which 7 were female (41%).
• The DATC equipped with necessary software such as MIDAS,
sophisticated laptops, computers, smartboards, and furniture.
• Progressive functioning of the DATC resulted in capacity
building of public and private sectors in terms of growing
knowledge in advanced technology bridge designs.
• Three training programs were conducted by the DATC on
advanced bridges preparation.
IPF 7 Support for OHS and DoR implementation • OHS policy, guidelines, and manuals were developed.
of Nepal’s abor Act 201 • OHS validation was completed.
• The ESMF was updated.
IPF 8 Contingency funding for verification past • The SDC continued to support third-party verification to the
year 3 NPC. Contingency funds were reallocated.
IPF 9 Program Impact Evaluation data collection • The baseline survey was completed for Impact Evaluation of
150 bridges.
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ANNEX 7. BIMP: KEY ACHIEVEMENTS AND LEARNINGS
PDO: To provide safe, reliable and cost-effective bridges on Nepal’s Strategic Roads Network.
PDO-Level Indicators Key Activities Achievements Key Lessons of BIMP Lessons Integrated into
BIMP-II
DLI 1: Major 81.2%. Total number of (i) Poor quality of bridge (i) Use of BSMS on Program
(i) PDO 1: Improved
maintenance bridges in good or fair construction. Need for site for enhanced field-level
condition of bridges
(Achieved: 16,139 m) condition: 1,387 numbers, strengthened monitoring monitoring and
on SRN
DLI 2: Minor and supervision mechanism
out of total existing 1,709 supervision; IPF support for
(ii) PDO 2: Increased Maintenance bridges. to ensure quality of supervision oversight
share of bridges on (Achieved: 10,729 m) physical works. consultancies; NVC for
SRN meeting DLI 3: New construction (ii) Regulatory and technical auditing.
minimum loading (Achieved: 6,618 m) documentation issues. (ii) Development and
requirements Need for regulations and approval of SBD and
development of standard guidelines.
DLI 4: Strengthening Reduced to 1%. Total documents to ensure (iii) Program activities to
(iii) PDO 3: Strengthen
performance number of bridges in effectiveness of the DB generate from BMS
performance
management in the unsafe condition: 17 (total contract approach. prioritized list considering
management in the
bridge sector existing 1,709 bridges). (iii) Political and data on condition, detour
bridge sector
(Achieved: 63 % of environmental factors. times, and beneficiary
bridge works completed Bridge construction population served.
on planned scheduled) activities being affected by (iv) Use of IPF support to
DLI 5: Improved bridge political instability, which hire international
asset management prevented the government engineering inputs, provide
(Achieved: BMS fully from defining clear and trainings, and share
operational in all coherent priorities for road international best practices
divisions/regional and bridge construction. regarding climate resilience
offices) (iv) Implementation and OHS.
DLI 6: Increase challenges. Integration of (v) IPF support for
effectiveness of the international bridge establishment and
institution responsible expertise is necessary to mobilization of the DATC
for bridge sector deploy international bridge that focuses on advancing
management engineering approaches to capabilities.
(Achieved: GRM improve Program (vi) IPF support to develop
implemented in the DoR effectiveness. guidelines, policy, and
and report disclosed) (v) Pioneering advance manual on OHS.
technology. Long-term (vii) Implementation of the
plan for sustainability of GRM system and tracking
shift toward modern bridge of the DoR’s response time
technology to take root. on grievances received.
(vi) OHS. Poor OHS
practices/standards and
worksite practices,
resulting in fatal incidents
in construction sites.
(vii) Citizen engagement
(CE). Need for enhanced
CE, including design &
operationalization of GRM.
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